Saturday, March 31, 2018

Book Review: Mergers and Acquisitions of Privately Held Companies: Analysis, Forms, and Agreements

Bloomberg has just published a comprehensive treatise on mergers and acquisitions of privately held companies, appropriately titled Mergers and Acquisitions of Privately Held Companies: Analysis, Forms, and Agreements. The book covers all important legal and business issues associated with acquisitions of privately held companies, including companies that are venture backed or private equity backed. The book has a particular focus on technology companies.

The San Francisco/Silicon Valley-based authors are Richard D. Harroch of VantagePoint Capital Partners; David A. Lipkin of McDermott, Will and Emery; and Richard V. Smith of Orrick, Herrington & Sutcliffe. Collectively they have been involved in over 750 M&A transactions.

The treatise includes practical guidance, negotiating tips, and examples of all the important forms and agreements involved in a successful M&A transaction. The forms and agreements are included in a companion electronic download.

The topics discussed include:

  • Common mistakes made by sellers
  • Tactics for successful negotiations
  • Letters of intent
  • Pro-buyer and pro-seller sample forms
  • Important considerations for in-house counsel
  • Key liability and indemnification issues in merger agreements
  • Intellectual property issues
  • Due diligence investigations
  • Board and shareholder approvals

Mike Perlis, the Vice Chairman of Forbes and former partner at Softbank, says:

“This book is the definitive work on mergers and acquisitions of privately held companies. It covers all the deal dynamics and the key business and legal issues. I recommend the book to lawyers, C-level executives, founders, private equity firms, and venture capital funds.”

Mike Splinter, the Chairman of the Board of NASDAQ and former CEO and Chairman of Applied Materials, says:

“This book is the definitive guide to structuring, negotiating, and closing mergers and acquisitions. The book is comprehensive, practical, and contains many great forms and agreements.”

The Table of Contents shows how comprehensive this 1,500 page book is:

Chapter 1: Overview of Mergers and Acquisitions
Chapter 2: Preparation for an M&A Event
Chapter 3: Investment Banker Forms and Agreements
Chapter 4: Nondisclosure Agreements
Chapter 5: Letters of Intent and Term Sheets
Chapter 6: Due Diligence Issues and Forms
Chapter 7: Merger Agreements
Chapter 8: Sale of Assets Agreements
Chapter 9: Employment Related Forms & Agreements
Chapter 10: Miscellaneous Agreements & Forms
Chapter 11: Regulatory Forms
Chapter 12: Board of Director Documents
Chapter 13: Stockholder-Related Forms
Chapter 14: M&A Closing Documents

The book contains over 50 forms and agreements. Particularly valuable are the sample merger agreements (both pro-buyer and pro-seller oriented), together with actual merger agreements involving brand name acquirers.

Mergers and Acquisitions of Privately Held Companies: Analysis, Forms, and Agreements is available now at Bloomberg Law.

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Friday, March 30, 2018

Stock Market Outlook: Likely to Stay Lively in April

Ask Brianna: Help Your Parents Based on Need, Not Your Guilt

8 Warning Signs You Shouldn’t Buy a Franchise

By Bruce Hakutizwi

There’s no doubt that buying into the right franchise at the right time can be a fantastic business opportunity for numerous reasons:

  • Proven, duplicatable systems make startup and growth easy and scalable
  • Established branding and national marketing support enhance your own marketing efforts
  • Support from a parent company and community of fellow franchisees

However, it would be naive to assume that every franchise is a potential good buy. Just like any other aspect of business, “consumer beware” holds true in the search for a valid and promising franchise opportunity. Sad to say, there are companies peddling franchise opportunities with no goals beyond collecting upfront franchise fees and moving on. And then even more common, there are franchisors that really want to help their franchisees succeed, but are struggling to support their franchisees effectively.

In either case, sincere entrepreneurs who are looking to invest in a franchise opportunity they can rely on for steady income over the long term will need to identify and avoid bad franchise choices, or they risk wasting time, money, and effort sailing a sinking ship.

The following are eight warning signs that can help you identify a franchise you shouldn’t buy.

Don’t buy a franchise if you notice . . .

1. A high-pressure sales pitch. Worthy franchises that have proven track records of success also have reputations to uphold. When you’re investigating a franchise, you should feel like you’re at a job interview, not a get-rich-quick real estate seminar. If the franchisor’s representative seems desperate to get you to sign, pressures you to make a quick decision, or keeps throwing discounts in to “sweeten the deal,” politely take your leave.

2. Inadequate, incomplete, or missing paperwork. The law is on your side if you’re buying a franchise; the sale of franchises is highly regulated on both the federal and the state level. There are important documents that a potential franchisee should receive, including a Franchise Disclosure Document (FDD). If any vital documents are missing, unprofessional in appearance or content, or intentionally vague in how they’re worded, there’s a very good chance the franchisor is hiding something or hoping to find buyers who won’t know there’s a problem.

3. Salespeople and paperwork that don’t sync up. In some cases, the salesperson can be very professional and helpful, and the documentation can seem perfect, but if they’re telling two different stories, it raises a serious red flag. Legally speaking, you’re going to be bound by what’s on paper. Good salespeople who work for bad companies can make a franchise opportunity seem more secure, less expensive, or more lucrative than it actually is.

4. A checkered past. Just by doing some basic Google searches, you should be able to determine what kind of reputation a franchise company has. Is there a long history of legal problems? Are other franchisees complaining about the company? Has the franchisor recently experienced serious financial trouble or some sort of public relations nightmare? It’s important to recognize that no company is perfect and you’re bound to find the occasional negative review no matter how trustworthy a company is, but if you’re seeing a troubling trend, pay attention.

5. An age-franchisee imbalance. Generally speaking, the older and more established a franchisor is, the more franchisees you should expect to be on board and succeeding. If those two metrics are highly unbalanced—in either direction—there’s likely something wrong. A franchisor that just incorporated last year and is already boasting over one thousand successful franchisees is likely either lying or is providing absolutely no support to those business owners. Likewise, a franchisor that’s been in business for 50 years, but only has 34 franchisees, may not offer the kind of support you need.

6. High franchisee turnover. Item 20 of the FDD reports how many franchisees have left a franchise system within the last three years. As a rule of thumb, the less expensive a franchise is to join, the higher the turnover rate will be. That’s just logical based on the business owner’s level of commitment. However, a high turnover rate in relation to the total number of franchisees—especially if startup costs are relatively high—is a sign the opportunity may not be viable or the systems being duplicated aren’t working anymore.

7. An inadequate training program. A solid franchise training program should allow someone who’s never worked in an industry and never owned a business to get up to speed and succeed quickly enough to ensure profitability within a reasonable period of time. If anything about the proposed training program appears to be inadequate, too short and hurried, or too long and drawn out, you’ll definitely want to talk to existing successful franchisees who have already been through the program. If you’re still not comfortable, don’t move forward.

8. Tinkering and experimentation in the business model. One of the key benefits of buying into an established franchise (as opposed to starting your own business from scratch) is the fact that the business model, processes, and other aspects of business operations are (supposed to be) tried-and-true, time-tested methods that have been proven successful. If a franchisor prides itself on constantly changing methodology, or if current franchisees are having a difficult time keeping up with how many “strategic pivots” the parent company makes each year, that key benefit is gone. Apparently, the “proven, duplicatable system” doesn’t work.

If you’re investigating a franchise opportunity and don’t encounter any of these warning signs, there’s a good chance you’re looking at a legitimate opportunity. Even then, however, it’s best to have a team of experts (business broker, lawyer, CPA) assist you in reviewing documentation and comparing various franchise options before you settle on the right one for you.

