Credit Enhancements: Seven Tips For Enhancing Business Credit Transactions

Written by George A. Parker


Continued from page 1

5. When considering using credit enhancements to improve your transactions, use these guidelines: try to get a fair and objective assessment of your credit profile andrepparttar inherent transaction risks from a knowledgeable credit person; take inventory ofrepparttar 111980 possible credit enhancements your firm can provide; evaluaterepparttar 111981 cost of possible enhancements to decide whether using them will be worthwhile; if there is time and opportunity for a second chance to present your transaction torepparttar 111982 credit provider, present it first withoutrepparttar 111983 credit enhancement or withrepparttar 111984 minimum enhancement you think acceptable; ofrepparttar 111985 credit enhancements available to your firm, decide which ones will be effective andrepparttar 111986 degree of enhancement necessary to achieve your objectives.

6. It helps to develop a credit enhancement strategy inrepparttar 111987 planning stage of your transaction. Start by understandingrepparttar 111988 transaction’s credit strengths and weaknesses. Decide which enhancements available to your firm will help strengthenrepparttar 111989 risk profile ofrepparttar 111990 transaction. Try to assessrepparttar 111991 credit provider’s sensitivity to various types and degrees of credit enhancement. Later, ifrepparttar 111992 credit provider turns down your transaction or proposes unacceptable terms, askrepparttar 111993 provider to suggest enhancements that will make a difference inrepparttar 111994 decision. You may be able to negotiate further, once you have this information.

7. All credit enhancements have a cost. In many instancesrepparttar 111995 cost isrepparttar 111996 opportunity cost of not havingrepparttar 111997 credit enhancement available for future use. Before offering or providing a credit enhancement, do a thorough cost-benefit analysis to make surerepparttar 111998 potential benefit is worthrepparttar 111999 cost to your firm.

Though it is not always possible to enhance a credit torepparttar 112000 satisfaction of credit providers, you should understandrepparttar 112001 value of credit enhancements and know when they may be useful. By carefully considering potential credit enhancements, you can often improverepparttar 112002 pricing and terms of your firm’s credit transactions. If your firm has a weak credit profile, use of a credit enhancement might makerepparttar 112003 difference between obtaining financing or being rejected.

George Parker is a Director and Executive Vice President of Leasing Technologies International, Inc. (“LTI”). Headquartered in Wilton, CT, LTI is a leasing firm specializing nationally in equipment financing programs for emerging growth and later-stage, venture capital backed companies. More information about LTI is available at: www.ltileasing.com.


Cash in by cashing out.

Written by Jason Rigler


Continued from page 1

Opportunity knocking A lump sum of money can mean taking advantage of time sensitive opportunities. A home, a business, schooling, investments, made possible by cashing in a schedule of smaller payments spread out over time. It’s not alwaysrepparttar best choice, but sometimes it isrepparttar 111979 right choice. Unforeseen circumstances lead to unexpected opportunities that withrepparttar 111980 right resources could reap exceptional dividends.

After discussing 3 ways to win by cashing in future installment payments, it is proper to touch on a few ways you might lose by cashing out. No more regular payments, no more guaranteed payments,repparttar 111981 burden of properly handling a large lump sum of cash, andrepparttar 111982 procedure for accelerating your payments are all considerable reasons to not cash out. When it comes to matters of money, what you do matters. You can cash in by cashing out, just take care that you don’t end up cashless.

Jason M. Rigler Marketing Manager MSN Messenger Name -MrktngGuru www.ProsperityPartners.com


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