Use These Quick and Simple Ideas to Improve Your Business
With the end of the year quickly approaching, it’s a great time to reflect on where we are and where we’d like to be. But, since it’s that time of year when everyone’s schedules are impossibly full, we’ll keep this quick, simple, and practical.
Below you’ll find several resources to help improve your business. I suggest picking one or two posts, and committing to incorporating one or two suggestions from each. My personal recommendation is the 80-20 post, which is simple and almost guaranteed to produce results.
I also encourage you to provide feedback and let us know which suggestions you found the most useful.
And remember, as the end of the year approaches and stress levels tend to increase, be kind to yourself and others, find ways to relax, enjoy time with family, but also make time for yourself. Take deep breaths, cut yourself some slack, and know that your best is enough.
Hopefully this end of the year list inspires you to incorporate some fresh ideas into your business and explore various strategies. I also recommend using the content to develop and test new alternatives and solutions. In your efforts, don’t be afraid of some failures along the way—it’s the best way to learn and grow. Good luck!
Dr. Bert Shlensky, president of Startup Connection, prides himself on his ability to define what is unique about each and every business. He works closely with individuals to develop a personalized approach that targets specific areas of concern and offers solutions based on his 40+ years of experience. His expert team will address your particular needs while working to save you time and money.
We’ve all been asked the glass half empty or half full question… It’s easy to give this discussion more importance than it deserves, or even make it more complicated than it really is. The bottom line is that the question aims to determine whether someone is an optimist or a pessimist. But, what this question fails to consider is whether someone is a realist. I know people who are optimist realists and some who are pessimistic realists. Both can be effective; it’s simply a matter of approach. The commonality, though, lies in the fact that they look at things from a realistic and, often, analytic lens. And that is why they get results.
Take poker, for example. Professional betters fold about 75% of the time after seeing the first two cards. Amateurs only fold 50% of the time. This has nothing to do with whether they were optimistic or pessimistic about their chances. It has to do with understanding the game and considering statistics from a strategic perspective.
The stock market is another example where assumptions and “opinions” can be dangerous. How many stocks like WeWork, Peloton, Teladoc, and Zoom all grew based on unrealistic expectations and then crashed? In 2021, nearly every new issue is down an average of more than 50%.
Furthermore, analysis and AI are valuable and often help improve results, but we have to also consider the accuracy and validity of the analysis. For example, the pandemic has made much of the data from 2019-2021 less reliable in forecasting. Economic, political, and environmental changes can impact the assumptions and process of our analysis. Case in point: higher winds and higher water temperatures from climate change worsened the impact of Hurricane Ian. Structural changes, like the war in Ukraine, crime, and inflation, can also affect our assumptions and analysis.
Timing and circumstances should also greatly influence our perceptions and predictions. While we may understand product life cycles, we often forget how age, competition, and technology can affect our progress. For example, over 60% of advertising is over the Internet rather than traditional media. And many politicians and managers continue to serve despite waning capabilities and energy.
In general, being optimistic is frequently recommended to keep a positive attitude, understand potential, and motivate maximum efforts. And, while many issues require evaluation, there are plenty of opportunities to capitalize on optimism. The pandemic has stimulated new opportunities like working from home and virtual learning that need to be given time to reach their potential. For example, small Universities are sharing courses with other local Universities to expand the offerings available to students. These need more analysis and objective thought rather than simple opinions to have success—this is where that realism comes back in play. It’s great to be excited about good ideas, but we also need to take a realistic look at whether they are effective.
And, when it comes to decision-making and implementing new ideas, we can all afford more risk. People tend to have a pessimistic view of risk-taking. Or, they believe you need to be optimistic to benefit from risk. But, it’s really more about being realistic and evaluating results and considering alternatives. We need to recognize that the upside of many risks is much greater than the limited downside. Additionally, need to understand outcomes and accept reality. Part of that reality is that failure is always part of the process.
Other culprits that pull us away from reality include denial and bias. Denial can make us avoid potential negative outcomes or ignore facts. Bias causes us to overestimate markets, ignore competition, and not consider the issues in execution. These can be a result of our enthusiasm—we want to believe something is true because we are excited about the possibilities. This is a great example of how unchecked optimism can actually thwart our efforts.
