No-Nonsense Guide
to Finance for High Growth
and Innovative Businesses
Business planning • Finding the right adviser • Bank debt
Venture capital • Funding innovation and commercialising IP
AIM and PLUS • Angel Finance • Invoice and asset-based finance
Sale and leaseback • Managing investor relations • Grants and business support
This guide contains active links, and is accessible on the Business Link website, www.businesslink.gov.uk
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No-Nonsense Guide to High Growth
and Innovative Businesses
Introduction
To drive innovation and rapid
growth in your business,
you need clear, jargon-free
advice on securing the
image: iStock
necessary financial support
W
hen you are searching for funding developing an innovative product and
to take your business to the service can take a lot of time, during
next level, whether that’s to which suppliers and staff have to be paid.
accommodate expansion, or develop a new Funding is an essential part of innovative
idea (see the Route to Market box on the and high-growth businesses, and the
opposite page), it’s important to get sound Government is keen for such companies to
advice that can help you decide on the get access to both the money and support
appropriate source of finance, and how to services they need.
go about securing it.
This online No-Nonsense Guide to Simplifying government support
Finance for High Growth and Innovative The Government’s support schemes for
Businesses includes the relevant contacts businesses have been streamlined into
and links to enable you to find approximately 30 products under the
out more. Solutions for Business banner.
For more information, visit
The importance of innovation www.businesslink.gov.uk/solutions
You don’t have to be the most innovative Please note that the Solutions for
of companies to achieve rapid growth, Business portfolio is only available to
but you must have a service or product English businesses.
that excites people enough to keep them
buying from you. Business Link videos
Innovation means creating something Business Link has developed three new
new or delivering a product or service videos containing help and advice for those
in a way that has not been done before. businesses that are on the look out for
Companies that can do this are able to investment.
gain a competitive edge and generate more The videos are available free of charge on
customer interest. the Business Link YouTube channel, or you
Such businesses play a key role in can click on the links on the following page to
supporting the UK economy. However, watch them:
2 www.businesslink.gov.uk/growth
Introduction
n I dentify
finance options for your business The route to market:
Click here to view video SOURCES OF FINANCE FOR
INNOVATIVE COMPANIES
nP
reparing to attract investment
STAGE 1
Click here to view video The business begins with just its intellectual
property and a growth strategy. However,
nP
itching to potential investors as an innovative company, it must persuade
Click here to view video the established industry of its worth. A small
management team with sector knowledge is
To find these videos on the Business Link recruited, a business plan written and seed
YouTube channel, visit www.youtube.com/ funding accessed.
BusinessLinkGov and search for
the relevant video. STAGE 2
The company uses the funding for early-stage
Understanding the opportunities trials and develops a prototype. The successful
Finding the right funding is about identifying prototype enables the company to get more
the exact needs of your business at its funding, and it aims to get market ready.
particular stage of growth, and tying your STAGE 3
business plan in with an appropriate type With “proof of concept” behind it, the business
of investment. must find a route to market. This may be
Some businesses need more cashflow, through licensing, or directly by the company
others require a large single investment, itself. Discussions with partners, potential
even if it has to be exchanged in return for clients and suppliers are advanced, and the
a share in the business. commercial value of the product can now
For more information about calculating be assessed. Angel investors or venture
what you need, see pages 14 and 15. capitalists invest in business as they feel the
Whatever your requirements, you should company is close to full trading.
be aware of your options and what’s
available. If you have a good business case, STAGE 4
there’s probably a package that will meet As the business begins to grow, it’s likely
your needs. additional investment will be needed to fund
This guide helps you decide on how areas such as manufacturing, sales and
much you require, the most appropriate marketing, branding and additional staff.
type of funding and how to secure it, backed Further funding would be supported by venture
by case studies showing how companies capital, but business angels may also co-invest.
at various stages of development have STAGE 5
accessed finance. It also offers advice on The company has begun trading in the
what this will mean for your business marketplace. However, it could be many
going forward. months or years before it achieves an outright
For more information on finding the profit, and even when profitable it will have to
right finance for your business, visit overcome cash shortfalls. Money from sources
www.businesslink.gov.uk/righttypeoffinance such as invoice finance or further equity
investment may be considered here.
For advice on grants, see pages 52-54
3 www.businesslink.gov.uk/growth
section
1 Preparation
Why do you
want finance?
image:iStock
If you need funding to take your business to the next stage of growth, you
need to determine how much to raise and the most appropriate source
I
f your business needs a cash injection, Whatever the situation, it’s vital to find the
should you go for a debt option – a bank right funding. That means focusing on the
loan, asset-based lending or invoice finance options that not only align with your
finance – or equity investment, where you aims, but also your stage of development.
trade shares for funding? By analysing what
stage your business has reached and where Debt and equity
you want to take it, the most appropriate way Broadly speaking, you can raise money for
to fund growth should become clearer. your business either by incurring debt or
If you’re seeking finance, your business selling equity. There are several fundraising
has probably reached a critical point. For solutions to consider within these two
instance, a start-up technology company camps. Forms of debt go beyond the familiar
may need funding to pay wages and rent concepts of borrowing, overdrafts and
until its first product comes to market. Or leasing, and include very specific solutions,
perhaps, a consumer goods producer on the such as invoice discounting. Whatever
verge of securing its first contract to supply a the debt arrangement, you are effectively
multiple retailer, might need cash to expand purchasing money, usually by paying interest
production and distribution. Alternatively, on credit extended to you, often on the basis
a social enterprise may require funds to of being able to provide sufficient security.
