I provide for my family by helping entrepreneurs prepare for the capital raising process.  I’ve seen angel investors, venture capitalists, and trade associations strongly recommend that you should not hire people to help with your financial projections and business plans.  Obviously, I disagree with this recommendation, but I believe there are several basic principles that apply to entrepreneurs trying to raise money that we should all be able agree on, leading to mutually beneficial coexistence.

• Business owners must have a thorough understanding of their financial projections and business plans.
• Many new business owners have limited experience with creating detailed financial projections, developing effective business plans, and raising money.
• For business owners, time equates to money.

The Issues

If you hire someone to do everything for you, you won’t get the benefit of learning your finances and business model inside and out.

If you don’t have much experience with financial modeling, spreadsheets, business planning, writing, and experience in raising capital, it can take a tremendous amount of time and effort to get it right.

A lengthy learning curve can be very costly to you, as you spend less time in activities that can generate revenue and profit, and more time developing expertise in the capitalization process.  In my experience, even those who have done it multiple times often rely on help from others.

If your business has the potential to get funded by angel groups or venture capitalists, you preparations better be right on the mark, or your deal will probably not pass the screening process.  This is very difficult to do, especially if you’ve never done it before.  It’s like trying to hit a home run in your first at bat in the major leagues.

A collaborative effort between entrepreneurs and experts in the capital raising process can overcome all these challenges.  This approach has been proven to work effectively time and time again.

Elements of Effective Collaboration

In an effective collaboration:

• An expert walks through all the “nitty-gritty” details of a business with the entrepreneur, discussing ideas, strategies, tactics, plans, opportunities, weaknesses, and many other issues.
• The expert coaches the entrepreneur, and helps identify solutions to challenges and pitfalls to that specific business, which result in better projections and stronger business plans.
• The expert provides qualitative feedback on the information provided by the entrepreneur, something that does not come from books, websites, videos, or software.
• The expert works “side by side” with the entrepreneur to develop a comprehensive financial model and business plan, which are highly customized to each business.
• At the end of the collaborative process, the entrepreneur has been intensively schooled and tooled in preparation to raise capital.

If any of these elements is missing at the end, then the collaboration has not been fully effective.  If the expert does all the work, then the collaboration has not been effective, and the end result is an unprepared entrepreneur.  Intelligent investors will be quick to recognize the lack of preparation, and won’t invest.

Entrepreneurs:

• You do have to pay the price to get correctly prepared.
• You don’t have to do it alone, you just have to do it right.
• An effective collaboration is a proven, viable way to do it right.
• An effective collaboration can save you a tremendous amount of time and money.

A smart man learns from his own mistakes.
A wise man learns from the mistakes of others.
A fool learns from neither.

How about having customers provide all the necessary capital.

While this scenario may not be realistic for most startups or existing businesses, within the concept resides a nugget of truth that can find practical application for many companies in their approach to capital and customer acquisition.

The primary question is:

How lean can a company start and operate in order to attract paying customers with an early version of its products or services, thereby demonstrating viability, scalability, and fundability?

After a business has demonstrated these characteristics, it’s a lot easier to get funding, because the investment is a lot less risky.

This idea is not new or uncommon.  For many years 3-M has fostered a culture of intrapreneurship whereby small teams of technical and business people come together on a limited budget to develop and market new products.  Some industry experts estimate that 30% of all large companies provide seed funds to finance internal entrepreneurship today.

Many entrepreneurs could take a page from this playbook for their own companies.  In other words, start making money from a small investment in product development and marketing, consistently improve the product based on market demand and reasonable economics, and raise growth capital after establishing a respectable product, delivery and support team, customer base, and growth plan.

One of the key elements to this lean approach is focusing on the creation of “minimum viable products,” and then building a base of paying customers.  This approach has also been around a long time.  In the automotive industry, both Honda and Hyundai came to market in the United States with cars that could easily be classified as minimum viable products.  They sold a lot of these cars at low prices, which provided revenue and a growing customer base on which they could continuously improve.  Both car companies have a much better reputation today than they originally did, and they are still going strong, even amid global economic challenges.

I’ve worked with many startups that wanted to hit the market with a knockout product or service from the very beginning.  Few have achieved their fully realized vision out of the starting gate.  Many find that the perfection curve can be a real business killer for tender young companies with limited financial resources.  I’ve experienced this brand of misery firsthand with one of my own startups, and don’t recommend it to anyone!