So, how can we make sure we maintain a realistic outlook and approach?
Encourage openness. Organizations need to be open to measurement and feedback. Share financials, operations reports, and sales reports. More eyes equal more feedback. This can reduce oversight and bias.
Search alternatives. Don’t get stuck doing it one way. Try new things and see if you can do it ever better.
Discourage enablers. While experience and expertise can improve results, one of the worst strategies in our changing environment is “we have always done it this way.” It simply ignores change, alternatives, and processes. This mindset is frequently fueled by proponents who fear change and discomfort. Don’t allow people to enable this narrow-minded thinking. It’s not inclusive and not realistic.
Measure correctly. Are you in need of quantitative or qualitative measurements? On one hand, quantitative measures are simpler to document, measurable, objective, and comparable. However, we must ensure we are using the right measurements and analyzing correctly. Qualitative data can measure issues we don’t always consider and allow for intuition. However, qualitative can also be easily compromised and measure wrong factors.
In the end, whether the glass is half empty or half full doesn’t really matter as long as we can see that the glass exists and that there is more than one way to interpret how much water it holds. People will always see things differently—our education, experience, genetics, history, circumstances, and a variety of other factors influence how we view the world. Rather than arguing about the differences in our perceptions, perhaps we can discuss them and learn from each other. Together, we can expand our collective knowledge by considering the potential and opportunity that exists in our unique interpretations of data and circumstances. And with a realistic approach to analysis, and a genuine desire to pursue new, improved, and varying outcomes, we can achieve more together.
Dr. Bert Shlensky, President of www.startupconnection.net, offers experience, skills, and a team devoted to developing and executing winning strategies. We guide your plans for business success and unlock your profits.Our strategy includes clear steps, and over 150 free articles and templates to facilitate your efforts and guide your process. We’re here to help you get on track and stay there as you move forward.
We welcome comments, suggestions, and questions. You can write us at: bshlensky@startupconnection.net or call at 914-632-6977
When we consider risk, much of the discussion revolves around analytics, alternatives, probability, and bias. But, there are other important factors to consider, which are frequently excluded and, when dealt with properly, can create new opportunities. These include higher than normal results, lower than normal results, enablers, parameters for consideration, and excluding key unknowns.
Entrepreneurs generally advocate the untapped potential of their ideas without detailed analysis of parameters, requirements, and profitability. For example, Venture capital firms that take the risk of investing in several new companies only expect a few to perform with extraordinary results. Last year, they extended too far and many are in financial trouble today. However, the initial risk is appealing because, statistically, people do win the lottery, and companies like Zoom hit the jackpot and do well, especially when you consider the way they’ve evolved over the past few years.
The reverse is also occurring with unforeseen disruptions increasing risk. The slow pace of going back to work, success of tools like Zoom, supply shortages, and inflation are examples of factors not considered in much of our risk analysis. Political change, an increase in crime, and higher levels of stress are creating more uncertainty when assessing change and potential. These can all add to excessive losses beyond normal probabilities.
Another inhibitor of success are enablers. While experience and expertise can improve results, one of the worst strategies in our changing environment is tradition or the mindset that “we have always done it this way.” It simply ignores change, alternatives, and processes, and is frequently fueled by proponents who fear those same things. Sexual harassment, equal wages, and COVID vaccines are some examples where progress has been exceptionally slow due to people being unwilling to recognize the need for change and accept and implement new ideas.
Currently, everyone seems stressed and frustrated with issues like crime and inflation. However, enablers seem focused on short-term solutions rather than a true commitment to solving the problems. We must also recognize that many of these are worldwide issues. For example, both France and Israel are experiencing political disruption as well.
Additionally, inflation, oil prices, and supply shortages are all causing great disruption, which increases risk, but these unknowns will also create opportunities. Innovation in solutions like electric cars is a key area where there is ample opportunity.
Risk management is also affected by quantitative versus qualitative considerations. On one hand, quantitative measures are objective, comparable, and easier to document. However, we must ensure we are using the right measures and analyzing correctly. Qualitative data, on the other hand, can measure issues we don’t always consider and allows for intuition. But, these processes can be compromised easily or measure wrong factors. In particular, bias occurs much more frequently in qualitative analysis.
