| Angel Investment |
21 Feb 2007 |
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| The Customer is King in Your Business Plan |
16 Nov 2006 |
| You’ve heard that the customer is king. Technically, there is another king in business and that is cash. But without the customers there eventually won’t be any cash. How do you prove to investors that customers will be there to buy what your company is offering? |
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| Venture Capital Loves Competition |
16 Nov 2006 |
| An investor will gain confidence in your idea if you can identify specific competitors and then go on to demonstrate why your business has an advantage over them. |
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| Capital appreciation |
31 Oct 2006 |
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| Equity mortgage |
31 Oct 2006 |
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| Out-of-cash date |
31 Oct 2006 |
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| Venture Capital Providers Don’t Care About Your Resume |
27 Oct 2006 |
| There is a much quoted adage that venture capital providers invest in people not just ideas. The reasoning is that a business plan is only as good as its execution. But what kind of ‘people’ do VC’s like to invest in and are you are one of them? |
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| The Naked Truth of Raising Venture Capital Finance |
26 Oct 2006 |
| Even though the terms “early stage”, “high risk” and “new technology” may be associated with venture capital financing, the more sober reality is that today’s private equity investors are fundamentally risk-averse. At the same time, given their required returns, VC’s must still be prepared to take some chances. So how do you position your business to be the one they want to bet on? |
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| When not raise money |
23 Oct 2006 |
| You are about to spend months to prepare a business plan and try to raise significant capital for a new product, service or concept. But is that the most productive approach for your project? |
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| Business Plan Ready? |
21 Oct 2006 |
| You’ve spent months drafting and fine tuning your business plan, perfecting every detail. This means you’re ready to show it to an investor, right? Not necessarily. Do you really know the essential elements that every investor wants to see in a plan? |
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| Which Venture Capital Stage Fits Your Business? |
20 Oct 2006 |
| Venture capital providers are notoriously selective and only invest based on fairly narrow criteria. The stage of company development is one of these criteria. Do you know the type of venture financing your business needs? If not, you are wasting valuable time. |
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| Business Plan Presentation |
3 Oct 2006 |
| While a strong business idea and a well written plan may generate the interest of equity providers, investors ultimately commit capital to people and not just plans. The ability to produce and present a compelling presentation of the company’s potential and management’s capability is therefore one of the most critical aspects of actually securing funding. |
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| Business Plan Consultant |
1 Oct 2006 |
| To raise capital, a business plan is the most important document that an early-stage company produces. Hiring a consultant to produce all or part of it can be a wise decision. It will help to create a well formatted document that meet the standards expected by a venture capital firm. On an other hand, you should never forget that you will be responsible for the execution of the plan. So choose carefully. |
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| Winning Business Plan |
30 Sep 2006 |
| In the current economic and investment environment, where capital providers remain cautious, it is more critical than ever that management are able to provide compelling reasons why an investor should risk capital and why now is the best time to invest in their business. |
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| Venture Capital |
26 Sep 2006 |
| Venture capital firms are differentiated based on the focus of their investments. Typical criteria include industry and geographic preferences, deal size and stage of business development. Venture capital firms typically define stage of business development by the intended use of the funds provided |
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| How to Really Raise Venture Capital Money |
18 Sep 2006 |
| So you have a compelling business proposition, a convincing business plan and an outstanding management team, but still lack the practical knowledge to obtain venture capital financing? The following provides some essential guidelines and steps. |
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| The History of the Leveraged Buy-Out |
15 Sep 2006 |
| The leveraged buy-out (LBO) transaction gained notoriety in the late 1980’s with private equity firms such as Kohlberg Kravis and Roberts (KKR) and Fortsmann Little undertaking a number of large and high profile transactions.
The market effectively reached its zenith in 1998 with KKR’s US$25 billion buyout of RJR Nabisco, which still remains the largest LBO in history. |
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| Contribution margin |
7 Sep 2006 |
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| Divestiture |
7 Sep 2006 |
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| Investment fund |
7 Sep 2006 |
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