About the Author

Post by: Bruce Hakutizwi

Bruce Hakutizwi is the U.S. and international manager of BusinessesForSale.com, a global online marketplace for buying and selling small- and medium-sized businesses. With more than 60,000 business listings, it attracts 1.4 million buyers every month. Bruce manages business development, content building, client acquisition, and customer retention in the United States, Canada, South Africa, and Europe. Bruce frequently writes on topics that promote entrepreneurship and small business ownership.

Company: BusinessesForSale.com
Website: www.us.businessesforsale.com.com
Connect with me on Facebook, Twitter and LinkedIn.

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How to Make the Most of Your Woman-Owned Business Certification

Last week I shared some tips for getting certified as a woman-owned business, whether a Women’s Business Enterprise (WBE), Women-Owned Small Business (WOSB), or Economically Disadvantaged Women-Owned Small Business (EDWOSB). But once you’ve gotten your certification, the journey isn’t over—in fact, it’s just beginning.

Now you need to toot your own horn as a woman business owner and let potential customers and clients know you’re “official.” Here are some tips for how to market a certified woman-owned business.

Take advantage of resources from certification organizations

Third-party certification organizations offer resources and benefits for WBEs and WOSBs/EDWOSBs beyond just certification. For example, WBEs certified by the Women’s Business Enterprise National Council (WBENC) can network with more than 10,000 other WBEs to do business or to partner on joint venture opportunities. WBENC holds MatchMaker Meetings twice a year where you can have a prescheduled, one-on-one meeting with WBENC’s corporate members and federal, state, and local government members.

Are you under 40? Then you can join WBENC’s NextGen networking group for millennials.

The National Women Business Owners Corporation (NWBOC) holds conferences throughout the year that also offer the opportunity to meet with corporate and government suppliers individually. In addition, NWBOC has a mentoring program as well as training tools and webinars to help you market your woman-owned business.

Get started marketing to the government

Newly certified WOSBs or EDWOSBs hoping to do business with government agencies should begin with these steps:

  • Determine your North American Industrial Classification System (NAICS) code. This identifies your industry and is used by various contracting agencies to help you find relevant opportunities.
  • Get a DUNS number if you don’t already have one. You request this ID number from Dun & Bradstreet.
  • Register your business in the System for Award Management (SAM), the primary database used by government agencies to find contractors.
  • Register with the FedBizOpps database to get notified about new government contracts and subcontracting opportunities.
  • Search for federal contracting opportunities with USA.gov’s Contracting Opportunity Finder search tool.

Procurement Technical Assistance Centers (PTACs) assist small businesses in all aspects of government contracting. You can also get help from your local Small Business Development Center (SBDC), SCORE office, or the Office of Small Business Utilization (OSBU).

Other Articles From AllBusiness.com:

Spread the word about your business

Be sure to make your certified woman-owned business status part of your business marketing efforts. For example:

  • Use the WBENC certified WBE seal on your marketing materials, including your website, social media accounts, and email signatures.
  • Get found online and on social media by adding relevant keywords to your website and social media accounts, such as woman-owned, diversity, small business, WBE, WOSB, and other search terms that corporate and government contractors may use when looking for companies to do business with.
  • Get on the mailing list of third-party certification organizations. Private sector companies and government agencies often send information about contracting opportunities to these organizations’ lists.

Network with potential clients and partners

  • Join networking organizations that your corporate or government prospects belong to.
  • Connect with them on social media, particularly LinkedIn, and share useful information targeted to their pain points.
  • Go to conferences and events that your target prospects attend.
  • Team up with other woman-owned small businesses to bid on contracts. By partnering, you can expand your capacities to handle bigger contracts while also spreading the risk. (Just be sure to put your agreement in writing.)
  • Look into subcontracting first. Subcontracting to prime contractors of corporate or government clients is a good way to learn the ropes before attempting to bid on a prime contract. It will also help you build a track record of success.

Getting certified as a woman-owned business can help level the playing field for your company. After that, whether you score or strike out is up to you.

(Disclosure: SCORE is a client of my business.)

RELATED: Getting Certified as a Woman-Owned Business

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Is Growth Hacking a Viable Long-Term Strategy for Your Small Business?

By Aaron Agius

Entrepreneur Sean Ellis had been involved in the explosive growth of a number of Silicon Valley companies, such as Dropbox, Eventbrite, LogMeIn, and Lookout. However, whenever it came time for him leave a company and find a replacement, he found that people who had only traditional marketing experience were not suited to take on his very specific goals. As a consequence, Ellis coined the term for a new type of marketer: “growth hacker.”

A growth hacker is someone who is able to think outside the box, rapidly test new hypotheses, and as a consequence, drive explosive growth. As Ellis says, “A growth hacker is a person whose true north is growth.” Ultimately, growth hacking is all about creating big wins in short periods of time—hence, why the term is commonly associated with startups.

Long-term vs. short-term gains

I’m often asked whether growth hacking is viable as a long-term strategy. I like to answer this question using the analogy of sports. As an amateur athlete, you can achieve rapid development by learning a new technique or two, but as a professional athlete, your improvements will be the result of slow incremental progress.

While living in Thailand, I was fortunate enough to train in the sport of Muay Thai. In a few months of training, a person can develop a decent proficiency in the sport by learning basic footwork, how to strike in the clinch and at range, basic defense, and even some flashy special techniques like spinning back elbows. However, for a person to become a Muay Thai master, they get there by slowly improving their fundamentals and doubling down at what their good at.

This is no different to growing a business. I’m very much in favor of coming up with and deploying growth hacks that will deliver big wins, but eventually you need to move on to a more sustainable long-term strategy.

Airbnb’s Craigslist integration

Growth should always be a part of your company’s culture, but for certain powerful growth tactics, there is usually a limited window of opportunity. One of the best examples of this is Airbnb’s infamous unauthorized Craigslist integration.

To generate early momentum, Airbnb recognized Craigslist as a platform that already had the kind of customers it was looking to acquire. With some technical wizardry, Airbnb was able to redirect Craigslist’s vacation rental traffic to the Airbnb website, while also creating an interface where Airbnb hosts could automatically post ads on Craigslist.

This caused Airbnb’s user base to explode for awhile, but eventually Craigslist closed the door on the integration. Airbnb continued to grow, however, because it deployed sustainable marketing practices (with the occasional powerful growth hack here and there).

Cross-promotions

Similar to Airbnb’s idea of harnessing another platform’s user base, I recommend looking for companies that are in the same niche as you, but aren’t direct competitors. This opens the door for cross-promoting products to an entirely new audience with a proven interest in your niche. When another company promotes your products and services to its mailing list, you can acquire an abundance of new customers in a short period of time.

However, while I thoroughly recommend this tactic, it shouldn’t be the cornerstone of your marketing strategy. Eventually, you will need to perform some retention marketing to ensure that your existing customers make repeat purchases. It’s important to remember that 70% of companies say it’s cheaper to retain a customer than acquire one. Despite this, most marketers I speak to heavily focus their efforts on acquisition rather than retention.

Other Articles From AllBusiness.com:

Facebook ads

Facebook is one of the most powerful advertising platforms available at the moment, but as Gary Vaynerchuk once said, “Marketers ruin everything.” The platform is becoming more and more competitive—eventually it may no longer be viable for small players.

Facebook advertising can be looked at as a growth hack, because when you find the perfect product-audience match, you can scale your campaign to the moon and drive explosive growth. And if you’re just getting started with internet marketing, this is infinitely more appealing than slaving away for months on publishing content with the eventual aim of achieving high SERP rankings for key terms. However, all ad campaigns encounter attrition. You can only show your ad to a finite audience so many times before your conversion costs start to skyrocket.

I’ve known marketers who have driven amazing results using Facebook ads for a few months, but after exhausting their targeted audience of laser targeted buyers in certain niches, the platform stopped working altogether. In some cases, Facebook was their only form of revenue, so the consequences were disastrous.