expand nationally, following local success, For equity finance, investors will want a
or, on an operational level, a business may stake in your company based on the sum on
need a cushion against cashflow fluctuations. offer, measured against the value of your
business. Rather than lending, the backer is
IN BRIEF the right funding buying into your business. They will make a
return through dividends and, ultimately, the
l Determine what you’ve achieved and sale of shares. Investors tend to structure
where the company is now deals with an element of debt, too. This
l Ask yourself how appropriate your ensures some payback over the investment
sector is for various types of finance period, prior to eventually selling the stake.
l Allow a time ‘buffer’ in case Giving up a share of your business can be
fundraising takes longer than expected daunting. Fear of losing control, the expense,
l Focus on the types of finance the timescale and worries over complex deals
appropriate to your growth plan deter some businesses from using equity
l Seek specialist advice finance. But equity investors can improve your
business’ long-term prospects by offering
4 www.businesslink.gov.uk/growth
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1
1 What are my business finances like? 8 What factors affect the type of finance I
Lenders and investors are more likely can seek? For instance, your company’s
to release the funding you are looking growth potential may be too low for a
for if your finances are sound. venture capitalist, or your sector may not
2 How much is my business spending and interest investment houses on your list.
how much will the growth plan cost? 9 What contingency funds could I access,
3 How much do I need to raise to fulfil my if fundraising takes longer than
business objectives? expected or if I fail to secure funding?
4 How much is it feasible to raise from 10 When does the backer need to be paid
the various possible sources? back, or when will I need to find an exit?
5 What is the business worth? 11 Will I be able to raise further funds?
6 What will finance cost in fees or equity? 12 Should I be looking for one lump sum,
7 How quickly do I need the money? or staged payments over several years?
5 www.businesslink.gov.uk/growth
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6 www.businesslink.gov.uk/growth
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1
7 www.businesslink.gov.uk/growth
section
1
New premises, rolling out chains, 1-3 months Interest depends on lenders – can be
Bank loans 4 w w marketing, working capital, low-end more than 2-4% over base rate charged
acquisitions before downturn. Typical fee is 1.5%
Primarily a tool to maintain positive 1-4 weeks Service charge 0.1-0.5% of turnover for
Invoice cashflow and provide working invoice discounting, 0.75% to 2.5% for
finance 4 4 4 capital. Can finance less costly factoring. Daily Interest around 1-4% over
growth plans base rate, has increased in downturn
Provides working capital and 4-6 weeks Interest of 1.75-2.5% above base rate,
Asset-based finance for a variety of reasons, plus a lending fee of 0.5-1.5% of the loan
lending 4 4 4 including growth plans, refinancing,
mergers and acquisitions
Can be used to acquire a range of 1 month Deposit of 5-30% and a finance fee
assets to avoid paying out large of 1.25-10% above the base rate.
Leasing 4 4 4 sums upfront, freeing up working Due diligence charge of 0.25-1% of
capital to fund less costly plans total advanced
8 www.businesslink.gov.uk/growth
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1
4 Likely
w Possible
8 Unlikely
Pros Cons Social enterprises’ chances of Page
securing funding no.
Loans provide a means to finance Repayments can drain cashflow; you may 20-23
growth without surrendering equity to need to put up security; costs have risen; may 4
a shareholder be harder to secure and rates may be higher
Depending on the lender’s terms A trading record and £100,000 plus turnover 24-25
and conditions, you can receive up may be needed, excluding smaller companies
to 90% of the value of an invoice as and start-ups. Factoring involves the lender 4
soon as it is raised, providing capital chasing debts, which can unsettle customers
Loans can be secured against a The minimum sum may be too high for some 26-27
wide range of items, plus intellectual small businesses. The lender effectively
property. Currently, banks may be more takes ownership of the assets, which are sold 4
willing to lend on an asset-backed basis if the debt cannot be serviced
Very flexible, as almost anything can You will not own your assets 28-29
be leased; gives access to up-to-date
equipment; offers tax benefits, as 4
leasing costs are an allowable expense
Angels tend to be more prepared to Angels can be hard to find; they will seek an 30-35
back early-stage businesses; may offer exit, typically after three to five years, or sale
contacts, advice and skills; less formal on AIM/initial public offering; you will have to 4 Although angels will have
than venture capitalists surrender equity dependent on the valuation exit concerns
of the company
Venture capitalists provide larger Venture capitalists expect rights over your 36-41
amounts than angels; offer expertise business; will seek an exit in three to five
w
Finding an exit strategy that gives
investors a good return and keeps the
and access to top-class management; years, meaning a sale, float or refinancing;
core values of the enterprise can add
will usually have strong industry contacts will want a good deal on equity; will push hard
complexity to venture capital deals
on valuations in current financial climate
Cheaper than floating on AIM or the Success depends on market sentiment and 42-43
London Stock Exchange main list, convincing investors about your company;
w
Investors may be wary of backing
social ventures in the current climate,
but offers similar advantages, notably only a limited pool of investors and liquidity
unless there is a clear prospect of
tradable shares that can be used to (the buying and selling of shares) is restricted;
a return
make acquisitions; profile and credibility; communicating with shareholders takes time
less regulation than other markets and effort; you will have to surrender equity
Profile and credibility; typically raises Many companies find there is little liquidity 42-43
larger amounts than debt, angels (the buying and selling of shares) in their
w
Investors may be wary of backing
social ventures in the current climate,
or PLUS; you can raise more money shares; reporting to shareholders takes time
unless there is a clear prospect of
through secondary issues; tradeable and effort; you give up equity; better suited to
a return
shares can be used to fund acquisitions medium-sized businesses; tough raising new
money in current financial climate
Profile and credibility; offers more Not appropriate to all business types; 42-43
funds than debt and angels, but is still you have to create publicity and make
4 Allows social enterprises to
raise funds, but doesn’t open up the
appropriate for small businesses; less the market yourself business to the full market pressures
regulated than official markets
S
ecuring finance will be easier with needs and examine their track record. You’re
key advisers on board, who will help looking for advisers who can not only help you
the deal run more smoothly, and spot gain finance, but who also understand your
any funding barriers. For example, they will business. So you need to find out:
know if your business is going in the wrong
direction, or if your management team is nW hat information and advice you will get
weak. They will also help identify alternative nH ow often you will meet and for how long
funding sources and have useful contacts. n I f you will be able to call them in a crisis
Gaining funding will take you away from nW hat areas they will cover
your day-to-day role in the business, with nW hat you will need to do yourself
larger equity finance taking up to six months nW hat results you can expect
to complete. Professional advisers will guide nH ow much they will charge you
you through this complex process, and the
long-term benefits far outweigh their cost. Be clear about how much effort you are
prepared to put into the relationship. To
Finding the right advisers make the most of your meetings, ensure you
Start with your local Business Link adviser, have all the key details to hand. You’ll also
who will assess your needs, and suggest at need to be prepared to act on their advice.