Risk analysis should also include the various impacts of diversity. The world is creating a significant amount of new wealth, yet income disparity is increasing, with 1% of U.S. households owning over 50% of the wealth. While there is more integration and assimilation, tensions have also risen in political, economic, and social structures.
When it comes to risk, we also need to consider ignorance and ways to manage it. Ignorance shows up in a number of ways, which require different approaches. Some ignorance is just the unknown—like the economy next year, the long-term pandemic impact, and potential new technologies (such as a longer lasting electric car battery). While we can’t assure certainty, we can research alternatives and their consequences.
Some ignorance comes from a lack of knowledge. Consequently, a focus on bias, parameters, and assumptions should be included in risk analysis. For example, we should understand our target audience and trends like the growing diversity and wealth in our country.
Ignorance can also be a function of pure denial. Assuming excess confidence or unilaterally accepting respected colleagues can affect risk assessments. We can avoid denial by embracing openness and searching for alternatives. Organizations need to welcome measurement and feedback. Observing, understanding, and sharing financials, operations reports, and sales reports are the first step. Simple research tools (which social media can provide) should be used regularly. A management style such as the “walk around” and simply asking, “How are you doing? Is there anything you need?” can be priceless. Look for alternatives and ‘what if’ discussions.
Viewing risk as an opportunity rather than an obstacle can help produce positive results. Change is occurring faster and faster and we must resist the urge to crave the comfort of consistency and reliability. We need to shift our mindset to one that expects risk. This might make you feel uneasy, but know that we are all in the same boat. Try to remember that staying flexible will make adapting easier. And implementing sound, proven strategies will not only set you up for success, but put you in a position to effectively and efficiently manage risk.
Dr. Bert Shlensky, president of Startup Connection, prides himself on his ability to define what is unique about each and every business. He works closely with individuals to develop a personalized approach that targets specific areas of concern and offers solutions based on his 40+ years of experience. His team of experts will address your particular needs while working to save you time and money.
What is success? It’s abstract, really. For some, it could be money and status. For others, it’s finding happiness. In business, we tend to measure success starting with profit.
In talking to entrepreneurs, I am always fascinated with the different perspectives of success. In general, they believe their ideas are incredible and the obstacles they need to overcome are constraints like finance, resources, marketing, and competition.
I argue that their potential barriers are actually achieving excellence in developing and executing great programs. Why do I think this? Well, 90% of new businesses fail withing five years, and that includes IPOs and venture capital efforts.
Consequently, there are several issues that need to be addressed in order for entrepreneurs to reach their full potential. When an entrepreneur thinks about starting a business, there are two distinct concepts that pop up time and again: Passion and Reality. These are both critical to success.
Passion was best described by Steve Jobs when he said, “Because the people who are crazy enough to think they can change the world are the ones who do.”
Reality is understanding the problems, limitations, and constraints associated with any undertaking. As Thomas Edison said, “A vision without execution is hallucination.” Passion is what gives us the drive to overcome these obstacles. It is the excitement and energy that drive a start-up. It is crucial to balance these two concepts if you want to execute a successful business.
You also need more than a good idea—they’re a dime a dozen. Your best friend might have the next million-dollar App idea. Ideas are great as they are the true engines of innovation. However, an entrepreneur needs to determine whether they can execute the idea and, ultimately, make enough sales to earn a profit. New businesses frequently fail because small (yet critical) issues are overlooked.
Here are some recommendations to help increase potential:
Plan smartly. Think of planning as a long arduous test with lots of work, incorrect assumptions, and missing analysis. For example, 2022 financial markets haveclearly made prior economic and financial assumptions in any plan highly uncertain. The solution is to make plans simple, flexible, and solely for the entrepreneur and not outside parties. It should be a guide, not a fixed template.
Keep plans current and active. A business plan is not a document to be stored on a shelf; it should establish parameters and be developed, tested, and continuously revised. Even with a “perfect” business plan, there will be hiccups and failures along the way.
Learn from failures. This is a critical component of the ongoing planning process.
