All of these questions should be addressed by your business plan, which should include detailed profit and loss, cash flow and balance sheet forecasts. The rest of the plan should underpin the numbers and cover marketing, sales, HR and operations. Any lender or investor will want to see this before they make a decision.
Option | Description | Who takes the risk? | Relative cost | Remarks |
Bank loan | A fixed amount advanced and paid back over 1 – 5 years | The business – unless the bank makes you sign a personal or director’s guarantee in which case it is you | Low (depending on interest rates) | |
Bonds | A fixed amount advanced, fixed interest paid over 5 – 20 years and then the advance paid back | The business | Low | Only available to larger companies |
Investor | You sell part of your business in return for a lump sum | The investor | Zero to very high depending upon the future value of your business | The investor will want representation and may want some day to day involvement. Implies you are able to put a value on your business now |
Factoring and invoice discounting | The factor advances a proportion of each sales invoice as it is issued and the balance (less a fee) when the customer pays | The factor – as long as the business follows agreed rules. | High | Factoring includes outsourcing the sales ledger process. Invoice discounting does not. Not usually available to very small companies. May include bad-debt insurance at a price |
Overdraft | An arrangement to allow you a negative bank balance for short periods | The bank | High if done over extended periods | Very flexible |
Hire purchase or leasing | A third-party pays the supplier for the equipment and then recovers the money from you over a fixed term | The business | Medium | HP, finance and operating leases are treated differently in your accounts |
Lines of credit | Your suppliers accept delayed payments from you | The supplier | Low | Ties you in to the supplier |
Grants | Various government and other initiatives | The grant-giver | Zero to low | There will usually be restrictions on the uses to which the funds may be put |
Sale and leaseback | You sell fixed assets for a cash injection and then pay the buyer for continued use of the assets | The business | High - depending what happens to the market value of the asset and future interest rates | Builds in long-term committed recurring costs |
Business credit card | Use a credit card issued to the business and set up a direct debit to pay it off in full each month | The card issuer | Zero if fully paid off each month – high otherwise | Flexible and gives up to 30 days interest-free credit each month up to an agreed limit |
Calculating the best financing route for your business can be complicated. You need to understand what would happen under at least three scenarios – best case, worst case and most likely case. This is best done using a cash flow model on a spreadsheet.
Remember that flexibility (future options) has a value in itself. The greater the uncertainty about outcomes the more you should seek a flexible financing solution.
You can also invest more of your own capital in the business – either in the form of a loan or by purchasing equity (by issuing more shares). There are also less formal routes to funding for very small businesses such as borrowing from friends and family.
If you'd like to know more about developing a business plan then this event is for you.
Get more great business tips on our website.
If you'd like to know more about developing a business plan then this event is for you.
Get more great business tips on our website.
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