least three options for each position sought. Once you have selected your team of
Also, ask friends and business contacts for experts, agree specific targets. Be honest
recommendations, such as your accountant and communicative. Let them know if you
and bank manager, or go to professional are unhappy with anything, and check they
bodies, like the Law Society. feel you have stuck to your side of the deal.
Select experts who are right for you. Make a
shortlist, then meet to discuss your business Who should you consider?
Accountant: One of the first outside sources
IN BRIEF experts to consult, accountancy charges will depend
on how much you raise (typically 1 per cent
l Businesses that seek expert help build or more of larger sums) and the scope of the
turnover faster than those that don’t work. Otherwise expect an hourly rate of £200
l Accountants and lawyers are essential to £400, or £175 to £300 outside London.
for raising finance. For equity finance
and going public, you may also need a Legal adviser: You can’t raise equity finance
corporate finance adviser, a broker and without a legal adviser. Fees for raising
a financial PR consultancy £500,000 in venture capital would typically
l Build advisers’ costs into funds sought range from £15,000 to £40,000, while a
flotation will cost from £50,000 to £150,000.
10 www.businesslink.gov.uk/growth
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1
Corporate finance adviser: Sitting between Companies wishing to take part must make a
your business and potential lenders or case for inclusion. For more information, visit:
investors, corporate finance advisers help to www.businesslink.gov.uk/solutions n
source and secure all types of finance at a
higher level. Charges are usually made up Free performance review
of a series of fixed costs, a closing fee and Business Link’s Health Check for Growth
bonus. Fees may reach 7 per cent of deals provides a free business performance review
under £1m, but 2-6 per cent of larger deals. with an independent business adviser. The
adviser helps you create an action plan
NOMADs, brokers and corporate advisers: covering a range of issues. These include:
To list on the Alternative Investment Market planning and strategy; innovation; access to
(AIM), you’ll need a nominated adviser (NOMAD) finance; exporting; and capital investment.
and broker to help you comply with the Health Check for Growth also provides
regulations. A PLUS market listing requires a an analysis of the new skills you require to
corporate adviser. Expect to pay £100,000 to drive growth. Plus the adviser helps you
£400,000, plus 3-4 per cent of funds raised. access the full range of government and
private sector support that may be available
Financial PR adviser: Compulsory for a to help implement the plan. To arrange
market listing, financial PRs charge from an appointment with a Business Link
£2,000 to £5,000 a month. adviser, call the Business Link Helpline
on 0845 600 9 006. n
High growth coaching: Coaches offer key
advice on how to grow your businesses. For advice on calculating your investment
Coaching for High Growth, a Solutions for needs, see pages 14-15
Business product, delivered by some Regional
Development Agencies and accessed
through Business Link, assigns coaches with Where to go next
experience at chief executive level. They work For more on advisers go to
with companies with high growth potential www.businesslink.co.uk/advisers
to foster and develop management skills.
11 www.businesslink.gov.uk/growth
section
1 Preparation
Intellectual
property
Protect your intellectual property
image: Shutterstock
and other intangible assets, as
they may be important when you
are looking for investment
I
f your business is innovative or creative, trade marks and design rights. They protect
you will probably have developed some the innovative processes, the name and the
intellectual property (IP). You can legally design of your product or service. But you
protect the originality of your business, and also have unregistered assets, like copyright,
should take steps to ensure others can’t know-how and confidentiality. These can
steal your ideas. IP can also be vital when be protected using contracts with staff,
seeking finance. Investors like a concept that manufacturers and distributors. Protect your
can’t be copied easily, and may be deterred if IP thoroughly. If you get a company to improve
you have not safeguarded your IP. your prototype, have a contract that ensures
Innovative and creative companies have an you own the rights to any improvements. If
advantage when looking for funding. They can your product is a spin-off from education, or
be cheaper to set up and grow, and their ideas uses ideas from your previous job, you’ll need
are harder to copy. Profit margins tend to be to be clear about the ownership of all IP.
higher than for labour-intensive businesses,
and if successful, you can license your IP to Where do I start?
other businesses or to manufacturers abroad. Secure your IP as soon as possible. If you’re
unsure about the rights you own, audit
What intangible assets can be protected? them and take the necessary steps before
Usually for IP, only the three “registered applying for funding. Use The Intellectual
rights” in UK Law are considered: patents, Property Office’s (IPO’s) IP Healthcheck to
print a report showing what you need to do.