Venture capitalists and other investors are coming around to this way of thinking again – spend less upfront to develop products and customer bases, and then fund the winners that emerge.  It’s a simple lesson with major implications.  It’s also a mindset and a strategic approach that can help you quickly and economically sift through many good business ideas to find a really great one customers love to pay for.

1. Customers buy from you and perceive value

The question professional investors often ask is, “Will the dogs eat the dog food?” If you have an existing business where customers pay reasonable prices for your products and services and perceive value in the exchange, you have the foundation for a successful business. The absolute best source of capital for your business is satisfied customers. But if your company has strong proven customer demand and you need expansion capital to meet that demand, you’re in a highly attractive position to investors. For start-ups, the question is more difficult to answer until customer traction is achieved, and we’ll address this issue in a future post.

2. Your business generates strong earnings

Many start-ups launch with strategies to attract customers with free or low-priced goods and services. Of course, the company eventually has to generate profits to be successful, so prices usually escalate and more revenue streams are established. Most start-ups lose money for a while, and even well established companies lose money occasionally. If your business is not currently profitable, you need to demonstrate a clear and credible path to profitability. Investors are looking for proof of your company’s ability to maximize earnings while keeping the customer value equation in balance.

3. Your business is scalable

How much realistic growth potential does your business have? Is there a way to double or triple your revenues within a year or two? What will it take to make it happen? If you can demonstrate the scalability of your company, you’ll find more investors willing to talk to you. However, if you have a $1 million business today and can grow it to $5 million within the next 3 years, your deal won’t appeal to venture capitalists or angel investors, but it may be attractive to informal investors or commercial lenders. The type of investor will depend on how much your company can reasonably scale. Proof of scalability enhances your strength in the eyes of investors, even if it is on a limited or trial basis.

Start-up companies generally don’t have much evidence of these issues, but are often able to achieve it after a period of bootstrapping with a focus on generating the necessary proofs. Both investors and lenders respond well to business owners who have taken this approach.

Here’s what I mean.

High profile angel investors and venture capitalists are focused on high growth businesses, those that can grow to $30-100 million within a few years.  This is not necessarily based on greed, but more often on the realities of the financial world where they operate.  They have compelling reasons for this focus.  And so for the most part, they ignore smaller companies.

There were about 600,000 new businesses with employees that started in 2009 in the U.S.  Angel investors funded some 13,000 start-up deals, and venture capitalists funded 312.  Statistically, angels funded 2 percent of the new companies, and venture capitalists a tiny fraction of 1 percent.  The SBA reports that nearly 70 percent of start-ups survive at least 2 years, and more than half survive for 5 years. One other statistic of interest is that the average person born in the later years of the baby boom era held 10.8 jobs from age 18 to age 42, according to the U.S. Department of Labor.  This equates to changing jobs every 2.2 years on average.

From these numbers, we can conclude that your odds of starting a business that succeeds on some level for at least 5 years are better than staying with the same employer for 5 years.  While many millions of people do stay at their jobs more than 5 years, most don’t.

So how successful are those businesses that survive?  According to the IRS, 81 percent have net income of less than $1 million per year, 16 percent have income from $1 million to $10 million, and just 3 percent have income of more than $10 million.  By the way, only 0.5% have income greater than $50 million annually.

One other statistic is useful to consider.  Of all the small business funding provided during 2009 – a year of economic turmoil – just 7 percent came from angel investors and venture capitalists.  All the other small business funding came from somewhere else.

Most small businesses, whether start-up or well established, will never receive a nickel from sophisticated angel investors or venture capitalists.  Yet there are more than 5 million households in the U.S. that have a net worth of more than $1 million.  Most did not inherit their wealth – they earned it from their own business or by being a successful executive for a major company. Small business owners have a much higher probability of success in this world than in the realm where angel investors and venture capitalists live, all due respect to those at the top of the food chain.

And so while we aspiring entrepreneurs can learn much from angel investors and venture capitalists about getting funded, we should remember that 93 percent of small business funding comes from somewhere else.  Somewhere that shares key viewpoints of high profile investors, but also takes many other issues into account.  Things that are often more favorable to you.

Learning to successfully navigate in the world of the 93 percent offers your best chance for success in funding your company.

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