By all means, use Facebook to drive explosive growth, but don’t put all of your eggs in one basket.

What comes after growth hacking?

Once you transition from a startup to a mature company, you can still continue using growth hacks—but your path to sustained growth will become incremental. I refer to this next phase as growth mapping.

Growth mapping isn’t so much a change of tactics; it’s more of a change of perspective. Instead of conjuring up new ideas and testing them quickly, growth mapping involves looking at what is already working and then making tweaks and alterations to get even better results.

If you’re at this stage, I recommend performing a growth audit. This entails giving scores to each facet of your marketing campaign, so that you know what to focus on in the future. Check your KPIs in order to ascertain the ideal length of your blog posts, what types of content are generating the most shares, what is your ROI from paid Instagram influencer shout-outs, and so forth.

In order to map your way to a sustainable future, it’s important to base your strategy on data—not assumptions. I wish you the best of luck.

RELATED: 5 Ways to Manage Business Growth Without Losing Momentum

About the Author

Post by: Aaron Agius

Aaron Agius, CEO of worldwide digital agency Louder Online is, according to Forbes, among the world’s leading digital marketers. Working with clients such as Salesforce, Coca-Cola, IBM, Intel, and scores of stellar brands, Aaron is a Growth Marketer: a fusion between search, content, social, and PR.

Company: Louder Online
Website: www.louder.online
Connect with me on Facebook, Twitter, LinkedIn, and Google+.

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Is Growth Hacking a Viable Long-Term Strategy for Your Small Business?

By Aaron Agius

Entrepreneur Sean Ellis had been involved in the explosive growth of a number of Silicon Valley companies, such as Dropbox, Eventbrite, LogMeIn, and Lookout. However, whenever it came time for him leave a company and find a replacement, he found that people who had only traditional marketing experience were not suited to take on his very specific goals. As a consequence, Ellis coined the term for a new type of marketer: “growth hacker.”

A growth hacker is someone who is able to think outside the box, rapidly test new hypotheses, and as a consequence, drive explosive growth. As Ellis says, “A growth hacker is a person whose true north is growth.” Ultimately, growth hacking is all about creating big wins in short periods of time—hence, why the term is commonly associated with startups.

Long-term vs. short-term gains

I’m often asked whether growth hacking is viable as a long-term strategy. I like to answer this question using the analogy of sports. As an amateur athlete, you can achieve rapid development by learning a new technique or two, but as a professional athlete, your improvements will be the result of slow incremental progress.

While living in Thailand, I was fortunate enough to train in the sport of Muay Thai. In a few months of training, a person can develop a decent proficiency in the sport by learning basic footwork, how to strike in the clinch and at range, basic defense, and even some flashy special techniques like spinning back elbows. However, for a person to become a Muay Thai master, they get there by slowly improving their fundamentals and doubling down at what their good at.

This is no different to growing a business. I’m very much in favor of coming up with and deploying growth hacks that will deliver big wins, but eventually you need to move on to a more sustainable long-term strategy.

Airbnb’s Craigslist integration

Growth should always be a part of your company’s culture, but for certain powerful growth tactics, there is usually a limited window of opportunity. One of the best examples of this is Airbnb’s infamous unauthorized Craigslist integration.

To generate early momentum, Airbnb recognized Craigslist as a platform that already had the kind of customers it was looking to acquire. With some technical wizardry, Airbnb was able to redirect Craigslist’s vacation rental traffic to the Airbnb website, while also creating an interface where Airbnb hosts could automatically post ads on Craigslist.

This caused Airbnb’s user base to explode for awhile, but eventually Craigslist closed the door on the integration. Airbnb continued to grow, however, because it deployed sustainable marketing practices (with the occasional powerful growth hack here and there).

Cross-promotions

Similar to Airbnb’s idea of harnessing another platform’s user base, I recommend looking for companies that are in the same niche as you, but aren’t direct competitors. This opens the door for cross-promoting products to an entirely new audience with a proven interest in your niche. When another company promotes your products and services to its mailing list, you can acquire an abundance of new customers in a short period of time.

However, while I thoroughly recommend this tactic, it shouldn’t be the cornerstone of your marketing strategy. Eventually, you will need to perform some retention marketing to ensure that your existing customers make repeat purchases. It’s important to remember that 70% of companies say it’s cheaper to retain a customer than acquire one. Despite this, most marketers I speak to heavily focus their efforts on acquisition rather than retention.

Other Articles From AllBusiness.com:

Facebook ads

Facebook is one of the most powerful advertising platforms available at the moment, but as Gary Vaynerchuk once said, “Marketers ruin everything.” The platform is becoming more and more competitive—eventually it may no longer be viable for small players.

Facebook advertising can be looked at as a growth hack, because when you find the perfect product-audience match, you can scale your campaign to the moon and drive explosive growth. And if you’re just getting started with internet marketing, this is infinitely more appealing than slaving away for months on publishing content with the eventual aim of achieving high SERP rankings for key terms. However, all ad campaigns encounter attrition. You can only show your ad to a finite audience so many times before your conversion costs start to skyrocket.

I’ve known marketers who have driven amazing results using Facebook ads for a few months, but after exhausting their targeted audience of laser targeted buyers in certain niches, the platform stopped working altogether. In some cases, Facebook was their only form of revenue, so the consequences were disastrous.

By all means, use Facebook to drive explosive growth, but don’t put all of your eggs in one basket.

What comes after growth hacking?

Once you transition from a startup to a mature company, you can still continue using growth hacks—but your path to sustained growth will become incremental. I refer to this next phase as growth mapping.

Growth mapping isn’t so much a change of tactics; it’s more of a change of perspective. Instead of conjuring up new ideas and testing them quickly, growth mapping involves looking at what is already working and then making tweaks and alterations to get even better results.

If you’re at this stage, I recommend performing a growth audit. This entails giving scores to each facet of your marketing campaign, so that you know what to focus on in the future. Check your KPIs in order to ascertain the ideal length of your blog posts, what types of content are generating the most shares, what is your ROI from paid Instagram influencer shout-outs, and so forth.

In order to map your way to a sustainable future, it’s important to base your strategy on data—not assumptions. I wish you the best of luck.

RELATED: 5 Ways to Manage Business Growth Without Losing Momentum

About the Author

Post by: Aaron Agius

Aaron Agius, CEO of worldwide digital agency Louder Online is, according to Forbes, among the world’s leading digital marketers. Working with clients such as Salesforce, Coca-Cola, IBM, Intel, and scores of stellar brands, Aaron is a Growth Marketer: a fusion between search, content, social, and PR.

Company: Louder Online
Website: www.louder.online
Connect with me on Facebook, Twitter, LinkedIn, and Google+.

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7 Ways the U.S. Government Helps Small Businesses

We Americans tend to have mixed feelings about our government. Many of us want more help from it, while others would like the government to just leave us alone.

That’s pretty much the sentiment of small business owners, too. In the WASP Barcode Technologies’ 2017 State of Small Business Report, we found that half of the 1,100 small business owners surveyed believe that the U.S. government doesn’t do enough to support them, 22% do believe that the government does do enough, and 13% don’t want the government involved at all.

I’m not here to debate whether the government does enough for small businesses (though we do employ more people than “big businesses”). What I can offer are seven ways the U.S. government helps small businesses.

There are more resources available than many people realize, and all of them are free. So if you’re bootstrapping a new company or need to be extra frugal with your budget, one or two of these programs might really help.

1. Get a loan

The second most common reason for small businesses to fail is running out of cash. That’s not terribly surprising—it’s common knowledge that lack of funding can kill a business. CBInsights verified this when it studied 101 startup failures.

Don’t let lack of funding hurt your business. Visit the SBA website and you’ll find an entire section about funding programs, surety bonds, how much funding you’ll need, and how to get that funding, including how to approach lenders and venture capitalists.