IN BRIEF protecting your IP Visit www.ipo.gov.uk/iphealthcheck for this
and other useful IP help, including a list of
l IP is not just a patent. Most original relevant events. For more information on how
ideas can be protected in some way you can make the most of your intangible
l Protect your IP before looking for assets, visit www.businesslink.gov.uk
funding, or you may put off investors and If you need an IP specialist lawyer, most
risk your idea being stolen will offer a free introductory meeting to
l Be careful when using contractors. discuss your needs. The Chartered Institute
Make sure they assign the IP from their of Patent Attorneys (www.cipa.org.uk) and
work to you and insist on non-disclosure the Institute of Trade Mark Attorneys (www.
itma.org.uk) can recommend one near you.
12 www.businesslink.gov.uk/growth
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13 www.businesslink.gov.uk/growth
section
1 Preparation
Calculating
what you need
image: iStock
Before seeking finance, it’s important to know how much you require,
your chances of securing it and which source best suits your needs
F
inancial backers expect you to have areas you may need to assess include: salary
carefully considered your funding outlay for staff you plan to recruit, the cost
requirements, so that the amount and of the equipment required, or how much
timing of borrowings has been rigorously suppliers would charge for the new stock lines
assessed and there is a robust strategy in you propose to sell.
place to provide repayment – essentially, that Rob Donaldson, head of M&A and private
your business is investment-ready. equity at advisory firm Baker Tilly, advises
asking for slightly more than you need when
How much should I ask for? raising finance. “The fixed costs can be high
You need to cost each aspect of your growth if you are looking to secure smaller amounts
strategy. For acquisitions, try to identify of money,” he says. “So make sure you raise
the potential target and its likely price. To enough, as you don’t want to do it twice.”
launch a product or service, you’ll need You should also plan to include some
a marketing plan, which should include: breathing space for at least a year, as it’s
who you will target; assumptions about difficult to ask for more once a sum has
how many sales or customers you hope to been agreed, and extra funding could
acquire; the proposed medium; and the cost take several months to raise, potentially
of the campaign. Opening or purchasing new compromising operations.
premises will require an assessment of the “Company directors tend to take an
cost to buy or rent in the suggested location, optimistic view of prospects,” says Stephen
as well as any proposed modifications. Other Bayfield, a partner in corporate finance
at PKF. “Investors gain confidence if a
IN BRIEF YOUR FUNDING NEEDS contingency plan is evident, as things rarely
go to plan. Remember, sales are usually
l Research what level of funding your more unpredictable than costs.”
plans require, the risks versus your Ultimately, you may need to temper your
expected returns, and how the funds ambition. It’s worth formulating alternative
will be repaid growth plans in case the financier offers you
l Consider what affects your a smaller amount than you have asked for, to
calculations, such as sector factors, make sure you don’t lose time trying to raise
track record, business strategy, the life funds while your existing resources dwindle.
stage of your company, existing financial If your sector is unusual, new, or you’re
resources and the value of your assets a social enterprise, the time taken to raise
growth capital will be further extended, and
14 www.businesslink.gov.uk/growth
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1
this should be built into your costs. You may Case study
also need to consult specialist lenders (see Seatwave is a £30m
Banks and specialist lenders, pages 20-23). London-based
ticketing company,
What affects the amount I can seek? which has gained
Be realistic, given the stage of development backing from
your business has reached. For most venture capitalists
companies, funding tends to rise on three separate occasions. Chief
incrementally from small amounts of financial officer Aksel van der Wal
secured debt and personal investment, to explains what you need to consider
more sophisticated facilities, such as invoice when looking for finance.
finance and leasing, and business angel, “Business owners need to think about
venture capital and public market funding. not only what they want to achieve, but
When considering how much you can expect also how much of this is realistic. Once
to secure, think about these two factors: this has been done, they can look at
how much it will cost. Our growth was
How financial providers view your business mostly viewed in terms of hiring new
n Your management team’s track record staff and marketing. Because of the way
n Existing and potential future competitors, our payment model works, we don’t have
and the economic climate huge cashflow issues. However, ticketing
n Your existing debt facilities is seasonal, so that had to be taken into
n Your ability to service the debt or achieve account when making forecasts.”
the required return on investment
n Your asset backing – what assets can you
use as security with investors or lenders? higher equity stake. For details on angel and
n Your vision – it’s important to have clearly venture capital finance, go to pages 30-41.
defined goals and ambitions For a listing on the Alternative Investment
Market, most companies look to raise at least
What is the most cost-effective option? £5m, with the PLUS market typically used to
Raising finance can be expensive in terms of generate slightly less. Listing costs may top
time, and arrangement and advisory fees. For £500,000 on AIM (less on PLUS), so consider
more on advisers’ fees, go to pages 10-11. carefully whether either market can meet your
If you are raising equity finance (from needs. The financial climate has seriously hit
a venture capitalist or angel investor, for the stock markets, so flotation may not be the
example), you need to be aware of the costs right move until the economy improves. n
involved. So if you’re likely to need extra
funding in the medium term, it’s often more For advice on using bank debt for growth,
economical to seek more at the outset. see pages 20-23
As most debt is secured, costs tend to be
lower, although for cashflow loans a funder
will require independent due diligence, which Where to go next
will be paid for by the borrower. Cash outlay For The Institute of Chartered Accountants
for angel investment tends to be minimal, in England & Wales, visit: www.icaew.com
but risk is usually compensated for by a
15 www.businesslink.gov.uk/growth
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1 Preparation
U
nder any circumstances, encouraging trading environment, as well as explaining
investors to trade finance for a how you are going to take advantage when
stake in your business is tough, and the recession subsides.
currently it’s harder than ever. Ian Shields of Gateway2investment, which
Only a fraction of the proposals venture helps businesses prepare for funding, says
capitalists (VCs) receive get as much as a investors will be impressed by a business
phone call. Even fewer will go all the way and plan showing an understanding of the effect
secure investment. the recession is having on companies.