Focus on passion. This will keep you going through the failures. Additionally, a successful business plan should express why you think the business is a good idea and why it will succeed. If you need to dress it up in a suit and tie to show to investors, do that later. A business plan should be YOUR vision.
Set realistic goals. While time frames, levels, and processes can vary, you need a plan to show profitability: the when and the how. You may do what you do for a number of reasons (passion, fun, fulfillment), but at the end of the day, a business needs to make money if it’s going to last. Make sure that you set your passion aside for a moment and make sure you’re on the path to profitability. What resources do you have and need? Many entrepreneurs follow guides related to large venture capital ideas while most small businesses earn less than $1 million per year. Be pragmatic in these matters.
Take risks. This is a critical part of every entrepreneurial win. Frankly, I think we all need more of it. We tend to think of risk as a taboo concept and it’s really not—once you understand it. In order to benefit from risk, you need to define what risk is to you. Some people view risk as the potential for harm or hazard (think bungee jumping). I view risk as an uncertain circumstance in which one manages to maximize the gains. But, how do accomplish this?
Utilize analytics. More analytics in sports is creating opportunities to assess strengths/weaknesses and create new winning strategies. It has enabled athletes to take more three-point shots, hit more home runs, longer golf drives, and score more touchdowns. More knowledge = more informed decision = less risk.
Consider value and probability. These should inform your goals and processes. For example, winning the lottery has an extremely high reward, but also has low probability. Purchasing investment bonds has lower return than buying stocks, but the risk and volatility of buying stocks is higher.
Be flexible. There are a lot of moving pieces involved in a business plan. And curve balls are inevitable as our world is constantly changing.
Remember it’s an ongoing process. It takes time, dedication, and consistent effort. Peloton, which was one of the hottest companies in the country, recently experienced over a 25% decline in sales. So, we need to constantly compare goals, risk, and the potential of alternatives.
Listen to your gut. Sometimes you just have to go for it. We tend to overthink things or let fear stop us from challenging the status quo. But, if your intuition is telling you something, it’s usually worth listening.
Just as there is no single definition of success, there isn’t a certain path to achieve it either. But, you can set yourself up to increase your chances by creating clear goals and understand the risk, the rewards, and the importance of developing a smart business plan. And don’t forget your passion—the reason you started your business in the first place. Success isn’t fun if you’re not enjoying what you’re doing.
Dr. Bert Shlensky, president of Startup Connection, prides himself on his ability to define what is unique about each and every business. He works closely with individuals to develop a personalized approach that targets specific areas of concern and offers solutions based on his 40+ years of experience. His expert team will address your particular needs while working to save you time and money.
Have you ever asked a question only to receive the dreaded, “Because I said so,” response? This is often a phrase repeated to children, but even adults are prone to hear things like, “Because this is the way we’ve always done it.” If you’ve been on the receiving end of these statements, you know that they are never satisfactory explanations to questions. They’re a cop out—a way to evade the underlying issues and, perhaps, an unintentional admission of one’s fear of change or refusal to embrace innovation. And, that is exactly how we get stuck in patterns that don’t work within systems that are unwilling to adopt new structural paradigms—even when it’s the obvious answer.
Many people, myself included, have been writing on this topic for 5-10 years—reiterating time and again that our economy is dramatically changing and many analysts are ignoring the consequences. What is even more perplexing is that we continue to ignore some proven models of success.Several years ago, Walter Isaacson wrote in The Innovators about the impact of technology, the digital computer, and Internet revolution. These trends have only accelerated in recent years. One of the most interesting themes is the commitment, diversity, collaboration, and even friction, among diverse participants in almost every phase of the revolution, such as Jobs and Wozniak or Gates and Allen.
The results of this technological shift are evident in a comparison of stock performance of traditional companies versus newer tech companies. The stocks of P&G, I.B.M., G.E., Coca Cola, Dupont, and AT&T have DECLINED an average of 8% annually over the last 5 years. In contrast, the price growth of companies like Google, Facebook, Apple, and Amazon has increased at a rate of 24% annually. This trend is also evidenced by G.E. and other huge companies’ recent decision to dissolve their outdated structure.
