Attract more Venture Capital by Avoiding Angel Round Conflict

Written by Mike Sage


A venture capitalist reveals what you need to know By Mike Sage Founder of Capital Now and author of Capital Now Complete Free Trial copy available at http://www.venturecapitalguru.com

The use of friends, business associates and Angels as sources of financing often appears attractive as a relatively uncomplicated, readily available capital source. For startups, they are oftenrepparttar only form of capital available. Yet, care must be taken to ensure that this early round of capital does not interfere with long-term financing. Angel financing is typically a one-time source, in whichrepparttar 112553 investors have unrealistic return expectations. Typically, these sources are not professional investors with diversified and balanced portfolios. They can hardly be blamed for nervousness overrepparttar 112554 inevitable ups and downs ofrepparttar 112555 your company's development cycle; however, as friends or previously successful entrepreneurs themselves, you can be sure that they will make their advice and concerns well known torepparttar 112556 company. Part ofrepparttar 112557 problem some of you encounter is that you tend to over-valuerepparttar 112558 company forrepparttar 112559 Angel round. Then you are placed inrepparttar 112560 uncomfortable position of explaining to people who often do not understand venture capital that they have to take what they would consider to be a valuation "haircut." We've encountered entrepreneurs that say, "We've just raised a $10 million pre-money valuation, and now we're going to go out and get a $15 million valuation." Then we learn they only raised $500,000 atrepparttar 112561 $10 million pre-money valuation. That's not a solid basis for a $10 million pre-money valuation. Yet there are some of you who mistakenly believe it is a solid valuation and potentially putrepparttar 112562 company in jeopardy to fail inrepparttar 112563 next financial round. Angel Round Strategy Here's one option to consider when trying to value your company for a seed-round investment. Avoid it altogether; after all, it doesn't make sense and can only present a potential liability downrepparttar 112564 road. Instead of offering equity, offer debt that can be converted into equity at some point inrepparttar 112565 future. This is a much more secure financial instrument, which will provide a lien onrepparttar 112566 assets torepparttar 112567 Angels ifrepparttar 112568 business does not progress. The lien would be released upon a debt-to-equity conversion that could take place atrepparttar 112569 first round of a venture capital investment. The conversion price can based onrepparttar 112570 pre-money value paid by a VC, adjusted with a discount based on how much time passes until conversion.

Building a Relationship---the key to raising venture capital

Written by Mike Sage


A venture capitalist reveals what you need to know

By Mike Sage

Founder of Capital Now and author of Capital Now Complete

Free Trial copy available at http://www.venturecapitalguru.com

The mere sound ofrepparttar words "venture capital" can elicit a whole range of emotional responses from entrepreneurs, mostly unfavorable. It's not hard to understand. The venture capital industry has done little to providerepparttar 112552 necessary tools and educational programs to help entrepreneurs learn how to reach them.

Some advisers believe thatrepparttar 112553 marketing model best explains raising venture capital. This model simply appliesrepparttar 112554 marketing principles ofrepparttar 112555 4 Ps (Product, Promotion, Place, and Price) torepparttar 112556 sale of equity. The marketing model, however, is really most useful in explainingrepparttar 112557 venture capital process and its dynamic relationships. Entrepreneurs who successfully raise venture capital also master a personal level of communication that is best explained byrepparttar 112558 relationship model.

Ultimately, to succeed in closing on venture capital you must learn how to build a relationship with a venture capital investor ("VC"). Whilerepparttar 112559 marketing model helps to explain how to maneuver inrepparttar 112560 venture capital environment,repparttar 112561 relationship model addressesrepparttar 112562 critical nuances of how to communicate with a VC. For example: How do you talk to a VC? How do you managerepparttar 112563 first meeting? How do you create materials that best answer their questions? What's motivating your VC? To successfully relate with a VC you need to learn how they seerepparttar 112564 process and how they think during its evolution.

The first step to getting insiderepparttar 112565 head of a VC is to learn about his world and how he operates within it. You can think of it as targeted market research. This involves learning aboutrepparttar 112566 brief history of venture capital and howrepparttar 112567 industry structure has evolved. Next is to learnrepparttar 112568 current trends that are affectingrepparttar 112569 environment for VCs andrepparttar 112570 pressures they encounter as they seek to invest. Once you learn about their world you need to learn about their individual firm structures and how it affectsrepparttar 112571 way they look at you. This involves understanding how to differentiate venture capital firms by their legal, organizational, investment and fund structures. Now you are ready to understand how a VC will analyze you and your business, thereby enabling you to position your business accordingly.

Once you have completed this preparation you are ready to embark onrepparttar 112572 process some refer to asrepparttar 112573 "Courtship." You need to learn how to screen prospective VCs and make initial contact, crucial to how your relationship will develop. You need to learn how to establishrepparttar 112574 foundations for building a relationship andrepparttar 112575 elements for a great first meeting. The onus is onrepparttar 112576 entrepreneur to figure it all out. So you can see why many entrepreneurs are frustrated and disgusted by their lack of success. It's a lot to learn in a short time-pressured period and many are either unable or unwilling to decipherrepparttar 112577 analytical framework for optimizing success.

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