Today, risk is seen even more vividly, the “Identify how you’re going to get through
flotation market is effectively closed, and the downturn and take advantage when you
investors have less to invest – there are come out the other end,” he explains.
simply fewer deals around. To stand It’s also important to know what the
a decent chance of success, you need a investor is looking for from a company, so
strong proposition, able management and assess the following:
rigorous preparation. n The backer’s investment range
n The stage of business they typically finance
Getting investors’ interest n Their geographical reach
Your proposition must show a carefully n Their deal portfolio and sector preferences
evaluated business idea detailing the risks If you’re seeking angel finance, go to
and rewards. Emphasise how potential networking events to get an idea of who
investors will benefit financially and the you’re up against. For more on business
timing of their exit, if applicable. You should angels, see pages 30-35.
also include where your business sits in
its chosen market and why it will succeed Your management team
against existing and potential competition. Investors need to be able to believe in and
It’s also very important to show an investor work with your management team. They
how your business will cope in a tougher are likely to be looking for:
Personal qualities: Illustrate
IN BRIEF SECURING EQUITY INVESTMENT your business pedigree by
highlighting past successes
l Match your proposition to investors’ requirements Contacts: Prove you have good
l Investors consider track record, the quality of the contacts in your chosen sector
management team, contacts and financial commitment Commitment: Show that
l Work out what returns you can offer you believe in your business
l Decide how much equity and control of your business enough to invest some of
you would be prepared to share your own money in it, and
that you’re prepared to put in
16 www.businesslink.gov.uk/growth
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Case study
Richard Williams
is chief executive
of Hampshire bio-
detection company
image: iStock
Stratophase, which
has attracted £3.6m
of finance from investors, including
maximum effort. Social enterprises may Boston-based East Hill Management.
find it difficult to secure investment that “You’ve got to pitch your business
requires security, as directors are unlikely plan according to what your investor
to want to offer personal guarantees. is looking for,” he says. “We are
Therefore, social enterprises should explore developing devices that can detect fatal
all alternative security sources before viruses without the need of a laboratory.
approaching an investor They could be useful in medical
Team: Emphasise your directors’ previous settings, but because of the nature of
experience in their role and at a similar level that industry, they could take years
Track record: Push your past experience. If to produce, which could have put off
you’ve been through tough times, it’s vital to potential investors.
explain the lessons you’ve learned “To avoid this, we adopted a low-risk
model, using the technology to develop
The returns you can offer products for military, agricultural and
An investor’s main concern is the potential manufacturing environments before
return and when they’ll see it. They typically moving into the medical sphere.”
seek businesses offering an early exit, by
trade sale or flotation (for more on exit
strategies, see page 41), and will want to Also, treat rejection as a chance to
know the following: improve your offering. Ask for feedback and
n I s the proposition feasible? try to fill gaps in your proposal.
nC an the management deliver the plan? The ability of VCs to raise funds has been
nA re the potential rewards enough? adversely affected by the economic downturn,
nH ow will I get my money out? and this has resulted in many investors having
n I f the business is to be sold who will buy it less money to re-invest in businesses. n
or how will the market react to flotation?
For advice on what to include in your
What are best and worst-case returns? business plan, see pages 18-19
By attracting equity investment you are
growing your business, and although you will
have a smaller stake, it will potentially be
Where to go next
worth significantly more. For more on equity finance, visit:
Remember that equity investors in social www.businesslink.gov.uk/equity
enterprises will not necessarily be looking Visit the British Private Equity and Venture
at a conventional exit strategy, but may still Capital Association at: www.bvca.co.uk
want a return on their investment.