To put that in perspective: investing $100,000 in the traditional companies 5 years ago, would be worth about $66,000 today. Investing $100,000 in the tech companies 5 years ago would be worth about $300,000 today.
Financial advisors also seem to be reluctant to embrace this shift. For example, much of their discussions focus on bonds versus stocks rather than tech stocks versus industrial or value stocks.
It’s really no surprise that so many businesses are failing considering both society and business refuse to recognize that old paradigms and structures are already obsolete or are well on their way. For example:
Large corporate structures (like print publications and brick and mortar retailers) are all gradual losers, or worse.
Companies as well as society continue to do what they have done in the past, often with poor results. Despite massive economic and political efforts, issues like income inequality, healthcare, and infrastructure investment will continue to hold back our economy.
With little real attention to these changing trends, the poor performance of many organizations is virtually a given.
Even more distressing is that it’s the structural paradigms of these organizations producing much of the deficient results, rather than the typical financial discussions. For instance, the long-held propositions that business advantages, like economies of scale and utilizing expertise and marketing synergies, are simply false in many cases. Rather, these and other former industry leaders are failing because of the following limitations:
Many large companies have tunnel vision, organizational constraints, etc., and ignore emerging technologies and opportunities.
They lack the flexibility to respond to the needs of the market and use outdated solutions to new problems.
They fail to allow the vision, entrepreneurship, and risk necessary to succeed, while heaping huge income growth on unproductive leaders.
In contrast, new structural paradigms are providing numerous opportunities for successful change:
The success of smaller, more innovative companies shows that many organizations should get smaller (or act smaller) in order to effectively deal with today’s environment.
Reducing layers and creating professional cultures are a start. Boards and management need to split up organizations like G.E., create spinoffs, or implement more independent groups. That may be what’s really necessary to maximize the potential of both individuals and organizations.
Large organizations say they want excellence, entrepreneurship, innovation, risk-takers, etc., but, really, they tend to encourage mediocrity. For example, short-term goals and reviews for both organizations and individuals actually inhibit the development of more positive cultural characteristics, rather than spur them on.
Testing and failure, which are critical parts of innovation, are punished more than rewarded. Even sound risk-taking is reduced because of the fear of repercussions within the organization. In short, organizations frequently ignore the advice, “you can’t score if you don’t take a shot.”
Organizations need to be open to measurement and feedback. Looking, understanding, and sharing financials, operations reports, and sales reports are the first step towards embracing new structural paradigms. Simple research studies, social media, and other devices are additional tools.
Open systems and collaboration are like winning the trifecta at the horse track. Open systems have been around for a long time but are becoming the norm for success. They reject bureaucracy, authority, hierarchy, and closed decision-making processes. They encourage participation, diversity, new rules, and to some extent, chaos.
These new structural paradigms, cooperation, smaller can be better, and open collaborative systems, offer great hope for organizations. While they rely on innovative approaches to problems, the solutions are readily available. Therefore, once we acknowledge that different strategies are needed, we can implement new tactics, provide opportunity and education, and allow our organizations to be effective.
I strenuously argue that if we do not learn to accept and accommodate innovation and deviant behavior both inside and outside of organizations, we cannot change or achieve excellence.
Many clients start the entrepreneurial process asking the age-old question, “How do I raise money?” Unfortunately, beginning a business is a process that involves fulfilling a number of requirements before one can even think about raising money. The requirements for financing a business I am referring to may seem obvious, but they are critical to actually raising money:
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How much do you need?
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How and when will you pay it back?
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Why should someone have the faith to invest money in your venture?
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What is the expected risk and return?
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What are the resources you have or plan to have to support the request?
Financing an Ongoing Profitable Venture
Let’s start with the easiest situation just to understand the parameters.
You have a growing and profitable business with a history of success and little personal or business debt. You have a specific plan to buy physical assets which you can then use as collateral which can be paid back from profits over a specified period. You also have an excellent relationship and history with your bank. Together, these aforementioned facts meet all the simple criteria necessary to obtain a loan for financing a business.[pullquote]Before raising money make sure you have answered these questions:
How much do you need?
How and when will you pay it back?