Don’t miss the grants applications, either—especially if your company does research or might be interested in doing research.

2. Get business advice for free

Being a small business owner requires a sizable skill set. You need to know at least a little bit about every aspect of running a business—from marketing and inventory to hiring, taxes, customer service, insurance, finance, and more. And that doesn’t even cover the expertise you have for the actual business you do!

While you do need to know a little bit about all those things, you don’t necessarily have to be an expert—especially if you can find an expert to help you, and even more so if you can work with that expert for free. That’s what several government programs offer. SCORE, in particular, pairs up business experts (who donate their time for free) with startups and existing businesses. Many of these people would otherwise charge hundreds of dollars an hour, but if you can connect with them through SCORE, those costs are waived.

Even if you only use them for background information or as a sounding board for your business ideas, having someone with experience and expertise can be a valuable asset.

3. Find work

Government contracts can be lucrative, long-term, anchor clients that will keep your company working through even the worst recession. The SBA website has an entire section devoted to landing government contracts. If that doesn’t suit you (or you want more information), there’s also the book, The Small-Business Guide to Government Contracts by Steven J. Koprince.

Other Articles From AllBusiness.com:

4. Protect your ideas and trademarks

Got a logo you want to protect? A way to build a better mousetrap? Don’t let your ideas get stolen. Register them at the U.S. Patent and Trademark Office: USPTO.gov. The patent and trademark website also offers a comprehensive “Learning and Resources” section that’s written in plain English, but keep in mind that if you need to do anything complex, or you’re concerned your patent or trademark could be challenged, it might be best to hire an attorney. But for those of us who just want to protect our logos, the online forms here are enough to get the job done.

5. Research your market

Smart business owners study their market—both before they launch their businesses and after. There are plenty of ways to research a market, but if you want demographic data down to the ZIP code, and you want it all for free, the U.S. Census Bureau can be a treasure trove of insights. If anything, the problem with this site is how vast the information is, but if you need help, it does offer training on how to find and use Census data.

My favorite Census sections are the “visualizations” or visual presentations that it publishes on a slew of topics, and many of these visualizations can become the basis of future blog posts. The Census also conducts more than 130 surveys every year that are useful for coming up with content marketing ideas.

6. Reduce your tax bill

If you own a small business, I’m sure you’re aware of a few of the hundreds of loopholes, special programs, and other legal ways to reduce your tax bill. While the tax code is certainly an incredible headache, there are opportunities for those who understand it.

To find out about tax credit programs in your state, county, or town, contact your local municipality office. Get someone smart on the phone and ask a lot of questions, especially about any state or local economic development programs you might be able to participate in. An hour or so of research could save you thousands of dollars—or make you tens of thousands.

7. Get training

Not sure how to write a business plan? How to present your business to a bank for funding? Or what the laws are for hiring in your state? You don’t necessarily have to wade through government websites to figure it out. Almost every government site I’ve listed has training programs, or you can visit one of the more than 900 Small Business Development Centers (SBDCs) located across the United States.

SBDCs are run in association with the SBA, and they are expressly designed to help new business owners and startups, and to support and train any existing small business owner that would like free help. Want an idea of the type of businesses SBDCs help? Ramsey’s Market in Lenox, Iowa, is a small local grocery store that’s been able to survive and employ four full-time and seven part-time employees, thanks to the help of the local SBDC.

RELATED: Veteran Business Owners: Help Is Out There

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Thursday, March 29, 2018

How Latino Credit Unions Clear Banking Barriers

Latino-friendly credit unions aim to help people who have traditionally been underserved by the American banking system. This includes immigrants, especially from Latin America, who often avoid banks. But a bank account means having a safe place to keep cash and pay bills (regardless of your citizenship or immigration status). The percentage of unbanked Hispanic or...



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When an Airport Lounge Day Pass Is Worth the Splurge

Why You Should Freeze Your Child’s Credit

Boost Business Revenue With an Email Automation Funnel

Are your contacts moving with the times, or are they just floating around aimlessly in your marketing database?

If you haven’t created an email automation funnel, you probably fall into the latter—and that means you’re losing out on some huge opportunities to engage and nurture your existing customers.

Why do you need an email automation funnel?

Did you know that companies which use marketing automation to nurture their contacts see a 451% increase in successful leads? But email automation isn’t reserved solely for lead nurturing and is also a great tool for getting in touch with those contacts who have already purchased from you. It also assists you with pleasing your customers and encouraging activity, such as additional purchases, upsells, and greater product adoption through personalized emails triggered by the different touchpoints in the customer’s journey.

Setting up email automation funnels

To create these email funnels, you’ll need marketing automation software, like Campaign Monitor. There are a number of different providers that offer a variety of functions and features, so make sure to review them all before making a decision. For example, most of them will help you create personalized, automated email funnels that are triggered in several ways—when someone views a certain page on your blog, submits a form on your site, clicks on an ad, or is added to your mailing list.

Funnels also can be created with any data you’ve got about your customers, such as age, gender, geolocation, content downloads, transaction history, and more.

Pretty cool, huh?

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Examples of email automation funnels you should be using

Topic funnels

When you create content about an industry-related topic, create a funnel for it. For example, if you’re a health food supplier and you create content surrounding health supplements, dietary requirements, and meal substitutes, you would create an email funnel for each topic. Then, when a customer downloads or views something on one of these pages, the appropriate funnel will be triggered.

New customers

When a contact becomes a paying customer, consider creating a funnel that welcomes them. You can trigger this funnel at the lifecycle stage, once their status is updated to “customer.” This not only builds a great relationship with the customer after they’ve bought from you, but also keeps them engaged after their purchase. You could also use this funnel as an opportunity to provide more content, training, or advice based on their purchase.

Lead nurturing

If one of your contacts has downloaded an e-book, has looked at your offers, and attended a webinar, it’s highly likely they’re ready for the next step. Create a funnel that will help move these contacts further along in their customer journey. For example, if they’re a potential lead, offer them content that may help in their decision-making process, such as case studies, product demos, or free trials.

Abandoned cart

This funnel is incredibly useful if you’re an e-commerce business. How many times do customers get to the purchasing stage before leaving the site? Therefore, having an automated email funnel when this happens will give customers a gentle reminder that they’ve left some items in their cart. This will motivate them to complete the purchase, and you could also incentivize them to come back by giving them a discount.

An email automation funnel enables you to get the most out of your customer database, which can boost your revenue as well as provide a more satisfying customer experience.

RELATED: 3 Smart Ways to Spring-Clean Your Email Marketing List

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The IRS Isn’t Having Any of These Reasons to Not Pay Taxes

Wednesday, March 28, 2018

Don’t Let Technology Bully You Into Tipping

Tipping inflation is real, and it’s coming to a tablet near you. Merchants using Square and other mobile payment services can set “recommended” tip amounts or percentages for any transaction — including ones that traditionally haven’t included tips. Your payment card is swiped through a device attached to an iPad or other tablet, and you’re...



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3 Money Lessons We Can Learn From ‘Roseanne’

On March 27, the Conner family is coming back to prime time, thanks to the revival of ABC’s “Roseanne.” The popular sitcom starring Roseanne Barr and John Goodman as husband and wife Roseanne and Dan Conner ran for nine seasons before its final episode aired more than 20 years ago. The comedy followed the life...



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Lending a Hand by Co-Signing a Loan Can Backfire

What to Buy (and Skip) in April

April is tax month, so it might not be your favorite page on the calendar. But there are plenty of reasons to enjoy the 30 days between March and May, because you can save money in several product categories. Take advantage of this month’s discounts with our list of the top things you should buy...