17 www.businesslink.gov.uk/growth
section
1 Preparation
A business plan
to raise finance
Securing funding isn’t easy during
a recession, so getting your
image: iStock
business plan spot on is essential
if you are to convince investors
T
o acquire the funds you need to grow, and growth strategy; unique selling points
your business plan should be tailored (USPs); sales; forecasts
to your finance provider. A potential History and background: The business; its
backer wants to see why you need finance, origins; historical performance; sales data
how you plan to use it, how they will get The market: Size; growth rate; major
their money back or realise a return on their players; your position; technical advances;
investment, and the evidence that backs up forecasts; relevant government regulations
any claims you are making. Opportunities: Vision and objectives;
If you have an inexperienced management customers and their needs; target market;
team, which has never dealt with raising product or service positioning and value
finance before, you should consult an offering; USPs (such as plans to cut prices);
adviser, who can help you prepare the patents or other legal protection; pricing;
right business plan. distribution channels; marketing plans
Operations: Financial; organisational and
The structure of your plan human resources; requirements not yet met
Executive summary: Your overall vision; Management team: Brief background of your
a mission statement; plans; the current key people; their responsibilities and relevant
state of the business; details on your skills; gaps that need to be filled
product or service; your value, proposition SWOT analysis: Strengths; weaknesses;
opportunities; threats. Be thorough here,
to avoid investors spotting weaknesses and
IN BRIEF BUSINESS PLANS
threats that you have not identified
l Include background information on Financial forecasts: Sales; gross margin;
the business, market analysis, future logic behind figures; profit and loss account;
opportunities, existing operations, balance sheet and cashflow three-year
brief management biographies, SWOT forecasts; payback period; breakeven point
analysis, forecasts and existing finances Financing: Loans and debt arrangements; a
l Try to keep it under 40 pages and breakdown of how funds will be used
tailor it to the type of finance sought – 10 Exit routes: Possible exit strategies – for
pages may be enough to secure debt more on this, see the box on page 41
l Keep the look and feel straightforward This covers most forms of fundraising,
although securing debt requires less detail,
18 www.businesslink.gov.uk/growth
section
1
with added emphasis on assets, security, trade buyers. Venture capitalists are having
creditworthiness and aged-debtor analysis a tough time, as currently the market for
– who owes you what and from when. flotations is effectively shut, while investors
A business plan for a social enterprise will are more cautious. This makes floating
also need a clear explanation of the function unlikely, but if you’re not exiting for three
of the company and its social objectives. It years, it can be discussed
should show that the company has a strong
track record, is able to repay any borrowing, Focus on the present
and, if relevant, generate sufficient profit to While projections are vital to backers,
interest a social investor. don’t forget existing sales, customers and
To read and download a sample plan, visit the make-up of your management team.
www.businesslink.gov.uk/businessplan “People buy people, not business plans,” says
Khedair. “Business ideas remain conjecture
How much to include without the right people to implement them.”
Each section should be between two and four
pages, with slight variations depending on the Keep a straightforward look and tone
type of business – a manufacturing company, Lengthy plans are off-putting, says Khedair.
for example, might talk more about its “An executive summary should be just
products’ intricacies. Avoid over-emphasising that,” she stresses. “Restrict it to two sides,
any one section, and only use headline letting the rest of the plan provide the detail.”
figures in the executive summary. Presentation is everything. Keep the
“An effective business plan is more than plan’s language and appearance clear and
a set of spreadsheets, but the narrative accessible. Use photos and graphics if
shouldn’t be a novel,” says Jane Khedair, relevant, but don’t overcrowd it. Supply the
managing director of Business Plan Services. plan as a professionally presented document.
“It should have enough detail to present the Seek advice, but an adviser shouldn’t
relevant facts and whet readers’ appetites.” write the plan without your input. It should
reflect your character, because investors are
Empathise with your audience backing you as much as your idea. n
nB ackers want to be confident that the
interest and capital repayments can be For advice on negotiating with investors,
met. Talk about how risk can be controlled, see pages 46-48
loss can be limited, and security. Adjust
the tone to suit the audience
n I nvoice and asset-based financiers are less Where to go next
concerned with security than the quality A new Compose a Business Plan tool is
of your debtor book, credit management available from Business Link at: www.
capabilities, bad debt record and the extent businesslink.gov.uk/prepareabusinessplan
to which the business suffers credit notes.
For more on business plans in general, visit:
They may also want to have an idea of the
www.businesslink.gov.uk/planforgrowth
sell-on value of your assets. For more on
asset-based lending, go to pages 26-27 For more on business plans tailored to
nF or equity investors, focus on market equity investors, visit www.bvca.co.uk
opportunities and exit options, such as
19 www.businesslink.gov.uk/growth
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2 Funding options and process
G
etting a loan from a lender may be UK banks negotiate lines of more than
a little tougher than usual at the £1bn to provide loans to small businesses.
moment, but despite this more So if you are applying for a bank loan, make
cautious economic environment, cash is sure your bank manager is aware of the
still available for businesses and EIB’s lending packages, as it may help
entrepreneurs. you get a cheaper loan. For more details
on these, visit: www.businesslink.gov.uk/
Are the banks still lending? eibfunding
Banks are providing finance, but it may be The Enterprise Finance Guarantee
more difficult to secure than it was in recent (EFG) (a Solutions for Business product)
years. What’s more, the interest rates that was introduced to encourage bank lending
banks are charging are likely to be higher, to small businesses that lack the security
because they are assessing risk in light to secure a normal commercial loan.
of the economic situation. At a time when Under the government scheme,
many well-known businesses have suffered, accredited lenders can offer loans ranging
successful growing and viable companies from £1,000 to £1m, over a period from
are finding it hard to get funding. three months to 10 years, to qualifying
A key problem is that banks aren’t lending small to medium-sized UK businesses
to each other as much as they have done in that have a turnover of up to £25m.
the past, leading to a slowdown in credit for The Government provides a 75 per cent
everyone. As a result, banks need to borrow guarantee to the lender, for which the
money from institutions they may not have borrower pays a premium of 2 per
used previously, such as the European cent a year.
Investment Bank (EIB). The EFG can be used to support new
The EIB doesn’t lend directly to small loans, to refinance existing loans, for
businesses, but lends through local banks. overdraft conversion, for guarantees on
With the EIB, the Government has helped invoice facilities and for guarantees on
new or increased overdraft
borrowing.