Why should someone have the faith to invest money in your venture?
What is the expected risk and return?
What are the resources you have or plan to have to support the request?[/pullquote]
In simple terms you have:
Credit Score of 700 or above.
Cash flow sufficient to make required interest and principal payments.
Sufficient capital and collateral to cover the entire loan.
A specific plan, history, and experience to develop confidence in the lender to make the loan.
Financing For a Startup
Now, let’s look at a more typical situation of a startup company. You have a great idea, a little experience but no history, and minimal assets. You (your venture) needs money for development and startup costs before you even really begin.
Tech companies, service companies and many retail businesses, are perfect examples. Before describing the options for financing a business open to you, let’s review some general tips you must consider in your efforts to procure financing.
It is absolutely critical you have a credible plan to convince investors you will succeed and pay the money back. The plan, when laid out properly, should build confidence and trust by the investor in you and your business.
You must know your numbers and facts cold.
Make sure to understand your assumptions, calculations, and forecasts and be able to answer all related questions. You need the energy, commitment and enthusiasm to obtain financing but it needs to be supported by real facts.
Be sure to have an accountant you are comfortable with and financial statements you understand and can explain.
Where to Look for Funding
[pullquote]Essential Considerations to Assist in the Procurement of Financing
Develop a credible plan.
Know your numbers and facts.
Have an accountant for guidance.
[/pullquote]There are several potential sources of funds for start-up businesses that should be considered when financing a business. Each potential source should be evaluated on the basis of probability, costs, long-term viability, risk, and business constraints.
Equity – Personal, Friends and Family
Equity is the amount of money you can put into the business on your own:
Money you don’t have to borrow or pay back.
Equity may also include effort (sweat equity) put into the business for it to get underway.
In general, it is difficult to start a business without any of your own, a friend’s or family’s equity to show commitment. Keep in mind it is much easier to obtain other investors if you are contributing 10% – 50% of the financing depending the project in question.
Investor Equity
Investor Equity can come in a variety of different forms. Depending on the type, they can provide significant funds especially for businesses such as services which traditionally have little assets or collateral. These investor equity sources typically expect more risk but in return correspondingly expect returns. As a general rule, they require agreements that place a number of constraints on the business, e.g. salaries to you and how expansion might be made and carried out. As part of the equity investor formula, the more you give up, the less is left for you and the less control you have, particularly, if you have to give up more than 50% of your equity.
Equity investors vary but can include:
suppliers,
partners,
venture capitalists,
private equity dealers,
private offerings,
private investors, and
Angel investors.
Traditional Banks and Loan Institutions
It is important to remember that banks need to balance their goals particularly when viewed in relation to loaning money. Banks reduce risks and make certain they get paid back. Understanding and acknowledging these factors can help reduce some of the stress one feels when dealing with bank bureaucracy, requirements, paperwork, etc. As stated earlier, the better your history, relationship, collateral, ability to repay loans, plans, etc., the higher the probability of getting a loan. Keep in mind that obtaining a traditional bank loan for financing a business startup is a more and more difficult undertaking than it was decades ago.
Additional Sources to Help Find Money and/or Guarantee Loans.
Community Based Lenders
Non-profit, independently financed, private or public organizations, which often make loans to small businesses or entrepreneurs who do not qualify for traditional commercial bank loans. These loans are often referred to as “Character Loans.” They do not require strict credit, cash flow or collateral requirements. They still require, however, character, a business plan and location in/or near the local community.
Finding a Guarantor or Co-Borrower for Obtaining a Loan.
Often time a family member or close friend is reluctant to give you cash upfront but they think you have a good idea for a business and a good chance to succeed. They may be willing to either guarantee a loan or co-sign for a loan.
Small Business Administration (SBA) Loans
The SBA does not lend money, rather it provides guarantees to a bank. The guarantee means, if a person does not repay a loan, the SBA will pay a major percentage of the loan back to the bank. All banks can make SBA guaranteed loans, but most have restrictions on what types of loans they are willing to make. Just as with most traditional banks, the SBA only wants to guarantee loans to people who are likely to repay the loan. All SBA loans are made to individuals for a business. The individual is personally liable to repay the loan.