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Don’t Let Technology Bully You Into Tipping

Tipping inflation is real, and it’s coming to a tablet near you. Merchants using Square and other mobile payment services can set “recommended” tip amounts or percentages for any transaction — including ones that traditionally haven’t included tips. Your payment card is swiped through a device attached to an iPad or other tablet, and you’re...



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4 Things That Could Make You a Target for a Tax Audit

4 Great Lessons in Entrepreneurship Everyone Can Learn From Spanx Founder Sara Blakely

Once upon a time, not too terribly long ago, Sara Blakely had a party to attend. Back then, she sold fax machines door-to-door, and had saved up her money to buy an expensive pair of white pants. She wanted a seamless look under said pants (read: no panty lines or body jiggles) so she put on a pair of pantyhose and cut the feet off.

Her “ah-ha!” moment, as she explained to Dave Ramsey, was seeing her rear end smoothly shaped by that undergarment. In that instant, Blakely knew this kind of product needed to exist for all women and the female form. She took the only money she had to her name, $5,000 in savings, to create a patent for her idea and design the prototype for her shapewear brand, Spanx.

Today, Blakely, the founder of Spanx, is a self-made billionaire. Her products, which have expanded to include women’s shapewear, maternity wear, leggings, and even a Spanx line for men, sell at department stores worldwide and are available to purchase in 65 countries. Oprah Winfrey has declared Spanx to be one of her “favorite things,” and Sara Blakely is the youngest female self-made billionaire ever to be included in the Forbes World’s Billionaires list.

For entrepreneurs who look up to Blakely in awe (and there are certainly many of them) and who are inspired to have a success story just like hers, we have gathered some of the greatest business tips she has shared over the years.

1. Believe in your idea and trust your instincts

Blakely has been quoted in Forbes for saying that even if you hear the word “no” a million times, but still believe in your idea 100%, you should not let anyone stop you. In order to develop an entrepreneurial mindset, Blakely visualized her specific goals and developed courage in order to dive deep into the world of business. She knew she was obsessed with her business idea, and that the product was a solution to a problem women everywhere had been dealing with for far too long.

Blakely was determined to keep going and bring her dream to life; in spite of the initial “no” responses she first heard, she began to hear a chorus of “yes” from others who believed in her product as much as she did.

2. Do your homework

As a newbie entrepreneur, Blakely didn’t have a business degree. She also didn’t have any experience in the fashion or merchandising industries. What she did have was the library, books, and her own door-to-door sales experience. Here’s how she conducted her early research, and any entrepreneur with a big, new idea should follow these steps as well:

  • Meeting with law firms to find a patent attorney
  • Writing her own original patent, with the help of research found in a book on patents and trademarks, and submitting it online
  • Researching existing hosiery patents at the library
  • Cold calling and travelling to meet with hosiery mills—(true, not every entrepreneur reading this will want to start a hosiery business, but the point is to reach out and make introductions on the phone and in person)
  • Visiting fabric stores to peruse the right materials
  • Developing a prototype (and an abstract image to go with the patent) that she would test on real women, ranging from her mom to her grandmother
  • Developing unique packaging—red, with illustrated women on it—with the help of a friend that specialized in graphic design

Bottom line? You may not know everything about a given industry you want to make your mark in, but that doesn’t mean you can’t do your due diligence.

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3. Stay out of debt

That early five-grand investment aside, Blakely didn’t accept the help of outside investors. She bootstrapped and kept her day job while she launched her dream business. As a result, today Blakely is debt-free and owns 100% of Spanx.

4. Come up with (and trademark!) a really great business name

Spanx. It’s a little saucy if you consider that where the “x” is there’s usually a “k,” isn’t it? According to Blakely, who has stand-up comedians as friends, the “k” sound tends to make audiences laugh—and that was the kind of sound that Blakely was after. “Spanks” came to Blakely while she was stuck in traffic; she wrote it down and switched the “k” to an “x” instead. This was all because of her research where she learned that made-up words are easier to trademark and catch on better with consumers.

Moral of the story? Think like the Spanx founder when it comes to naming your next big idea.

RELATED: 3 Leadership Lessons Wonder Woman Can Teach Female Entrepreneurs

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Monday, March 26, 2018

How to Sidestep 3 Unethical Financial Advisor Tactics

This Spring, Clear Mediocre Credit Cards Out of Your Wallet

How to Sidestep 3 Unethical Financial Advisor Tactics

This Spring, Clear Mediocre Credit Cards Out of Your Wallet

Getting Certified as a Woman-Owned Business

If you’re a woman business owner, getting your company certified as a woman-owned business can help increase your company’s visibility, opportunities, and ability to win corporate or government contracts.

Here’s what you need to know about women-owned business certification.

Types of certification

There are two types of certification as a woman-owned business:

1. Women’s Business Enterprise (WBE)—This designation is used by private sector organizations, as well as many state and local governments, looking for women-owned companies to do business with.

2. Women-Owned Small Business (WOSB)—This designation is used by federal government agencies looking for women-owned companies to do business with. Economically Disadvantaged Women-Owned Small Business (EDWOSB) is a subcategory of WOSBs that meets the criteria for being economically disadvantaged.

Benefits of certification

Federal government agencies have targets to meet regarding the percentage of their contracts that are awarded to WOSBs or EDWOSBs; in certain industries where women are underrepresented, these agencies may also set aside a certain percentage of their contracts specifically for WOSBs or EDWOSBs. Many state and local governments, as well as private sector corporations, also have targets for using WBEs. Private companies that do business with the federal government may be required by the government to contract with a certain percentage of women-owned businesses. Getting certification can give you an advantage against larger businesses when vying for these lucrative contracts.

Depending on what organization you use to certify your business, you can also benefit from networking events, educational opportunities, and other helpful tools for business owners. For example, if you certify your business through the Women’s Business Enterprise National Council (WBENC), you can participate in matchmaking events with WBENC’s corporate members, educational and mentoring opportunities, and formal and informal networking opportunities.

Do you already work with corporate or government clients? Certification as a woman-owned business could open up even more opportunities with those companies.

Other Articles From AllBusiness.com:

How to get certified

You can self-certify your business as a WOSB or EDWOSB through the SBA. Just register with the System for Award Management (SAM.gov) and provide the required documents to Certify.SBA.gov. Self-certification, however, isn’t your best option. Why? Technically, The National Defense Authorization Act for Fiscal Year 2016 eliminated the self-certification process. But the SBA hasn’t yet decided how to implement the change, so self-certification is still an option. However, at some point, the process will be eliminated—and even if you do self-certify and win a contract, the contracting agency could ask for additional proof of your status and rescind the contract if you can’t provide it.

Instead of self-certifying, a better bet is to go through one of the four authorized third-party organizations that provide WOSB and EDWOSB certification (all of them also provide WBE certification):

Each organization has specific guidelines depending on what type of certification you’re seeking. In general, you’ll need to meet the following criteria:

  • A for-profit business
  • A small business as defined by SBA (may vary by NAICS code)
  • At least 51% owned and controlled by one or more women
  • Women must be U.S. citizens or legal resident aliens
  • A woman must oversee daily operations during normal business hours

The basic process for certification involves completing an application, providing documentation about your business (this varies depending on your legal form of business), and having the certifying organization visit your place of business. You’ll also pay a nonrefundable application fee. It’s a complicated process, but certifying organizations provide detailed directions to help you.

What to expect

Make sure your application and documentation are complete when you turn them in. It typically takes a minimum of three months for your application to be processed, and if anything is missing or inaccurate, you’ll delay the process even more.

Once you’ve been certified, your certification is good for one year. You’ll have to reapply for recertification every year thereafter. (Fortunately, it’s not nearly as complicated as the initial application.)

Next week we’ll talk about how to maximize results from your certification.

RELATED: 10 Reasons Why Women Kick Butt in Business

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The post Getting Certified as a Woman-Owned Business appeared first on AllBusiness.com. Click for more information about Rieva Lesonsky.