IN BRIEF KEY ASPECTS OF bank debt
The EFG is accessed through
l Good for buying assets and medium-paced expansion participating banks. Visit www.
l Raising between £1,000 and £1m plus is possible bis.gov.uk for a list of lenders
l Assets and track record of the management are key involved. The EFG has been
l You may have to make personal guarantees, such as extended to 31 March 2011.
putting your house up as security Click here for more details
l It has become tougher to secure since the credit crunch about the Enterprise Finance
Guarantee.
20 www.businesslink.gov.uk/growth
section
2
BANK DEBT
Pros
n It is cheaper and easier to obtain than
equity finance
n You do not have to give up any control of
your business to a backer
Cons
n Businesses with little trading history
may find larger loans hard to obtain
n Defaulting on repayments or breaching
conditions may mean paying back in full
21 www.businesslink.gov.uk/growth
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2
22 www.businesslink.gov.uk/growth
section
2
23 www.businesslink.gov.uk/growth
section
2 Funding options and process
I
nvoice finance comes in two forms: those that allow the return of goods or
factoring and invoice discounting. For both, take cash payments.
cash is advanced to you when you raise an
invoice. The lender pays an agreed percentage How much can I raise?
of each invoice, with the balance, minus fees, Typically, lenders advance 80-90 per cent
paid on settlement. The difference between of invoice value, depending on the quality
the two is that factoring includes sales of the debt. If your customers are deemed
ledger and collection management. creditworthy, you’ll get a higher percentage.
Invoice finance is only suitable for
partnerships and companies selling goods What are the costs?
or services on credit to other businesses. For factoring, costs usually range between
1-3.5 per cent of turnover, whereas invoice
The benefits of invoice finance discounters usually charge between 0.1-1.5
Getting invoices paid upfront helps maintain per cent. The factoring charge depends on
cashflow, which could help to keep you how much work is involved in the collection
afloat in a recession. Invoice finance is a of the ledger. Some invoice financers may
cost-effective alternative to overdrafts or bank insist on a minimum level of turnover for a
loans, and there is often no need for extra minimum fee. Interest is also charged on
security before the money is advanced. what you are borrowing, which can range from
However, invoice finance lenders will want 1.5-3 per cent above the base rate.
to see sound management processes and, for An optional cost to consider is bad debt
invoice discounting, an efficient credit control insurance. With a ‘recourse’ facility, if your
system. They will consider most sectors, but clients don’t pay within a specified period
some companies are less suitable, such as (usually 90 days), the lender will reclaim the
money from you. By opting for a ‘without
recourse’ service, you’ll be covered for up
IN BRIEF invoice financing
to 100 per cent of the invoice value on the
l Immediate advances of as much as default of the debtor.
80 per cent of the invoice
l Retail and cash businesses are How quickly can I get a deal?
less appropriate than manufacturers, It can take from a week to a month to get an
distributors and service providers answer, depending on the size and complexity
l Can help to even out cashflow of your business. Lenders will want to:
l The charge is a one-off percentage n Examine your business and its accounts
of turnover, plus interest on the nC arry out some due diligence, including
amounts borrowed scrutinising your sales ledger history and
your credit control procedures
24 www.businesslink.gov.uk/growth
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2
Case study
Stuart Dunbar is the
co-founder of Oak
image: iStock
Exports, a Cheshire-
based exporter of non-
perishable British food.
nP
erhaps suggest changes to your “We have to buy and distribute stock,
processes, before the facility is cleared and it can be up to 60 days before we
get paid. As our customers are all
What do lenders want? overseas, invoice finance has proved
Profitable businesses are preferred, but the ideal way to handle the problem.
some lenders will consider companies that “There was a gap to be bridged
are not yet in profit or have been insolvent, if between the 30-day payment terms we
they have a robust turnaround plan. “Lenders had with UK suppliers, and the 60-day
require good debt, a good business plan, terms many of our overseas customers
sound management and financial credibility,” worked to. Invoice finance means
says Kate Sharp, chief executive of the Asset our cashflow is freed up by releasing
Based Finance Association (ABFA). “You a percentage of our invoice value,
need to have your books ready and people providing a smooth, consistent source
available who know where you want to take of funding that grows with our sales.”
the business.” For advice on business plans,
go to pages 18-19.
Lenders will constantly monitor your sales The downside of invoice discounting
ledger, which can help identify credit risks This isn’t the cheapest form of funding, so
and tighten up your processes. “Finance balance your need for smooth cashflow
companies also carry out extensive credit against forfeiting some invoice value. Also,
checks on your customers and can pass this if things go wrong, you may find you’re tied
information on to you,” adds Sharp. into a deal for at least 12 months, so before
you sign up, find out what happens if you
is invoice finance for you? want to get out of the contract early.
Remember, invoice discounting is a
PROS competitive market, so negotiate on terms
n The amount advanced grows as your and conditions, such as notice periods. n
company expands
n Improves cashflow and gives you flexible For advice on the benefits of leasing over
access to additional funds buying outright, see pages 28-29
n Helps introduce credit control discipline
CONS
n Only really works if you sell products or
Where to go next
services on credit to other businesses For more advice on invoice discounting, visit:
n Not the cheapest form of finance, but the www.businesslink.gov.uk/discounting
recession has made it more attractive For the Asset Based Finance Association,
n You can get tied into long contracts visit: www.abfa.org.uk
25 www.businesslink.gov.uk/growth
section
2 Funding options and process
Making use of
image: Shutterstock
your assets
You can use items like stock, machinery and premises to secure funding, and
in the current climate this can help to persuade lenders to agree to a loan
A
sset-based finance (ABF) is a secured ability of a seasonal business can fluctuate.