Financing Outside the Box – Guerrilla Financing
To find money to finance your business you must consider every possible choice available. Going outside the box to find financing is often referred to as, “Guerrilla Financing.” The more you know about your business, the more options are available. Remember, both lenders and investors look for the same thing in a business – VALUE. Projected earnings and even management skills are considered part of this value proposition.
Crowdfunding
If money is the only thing stopping you from doing something good in the world, stop waiting and start doing some good! Nothing better symbolizes entrepreneurship than fundraising. Social entrepreneurs are no different. Today, there are a host of online resources for what today has become known as crowdfunding.
Crowdfunding was initially used by “social entrepreneurs” who turned to this method as a way to fund their projects, films, books, and social ventures.
Today, one of the best know crowdfunding sites is Kickstarter.com. Kickstarter is the 800 pound gorilla in crowdfunding, originally designed and built for creative arts, many technology entrepreneurs now use the site, some reporting to have raised millions of dollars. The Kickstarter funding model is an all-or-nothing model. You set a goal for your raise; if your raise exceeds the goal, you keep all the money, otherwise, your supporters don’t pay and you don’t get anything. This protects supporters from some of the risk of you running out of money before your project is completed. There are a now a number of her crowdfunding sites to consider: Indiego, Crowdfunder, Rockethub, Somolend, and more.
Free Financing Through Operational Belt Tightening
We frequently worry about financing a business but often fail to pursue strategies that might help avoid the need.
There are numerous activities that companies can do to reduce investment costs and lower overall expenses. The most common include:
rent instead of purchasing,
deferring payable terms,
shipping direct to consumers,
outsourcing etc.
Making these changes can have real impact on an organization as it relates to costs and investment. Putting these changes into place can make investors happier. These opportunities need to be considered as critical operational components. As an example, many start-ups are required to prepay expenses due to a lack of credit experience. Similarly, borrowing on credit cards is usually discouraged because of the associated high interest rates. Despite these problems, businesses can use credit cards to avoid pre-payments. All they have to do, for example, is to pay credit card charges on time which could translate to 10-30 day free money.
Financing Concerns
Finding Investors needs to be a two way street. Clearly you want to avoid loan sharks, etc. However, there are real considerations businesses need to consider when seeking investors:
Evaluate the bank by finding out what it has to offer that will fit your needs and your capability for assuming the debt.
Many entrepreneurs use smaller financial institutions which don’t provide the type of loans or products a business needs for growth:
Letters of credit,
wire transfers, and
credit cards
Above are examples of services that may be required.
Don’t be afraid to ask for references of other clients and talk to higher level executives in the organizations you are seeking funds.
Determine the process, time, and requirements from the organization where you are seeking financing. Assume there will be delays, more information requests and mistakes. For example, when you send information be sure it is received.
If possible, encourage efforts to understand your investors, site visits, introductions to you and their participants, etc… For example, in my bank, I have a customer rep who has been there for years. He warns, guides, and facilitates, and even sometimes breaks rules, to expedite my needs.
Share changes in the business that may affect your needs or the investor’s prospects. This can be accomplished formally or informally depending on the issue. For example, if you may need letters of credit, make sure to plan ahead instead of waiting for the supplier demand?
I learned a simple rule in raising money several years ago. If you are doing well and providing investors with expected returns and little risk, the relationship is great and they may even encourage you to grow faster than you should. On the other hand, if you are missing plans and affecting investors’ returns, the relationships can sour quickly. This result has some simple tips that summarize the process of finding investors:
It is a two way street that requires honesty, understanding and communication.
Don’t overestimate what is needed to meet your plans.
Understand your needs and risks to find the right kind and type of investors.
Develop plans, measure results, and satisfy investor requirements to monitor investor potential concerns.
When you want to stand out, reach out to Bert for the tools that will build your “sticky” brand. My focus is on understanding and analyzing your dilemmas and challenges, so your company becomes profitable faster.
Call (914) 632-6977 or email me at bshlensky@startupconnection.net. Don’t leave without signing up for our useful free eBook!
Feeling stumped or overwhelmed? Contact Bert at (914) 632-6977 or Email to start the process. Thanks!