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Sunday, March 25, 2018

3 Money Lessons We Can Learn From ‘Roseanne’

On March 27, the Conner family is coming back to prime time, thanks to the revival of ABC’s “Roseanne.” The popular sitcom starring Roseanne Barr and John Goodman as husband and wife Roseanne and Dan Conner ran for nine seasons before its final episode aired more than 20 years ago. The comedy followed the life...



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Friday, March 23, 2018

How to Turn a Tax Refund Into a Fatter Paycheck

9 Legal Missteps That Can Sink Your New Business

Starting a business requires paying attention to numerous details, including many that have legal significance. But when entrepreneurs have so much to juggle and stay aware of, slip-ups can happen.

The list of potential missteps is long. I am sharing several of those mistakes to give you a feel for what could set you up for some major headaches and hassles.

1. Choosing the wrong business entity type

The legal structure of a business affects the degree of personal liability protection its owners will have. If a business is operated as a sole proprietorship or general partnership, it is not considered a separate legal entity from its owner(s). Therefore, if the business is sued or runs into financial problems, its owners’ personal assets could become fair game as restitution. By forming an LLC (Limited Liability Company) or incorporating, however, the business is its own legal entity, independent of its owners, so owners have less personal liability risk.

2. Incorporating or forming an LLC in the wrong state

Business owners sometimes set up shop in a state (other than the one they’re located in) because of the lure of lower tax rates. While sometimes that might offer a financial advantage, the filing fees and administrative headaches may end up costing the business more in the long run.

3. Not checking to see if your business name is available to use

Using a business name before checking to see if it’s already in use by another company could also create legal problems for you. If a business name has already been registered with your state by another company, the state will likely not allow another business that offers similar products or services to use the same name. And if a business has a registered trademark on its name, that name is protected across all 50 states.

There are free online name search tools (like the one we provide at CorpNet) that you can use to see if a name is already in use, and you can also verify availability by checking with your state’s filing office and the United States Patent and Trademark Office website.

4. Neglecting to obtain required licenses and permits

Depending on the type of business and where it’s located, various federal, state, and/or local licenses and permits might be required to operate legally. Do your homework by checking with your state, county, and local municipality to learn what the requirements are for your business. Otherwise, you might face fines, penalties, or even suspension or closure of your company.

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5. Failure to open a separate business bank account and credit card

LLCs and corporations are required to keep their finances separate from those of their owners. Failure to do so can result in owners losing the personal liability protection that those business entity types offer. Even though it may not be mandatory for them, owners of sole proprietorships and partnerships should also consider having separate checking accounts and credit cards for their businesses. This helps prevent blurring the line between personal and business income and expenses— something that can help immensely if ever the IRS decides to take a closer look at your tax returns.

6. Not educating yourself about laws and regulations related to hiring and managing employees

Businesses that plan to have employees need to be aware of the federal laws that protect workers’ rights, such as the Fair Labor Standards Act, federal discrimination laws, and OSHA. States also have their own laws and requirements for employers—for example, state discrimination rules, workers’ compensation insurance, unemployment taxes, disability insurance. Also, counties and cities might have rules applicable to employers in their jurisdictions. Before hiring employees, investigate the requirements and consider getting insights from professionals, such as a human resources professional, accountant, and business attorney.

7. Not researching what ongoing business compliance requirements apply to you

Not only does a business need to start off on the right legal foot, but it also needs to stay that way! Make sure you understand the ongoing compliance obligations (and their deadlines) that will apply to your business. The requirements will vary according to your business entity type, business location, type of business activities conducted, and more. Some examples of possible compliance tasks include:

  • Filing annual reports with the state
  • Filing taxes
  • Renewing licenses and permits
  • Updating the state about major changes to your LLC or corporation (such as new members, members leaving, change in board members, etc.)

Compliance is a big deal because if neglected (even unintentionally) it could result in fines, lawsuits, or even suspension or administrative dissolution of a business.

8. Assuming you can handle it all on your own

Understanding a business’s legal requirements can be confusing, so I encourage you to consult an attorney for guidance on what you need to pay attention to. That expertise can help you steer clear of unknowingly putting your company at business risk of liability issues.

9. Paying more than necessary when filing your paperwork

Filing your business formation documentation must be done accurately and on time. But many entrepreneurs make the mistake of paying lawyers to handle it, when they could save money and time by enlisting the help of an online business document filing service instead.

The best way to stay in step

Besides the points I’ve mentioned in this post, there are many other mistakes businesses make that put them in legal jeopardy. Be an aware and action-oriented entrepreneur so you don’t find yourself taking the same missteps. The best defense is a good offense—understand the requirements and comply with them from the start.

RELATED: Starting a Business Means Instant Riches—And Other Myths About Entrepreneurship

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Getting Certified as a Woman-Owned Business

If you’re a woman business owner, getting your company certified as a woman-owned business can help increase your company’s visibility, opportunities, and ability to win corporate or government contracts.

Here’s what you need to know about women-owned business certification.

Types of certification

There are two types of certification as a woman-owned business:

1. Women’s Business Enterprise (WBE)—This designation is used by private sector organizations, as well as many state and local governments, looking for women-owned companies to do business with.

2. Women-Owned Small Business (WOSB)—This designation is used by federal government agencies looking for women-owned companies to do business with. Economically Disadvantaged Women-Owned Small Business (EDWOSB) is a subcategory of WOSBs that meets the criteria for being economically disadvantaged.

Benefits of certification

Federal government agencies have targets to meet regarding the percentage of their contracts that are awarded to WOSBs or EDWOSBs; in certain industries where women are underrepresented, these agencies may also set aside a certain percentage of their contracts specifically for WOSBs or EDWOSBs. Many state and local governments, as well as private sector corporations, also have targets for using WBEs. Private companies that do business with the federal government may be required by the government to contract with a certain percentage of women-owned businesses. Getting certification can give you an advantage against larger businesses when vying for these lucrative contracts.

Depending on what organization you use to certify your business, you can also benefit from networking events, educational opportunities, and other helpful tools for business owners. For example, if you certify your business through the Women’s Business Enterprise National Council (WBENC), you can participate in matchmaking events with WBENC’s corporate members, educational and mentoring opportunities, and formal and informal networking opportunities.

Do you already work with corporate or government clients? Certification as a woman-owned business could open up even more opportunities with those companies.

Other Articles From AllBusiness.com:

How to get certified

You can self-certify your business as a WOSB or EDWOSB through the SBA. Just register with the System for Award Management (SAM.gov) and provide the required documents to Certify.SBA.gov. Self-certification, however, isn’t your best option. Why? Technically, The National Defense Authorization Act for Fiscal Year 2016 eliminated the self-certification process. But the SBA hasn’t yet decided how to implement the change, so self-certification is still an option. However, at some point, the process will be eliminated—and even if you do self-certify and win a contract, the contracting agency could ask for additional proof of your status and rescind the contract if you can’t provide it.

Instead of self-certifying, a better bet is to go through one of the four authorized third-party organizations that provide WOSB and EDWOSB certification (all of them also provide WBE certification):

Each organization has specific guidelines depending on what type of certification you’re seeking. In general, you’ll need to meet the following criteria:

  • A for-profit business
  • A small business as defined by SBA (may vary by NAICS code)
  • At least 51% owned and controlled by one or more women
  • Women must be U.S. citizens or legal resident aliens
  • A woman must oversee daily operations during normal business hours

The basic process for certification involves completing an application, providing documentation about your business (this varies depending on your legal form of business), and having the certifying organization visit your place of business. You’ll also pay a nonrefundable application fee. It’s a complicated process, but certifying organizations provide detailed directions to help you.

What to expect

Make sure your application and documentation are complete when you turn them in. It typically takes a minimum of three months for your application to be processed, and if anything is missing or inaccurate, you’ll delay the process even more.

