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![Page 1: Entrepreneurship and Commerce in IT - 06 - Funding, Expanding, and Exit Strategies for an Entrepreneurial Venture](https://reader035.fdocuments.in/reader035/viewer/2022070601/588828b31a28ab733a8b58a9/html5/thumbnails/1.jpg)
Entrepreneurship & Commerce in IT
06
Sachintha Gunasena MBCS http://lk.linkedin.com/in/sachinthadtg
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recap so far…
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Business Plan• Title Page and Table of Contents
• Executive Summary
• summarize the vision for the company
• General Company Description
• provide an overview of the company and the service it provides to its market
• Products and Services
• describe, in detail, the unique product or service
• Marketing Plan
• describe how the company will bring its product to its consumers
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Business Plan Cont.d
• Management and Organization Plan
• describe the structure of the organization and the philosophy that governs it
• Operational Plan
• describe how the business will be operated on a day-to-day basis
• Financial Plan
• illustrate the working model for finances and the need from investors
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Today
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Today’s Discussion• Financing the Venture
• Sources of Capital
• Resource optimisation
• Profiling Entrepreneurs
• Idea Generation
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Today’s Discussion Cont.d
• Expanding the Venture
• Goal Setting – Vision
• Penetration
• Diversification
• Five Forces Model
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Today’s Discussion Cont.d
• Ending a Venture
• Exit Strategies
• Venture Liquidation
• Bankruptcy Listing
• Ventures Going Public
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Financing the Venture
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Sources of Capital• Personal Finances
• Friends & family
• Angel Investors
• Debt Financing
• Equity Financing
• Customer Financing
• Government-Sponsored Programs
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Personal Finances
• own savings
• indicates confidence on the idea
• high risk
• loss/ gain is personal
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Friends & Family• talk to family & friends
• easy to obtain
• depends on relationships
• may add ideas to the business
• loss/ gain affects others
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Angel Investors• individuals who invest money in entrepreneurial venture
• can be serial entrepreneurs/ business executives
• not done in established market - informal capital
• easier to obtain than formal methods
• add their mind-share on company strategy
• can be demanding
• must agree on terms & conditions carefully
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Debt Financing• loan money
• mostly commercial banks
• can contain mortgages
• comparably hard to obtain
• will contain terms & conditions but company control will be yours
• ROI will be high
• Risk will be High
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Equity Financing• sell stocks (parts of company) to investing party
• done by venture capital firms
• very hard to obtain
• will be part of the company management
• risk will be distributed among investors
• terms & conditions will be demanding
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Customer Financing• done by large corporations/ potential customers
• via equity/debt routes
• large corporations will support their suppliers for the benefit of both the parent company and the small company
• contains terms & conditions
• e.g.: Apple helping Corning Gorilla Glass
• helped financially
• obtained exclusive rights for the product for a year
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Government-Sponsored Programs
• will be done by economic development section of the government
• could be hard to obtain
• will help on a lot of occasions
• will contains terms & conditions that may be less stricter than private companies
• e.g.: innovative research
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What’s the Best Method of Financing to Your
Venture?• decide on the startup research
• can go to different options on different level-advancements of the company
• plan carefully
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Resource Optimisation
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Why Optimise Resources?
• Resource optimization is the set of processes and methods to match the available resources (human, machinery, financial) with the needs of the organization in order to achieve established goals.
• Resources play a vital role in development of the entrepreneurial venture
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Key Factors
• Ability of the Entrepreneur
• Idea Generation
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Profiling Entrepreneurs
• Cognitive abilities
• problem solving abilities, flexibility, choices of strategy, impulsiveness, memory and learning, planning capacities, self-efficacy and risk-taking propensity.
• effectiveness of the entrepreneurs' performance
• ability to monitor, self-correct and regulate the intensity, tempo and other qualitative aspects of delivery.
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Read More…
• references at the end of the slide deck
• and search on how to optimise different businesses
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Idea Generation
• new ideas
• new opportunities
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Expanding the Venture
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Goal & Mission Setting
• Goal
• Mission
• moving with the times
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Penetration
• the selling of a company's products in a particular market or area.
• have to penetrate different areas
• new areas
• expand your business
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Diversification• a corporate strategy to enter into a new market or industry which the business is not currently in, whilst also creating a new product for that new market.
• why diversify?
• examples
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Five Force Competitive Model
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How to Expand a Venture?
• ideas?
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Ending a Venture
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Exit Strategies
• The exit strategy is a way of "cashing out" an investment.
• Examples include an initial public offering (IPO) or being bought out by a larger player in the industry.