Once you’ve been certified, your certification is good for one year. You’ll have to reapply for recertification every year thereafter. (Fortunately, it’s not nearly as complicated as the initial application.)

Next week we’ll talk about how to maximize results from your certification.

RELATED: 10 Reasons Why Women Kick Butt in Business

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Did a Tax Pro Botch Your Return? Here’s What to Do

A Guide to Venture Capital Financings for Startups

By Mike Sullivan and Richard D. Harroch

Startups seeking financing often turn to venture capital (VC) firms. These firms can provide capital; strategic assistance; introductions to potential customers, partners, and employees; and much more.

Venture capital financings are not easy to obtain or close. Entrepreneurs will be better prepared to obtain venture capital financing if they understand the process, the anticipated deal terms, and the potential issues that will arise. In this article we provide an overview of venture capital financings.

1. Obtaining Venture Capital Financing

To understand the process of obtaining venture financing, it is important to know that venture capitalists typically focus their investment efforts using one or more of the following criteria:

  • Specific industry sectors (software, digital media, semiconductor, mobile, SaaS, biotech, mobile devices, etc.)
  • Stage of company (early-stage seed or Series A rounds, or later stage rounds with companies that have achieved meaningful revenues and traction)
  • Geography (e.g., San Francisco/Silicon Valley, New York, etc.)

Before approaching a venture capitalist, try to learn whether his or her focus aligns with your company and its stage of development.

The second key point to understand is that VCs get inundated with investment opportunities, many through unsolicited emails. Almost all of those unsolicited emails are ignored. The best way to get the attention of a VC is to have a warm introduction through a trusted colleague, entrepreneur, or lawyer friendly to the VC.

A startup must have a good “elevator pitch” and a strong investor pitch deck to attract the interest of a VC. For more detailed advice on this, with a sample pitch deck, see How to Create a Great Investor Pitch Deck for Startups Seeking Financing.

Startups should also understand that the venture process can be very time consuming—just getting a meeting with a principal of a VC firm can take weeks; followed up with more meetings and conversations; followed by a presentation to all of the partners of the venture capital fund; followed by the issuance and negotiation of a term sheet, with continued due diligence; and finally the drafting and negotiation by lawyers on both sides of numerous legal documents to evidence the investment.

In the rest of this article, we discuss the key issues in negotiating and closing a venture capital round.

2. The Venture Capital Term Sheet

Most venture capital financings are initially documented by a “term sheet” prepared by the VC firm and presented to the entrepreneur. The term sheet is an important document, as it signals that the VC firm is serious about an investment and wants to proceed to finalize due diligence and prepare definitive legal investment documents. Before term sheets are issued, most VC firms will have gotten the approval of their investment committee. Term sheets are not a guarantee that a deal will be consummated, but in our experience a high percentage of term sheets that are finalized and signed result in completed financings.

The term sheet will cover all of the important facets of the financing: economic issues such as the valuation given to the company (the higher the valuation, the less dilution to the entrepreneur); control issues such as the makeup of the Board of Directors and what sorts of approval or “veto” rights the investors will enjoy; and post-closing rights of the investors, such as the right to participate in future financings and rights to get periodic financial information.

The term sheet will typically state that it is non-binding, except for certain provisions, such as confidentiality and no shop/exclusivity. Although it is not binding, the term sheet is by far the most important document to negotiate with investors—almost all of the issues that matter will be covered in the term sheet, leaving smaller issues to be resolved in the financing documents that follow. An entrepreneur should think of the term sheet as the blueprint for the relationship with his or her investor, and be sure to give it plenty of attention.

There are varying philosophies on the use and extent of term sheets. One approach is to have an abbreviated short form term sheet in which only the most important points in the deal are covered. In that way, it is argued, the principals can focus on the major issues and leave side points to the lawyers when they negotiate the definitive financing documents.

Another approach to term sheets is the long form approach, where virtually all issues that need to be negotiated are raised, so that the drafting and negotiating of the definitive documents can be quicker and easier.

The drawback of the short form approach is that it will leave many issues to be resolved at the definitive document stage, and if they are not resolved, the parties will have spent extra time and legal expense that could have been avoided if the long form approach had been taken. The advantage of the short form approach is that it will generally be easier and faster to reach a “handshake” deal (and some VCs prefer a simple short form of term sheet because they think it will be more appealing to entrepreneurs).

In the end, it is usually better for both the investors and the entrepreneur to have a long form comprehensive term sheet, which will mitigate future problems in the definitive document drafting stage.

3. Valuation of the Company

The valuation put on the business is a critical issue for both the entrepreneur and the venture capital investor. The valuation is typically referred to as the “pre-money valuation,” referring to the agreed upon value of the company before the new money/capital is invested. For example, if the investors plan to invest $5 million in a financing where the pre-money valuation is agreed to be $15 million, that means that the “post-money” valuation will be $20 million, and the investors expect to obtain 5/20, or 25%, of the company at the closing of the financing.

Valuation is negotiable and there is not one right formula or methodology to rely upon. The higher the valuation, the less dilution the entrepreneur will encounter. From the VC’s perspective, a lower valuation (resulting in a higher investor stake in the company) means the investment has more upside potential and less risk, creating a higher motivation to assist the company.

The key factors that will go into a determination of valuation include:

  • The experience and past success of the founders (so-called “serial” entrepreneurs present less risk, and often command higher valuations)
  • The size of the market opportunity
  • The proprietary technology already developed by the company
  • Any initial traction by the company (revenue, partnerships, satisfied customers, favorable publicity, etc.)
  • Progress towards a minimally viable product
  • The recurring revenue opportunity of the business model
  • The capital efficiency of the business model (i.e., will the company need to burn through significant capital before reaching profitability?)
  • Valuations of comparable companies
  • Whether the company is “hot” and being pursued by other investors
  • The current economic climate (valuations generally climb when the overall economy is strong, and are lower during economic slumps)

While each startup and valuation analysis is unique, the range of valuation for very early-stage rounds (often referred to as “seed” financings) is often between $1 million and $5 million. The valuation range for companies that have gotten some traction and are doing a “Series A” round is typically $5 million to $15 million.

4. Form of the Venture Capital Investment

The founders of a startup typically hold common stock in the company. Angel investors or venture capitalists will usually invest in the company in one of the following forms:

  • Through a convertible promissory note. The investor is issued a note by the company, convertible into company stock in its next round of financing. The note will have a maturity date (often 12 months from the date of issuance) and will bear interest (4% to 8% is common). No valuation is set for the company at this time. The investors will usually ask for the right to convert their notes into the stock issued in the next round of financing at a discount to the price paid in the next round valuation (a 20% discount is common), sometimes with a “cap” on the valuation of the company for purposes of the conversion rate (e.g., a $10 million cap). Convertible note financings are much quicker and easier to document than the typical convertible preferred stock alternative discussed below. Convertible notes are often seen in seed rounds.
  • Through a SAFE (Simple Agreement for Future Equity), first developed by Y Combinator. SAFEs are intended to be an alternative to convertible notes, but they are not debt instruments—unlike a note, a SAFE has no maturity and does not bear interest. The SAFE investor makes a cash investment in the company that converts into stock of the company in the next round of financing. Just as with notes, SAFEs can convert at discounts and/or at capped valuations. (Read a good primer on SAFEs here.) Institutional investors, such as VCs, are less likely to invest in SAFEs, but they can be useful for companies at a very early stage.
  • Through a convertible preferred stock investment, with rights, preferences and privileges set forth in the company’s certificate of incorporation (sometime referred to as the “charter”) and several other financing documents. The preferred stock gives the investors a preference over common shareholders on a sale of the company. Preferred stock also has the upside potential of being able to convert to common stock of the company. Most Series A financing rounds are done as convertible preferred stock. There is a strong benefit to the company in issuing preferred stock to investors—it allows the company to issue stock options (options to buy common stock, which does not enjoy preferred preferences) to prospective employees at a significantly reduced exercise price than that paid by the investors. This can provide a meaningful incentive to attract and retain the management team and employees.

5. Vesting of Founder Stock

Venture investors will want to make sure that the founders have incentives to stay and grow the company. If the founders’ stock is not already subject to a vesting schedule, the venture investors will likely request that the founders’ shares become subject to vesting based on continued employment (and then become “earned”). Standard vesting for employees is monthly vesting over a 48-month period, with the first 12 months of vesting delayed until 12 months of service are completed, but founders can often negotiate better vesting terms.

The key issues that the founders negotiate in this regard are:

  • Will the founders get vesting credit for time already served with the company?
  • Will vesting be required for shares they acquired for meaningful cash investment?
  • Should a vesting schedule of less than 48 months apply?
  • Should a vesting schedule apply at all?
  • Should vesting accelerate, in whole or in part, on termination of employment without cause, or upon a sale of the company? A form of vesting that is usually acceptable to investors is the so-called “double trigger” acceleration, where vesting accelerates if the company is acquired and if the buyer terminates the founder’s employment without cause after the acquisition.

In our experience, some vesting in early-stage startups is typically required, but the founders will usually get credit for time spent with the company, as long as a meaningful amount of equity is still subject to vesting.

6. Composition of the Board of Directors

The makeup of the Board of Directors of the company is important to venture capital investors as well as to the founders. VCs, especially if they are the “lead” investor in a round of financing, will often want the right to appoint a designated number of directors to be able to monitor their investment and have a meaningful say in the running of the business. From the founders’ perspective, they will want to maintain control of the company for as long as possible.   Although circumstances vary, in general Board seat allocation usually follows share ownership, so if the investors have 25% or less of the company’s stock, they will usually accept a minority of the Board seats, and if after multiple rounds the investors own most of the company’s stock, they will often control the Board.

After a Series A financing round, typical Board scenarios might include:

  • A three-person Board, with two chosen by the founders, and one chosen by the investors;
  • A three-member Board, one chosen by the founders, one chosen by the investors, and one independent director mutually agreed upon; or
  • A five-member Board, two chosen by the founders, two chosen by the investors, and one independent director mutually agreed upon.

In lieu of a Board seat, some investors may request Board “observer” rights, granting the investor the right to attend Board meetings in a non-voting capacity with the right to receive financial and other information provided to Board members.

The actual Board composition will be subject to negotiation, factoring in the amount invested, the number of investors, the level of control sought, and the comfort level of the founders.

7. Liquation Preference of the Preferred Stock

A “liquidation preference” refers to the amount of money the preferred investor will be entitled to receive on sale of the company or other liquidation event, before any proceeds are shared with the common stock. VCs insist on a liquidation preference to protect their investment in “downside” scenarios; for happier scenarios in which a company is sold for an amount that would generate big returns for the investors, investors can always convert to common stock.

The liquidation preference is typically expressed as a multiple of the original invested capital, usually at 1x. So in the event of a sale of the company, the investor will be entitled to receive back $1 for every $1 invested, in preference over the holders of common stock.

In situations where the company is particularly risky or the investment climate has turned adverse, investors may insist on a 1.5x, 2x, or 3x liquidation preference (this was more common during the downturns of 2001-2002 and 2008-2009).

8. Participating vs. Non-Participating Preferred

Venture investors will sometimes request that their preferred stock be “participating preferred.”  This means that on a sale of the company, the preferred would first receive back its liquidation preference (typically 1x of the original investment), and then the remaining proceeds would be shared by the common and preferred according to their relative percentage share ownership.

For example, if the pre-money valuation of the company is $5 million, and the VCs invest $5 million into the company with a 1x liquidation preference, here is what the founders/common holders would receive on a $50 million sale of the company:

  • If the preferred is participating, the first $5 million goes to the preferred holders, and the remaining $45 million is split 50-50 (per the percentage ownership in the company). So the founders/common would receive $22.5 million and the preferred would receive a total of $27.5 million.
  • If the preferred in non-participating, the $50 million in proceeds would be split 50-50 and the founders/common would receive $25 million from the sale.

Participating preferred is relatively rare. In addition to claiming it’s “not market,” founders can try to resist participating preferred on the theory that it will hurt the Series A investors down the road if later financings also incorporate that term. If founders are forced to accept participation, they can often negotiate for the participating feature to go away if the VCs have received back some multiple (for example, 3x) of their investment.

9. Protective Provisions/Veto Rights of the Investors

After a financing is completed, venture investors will often hold a minority interest in the company. But they will typically insist on “protective provisions” (veto rights) on certain actions by the company that could adversely affect their investment or their projected return.

The types of actions where a veto right may apply include:

  • Amendment of the company’s charter or bylaws to change the rights of the preferred, or to increase or decrease the authorized number of shares of preferred or common stock
  • Creation of any new series or class of shares senior to, or on parity with, the preferred
  • Redeeming or acquiring any shares of common, except from employees, consultants, or other service providers of the company, on terms approved by the Board
  • The sale or liquidation of the company
  • Incurring debt over a specified dollar amount
  • Payment of dividends
  • Increasing the size of the company’s Board of Directors

The most sensitive of these veto rights is the one granting the venture investors a blocking right on a sale of the company. Founders sometimes try to mitigate this veto right by arguing that it should not apply in situations where the VC receives a minimum return on its investment (often 3x-5x).

In most scenarios, the VCs and the company will work out the veto rights issues down the road. For example, if the company needs cash to continue the business, VCs will likely waive their veto rights over future financings. Abuse of veto rights by investors is rare; word spreads quickly in the venture world, and VCs know that if they are arbitrary in blocking sensible deals, it will adversely affect their reputation with future entrepreneurs.

10. Anti-Dilution Protection

It is typical for venture investors to obtain protection (called “anti-dilution” protection) against the company issuing stock at a valuation lower than the valuation represented by their investment. By far the most common is “weighted average” anti-dilution protection, which reduces the conversion price—and so, inversely, increases the conversion rate—of the preferred stock held by earlier investors if lower-priced stock is sold by the company. With weighted average anti-dilution, the more shares that are issued, and the lower the price of the shares, the greater the adjustment to the earlier preferred. Founders will want to avoid the more severe “full ratchet” anti-dilution clause, which reduces the conversion price of the existing preferred to match the price of the new stock (no matter how many shares are issued).

Investors will typically agree to specifically exempt from anti-dilution protection certain types of equity issuances, such as incentive equity for employees and other service providers, equity issued in acquiring other companies, and equity issued in connection with bank financings, real estate and equipment leases, and the like.

11. Right to Participate in Future Financings

Investors will normally receive a right to purchase more stock in connection with future equity issuances, to maintain their percentage interest in the company. These participation rights often go only to so-called “Major Investors” who own a certain amount of stock, and typically terminate on a public offering. As with anti-dilution protection, these rights are typically designed to apply only to bona fide financings, and usually are drafted not to apply to employee equity, equity issued in acquisitions, or “equity kickers” issued to lenders, landlords, or equipment lessors.

12. Stock Option Issues

Venture investors will want to ensure that the company has a stock option pool for future equity grants, typically 10% to 20% of the company’s capitalization, with later-stage companies having smaller pools. The options are used to attract and retain employees, advisors, and Board members.

VCs will almost always insist that this option pool be included as part of the pre-money valuation of the company, and it is standard to do so. However, founders should realize that any increase in the option pool will come at their expense, reducing their percentage ownership of the company. If the size of the pool becomes an issue in the term sheet negotiation, it is a good idea for the founder to produce a grounds-up “budget” for future options, estimating the options that

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