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Just Take It• Pros
• Who doesn't like seven figures of take-home pay?
• Private jets are fun.
• There's no need to think hard about getting out: Just pull out the money when you need it.
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Just Take It Cont.d
• Cons
• The way you pull the money out may have negative tax implications. For example, a high salary is taxed as ordinary income, while an acquisition could bring money in the form of capital gains.
• Without careful long-term planning, you may end up pulling out money now you'll need later.
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Liquidation• Pros
• It's easy and it's natural. Everything comes to an end.
• There's no negotiations involved.
• There's no worrying about transfer of control.
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Liquidation Cont.d• Cons
• Get real; it's a waste! At most, you get the market value of your company's assets.
• Things like client lists, your reputation, and your business relationships may be very valuable, and liquidation just destroys them without an opportunity to recover their value.
• Other shareholders may be less than thrilled at how much you're leaving on the table.
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Selling to a Friendly Buyer
• Pros
• You know them. They know you. There's less due diligence required.
• Your buyer will most likely preserve what's important to you about the business.
• If management buys the business, they have a commitment to making it work.
• Selling to family makes good on that regrettable offhand promise made 30 years ago, "Someday, son/daughter, all this will be yours."
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Selling to a Friendly Buyer Cont.d
• Cons
• You can get so attached to being bought by someone nice that you leave too much money on the table.
• If you sell to a friend, they'll be peeved when they discover they just bought the liability for that decade's worth of taxes you forgot to pay.
• Selling to family can tear the company apart with jealousies and promotions that put emotion way ahead of business needs.
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Acquisition• Pros
• If you have strategic value to an acquirer, they may pay far more than you're worth to anyone else.
• If you get multiple acquirers involved in a bidding war, you can ratchet your price to the stratosphere.
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Acquisition Cont.d• Cons
• If you organize your company around a specific be-acquired target, that may prevent you from becoming attractive to other acquirers.
• Acquisitions are messy and often difficult when cultures and systems clash in the merged company.
• Acquisitions can come with noncompete agreements and other strings that can make you rich, but make your life unpleasant for a time.
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IPO• Pros
• You'll be on the cover of Newsweek.
• Your stock will be worth in the tens--or maybe even hundreds--of millions of dollars.
• Your VCs will finally stop bugging you as they frantically try to insure their shares will retain value even when the lockout period expires (Warning: they won't necessarily be looking out for your shares, too.)
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IPO Cont.d• Cons
• Only a very few number of small businesses actually have this option available to them since there are very few IPOs completed annually in the United States.
• You need financial and accounting rigor from day one far above what many entrepreneurs generally put in place.
• Some forms of corporation--S-corps, for example--will require a reorganization before they can be taken public.
• You'll spend your time selling the company, not running it.
• Investment bankers take 6 percent off the top, and the transaction costs on an IPO can run in the millions.
• When your lockout restrictions expire, your stock will be worth as much as a third world hovel.
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Bankruptcy Listing
• Search for it…
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What’s Your Exit Strategy?
• ideas?
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References• http://www.go4funding.com/articles/Sources-Of-Startup-Capital.aspx
• http://ventureburn.com/2011/03/8-venture-capital-sources-for-your-startup/
• http://www.entrepreneur.com/article/41038
• http://sixteenventures.com/startup-time-management
• http://www.scienpress.com/Upload/BEJ/Vol%202_1_1.pdf
• http://www.sas.com/resources/asset/103650.pdf
• https://www.google.mv/url?sa=t&rct=j&q=&esrc=s&source=web&cd=5&ved=0CDcQFjAEahUKEwihttvzrdDHAhVNkI4KHf6TB9I&url=http%3A%2F%2Fwww.wider.unu.edu%2Fpublications%2Fworking-papers%2Fdiscussion-papers%2F2008%2Fen_GB%2Fdp2008-01%2F_files%2F78805634425684379%2Fdefault%2Fdp2008-01.pdf&ei=xrriVaG7HM2gugT-p56QDQ&usg=AFQjCNFOlYFMPk3bPe16cuu018VB4fqpEg&sig2=4GBsMmPe-DZOC6_8tDIYqw&cad=rja
• http://onlinelibrary.wiley.com/doi/10.1002/sej.1150/abstract
• http://www.actenum.com/files/Actenum-Whitepaper-Resource-Scheduling.pdf
• http://www.entrepreneur.com/article/78512
• http://www.investopedia.com/terms/e/exitstrategy.asp
• http://www.esbri.se/uppsats2_2001.pdf
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Next Up…
• E-Commerce
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Thank you.
Sachintha Gunasena MBCS http://lk.linkedin.com/in/sachinthadtg