business loan where the borrower uses Financiers usually retain security over the
their assets as collateral. Financiers assets for the contract’s duration, with the
lend on items with high sell-on values, such lending decision based on their value.
as stock, machinery, premises, invoices and ABF has grown considerably over the past
even brands or trademarks. It is distinct from decade. However, figures from the Asset
invoice discounting, as invoices make up only Based Finance Association (ABFA) for the year
part of the arrangement. For more information to September 2009 show a marked decline
on invoice discounting, go to pages 24-25. in advances compared to 2008 – these have
Typically, you’ll have access to a revolving fallen by 18 per cent, from £17.6bn to £14.5bn.
credit facility, where you have an upper limit, This was advanced against invoices, stock,
but the total borrowed changes frequently, property and other assets worth £28.6bn,
as with an overdraft. The amount is subject down 7 per cent from £30.8bn in 2008.
to the value of collateral at the time, and
is constantly assessed, so the borrowing Who is it for and how much can be raised?
ABF works well for asset-rich businesses
undergoing a step change. For example,
IN BRIEF ASSET-BASED finance those looking for extra working capital to fund
l Debt can be secured against assets, growth or seeking to part-finance a larger
including stock, machinery, premises, deal, such as a management buy-out. The
invoices and even brands amount raised is down to the assessed value
l Manufacturers, distributors and of the assets and the likely depreciation rate.
retailers are the most likely users. It Some assets are worth more than others:
has not been a common source of UK n Invoices can secure 80-90 per cent upfront
finance, but it is growing in popularity nP lant, machinery and property also raise
l Security over assets is retained by the high advances of around 80 per cent
lender for the duration of the contract nS tock and raw materials tend to result in
l Lenders may advance more than a lower advance of 30-70 per cent. Values
invoice discounters, because they look are usually based on what assets would be
at all the assets of the company worth in a ‘forced’ or ‘orderly’ sale.
l Asset-based finance is provided by
some banks and specialist lenders Insuring your assets
l Some lenders have a minimum “Non recourse arrangements” are worthy of
loan size of £5m your consideration in the current economic
climate. This is where an asset based lender
26 www.businesslink.gov.uk/growth
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27 www.businesslink.gov.uk/growth
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2 Funding options and process
B
uying outright might sound like the Leasing accounted for 33% of fixed capital,
simplest way to acquire equipment, as up from 28% the previous year.
cash purchases can work out cheaper There are a number of leasing options.
in the long run. What’s more, the goods are A popular long-term approach is a finance
classed as business assets, so they can be lease, where you pay a deposit followed
used as security. However, it may not be the by regular payments that ultimately
best use of your working capital. cover the full value of the asset and the
A key way to survive the economic interest accrued.
downturn is to preserve cash in your Another option is operating leasing, which
business. So, if you don’t need to own the allows you to use the assets for a shorter
item immediately, consider leasing, which period – the finance house can either sell or
allows businesses to use valuable assets lease them again at the end of the contract.
– such as machinery, cars or furniture If you don’t want the worry of covering
– without paying upfront. Instead, these maintenance costs, consider contract hire.
items are bought and owned by a finance This is often used with vehicles, and monthly
house and leased to you for a set period. payments can cover maintenance and fuel.
During 2008, motor finance members
of the Finance and Leasing Association The advantages of leasing
provided £18.1bn to consumers and nC
ash that would have been spent on assets
businesses for the purchase of vehicles. can be released to finance growth
nY
ou can deduct the costs from your
taxable income. For more details, visit
IN BRIEF LEASING
www.businesslink.gov.uk/taxdeductions
l You get immediate access to the nY
ou don’t own a depreciating asset and can
assets, but pay on a monthly basis, return it, offering flexibility
easing the pressure on your cashflow nY
ou can lease almost anything, from cars
l Leasing companies effectively lend you to computers, machinery and furniture
the total cost of items leased nY
ou can access the latest equipment and
l Almost anything can be leased – cars, may get maintenance as part of the deal
property, IT and telecommunications
equipment, machinery, printers and The disadvantages of leasing
photocopiers, even furniture nA
long-term lease will probably mean you
l There are various tax benefits – for pay more for the item than buying it outright
example, you can deduct lease costs nL
eased items are not classed as business
from your taxable income assets, and so can’t be used as security
l It can take as little as a day to organise nY
ou won’t own the equipment at the end
of the lease
28 www.businesslink.gov.uk/growth
section
2
Case study
East Midlands-based
company Martin
Wright Ltd has built
a solid reputation as
a vehicle diagnostic
image: Shutterstock
and mechanical repair company, for
brands such as BMW and Audi.
The business requires specialist
equipment in order to carry out its day-
Reducing your tax bill to-day work effectively, and had to decide
The Annual Investment Allowance (AIA) whether to buy or lease those assets.
allows businesses to reduce their taxable After initially failing to get finance, the
profits by up to £100,000 each year on their company obtained grant funding to help
annual capital expenditure on most plant and buy the equipment outright.
machinery. This will be reduced to £25,000 “Working with Business Link helped
from April 2012. us look at all options available to us.
As a result, we decided it was more
How much will it cost? suitable for us to buy because of the
Finance fees can vary considerably changing economic conditions.”
depending on the item you want and your
own creditworthiness. However, interest
rates are at an historic low, so, in theory, tax benefits of buying outright against leasing.
lenders should be able to offer you a good Your accountant should also be able to tell you
deal. It’s always worth shopping around and if the overall cost is too high.
getting a few quotes. Also be prepared to There are other cost benefits, too. One of
negotiate, because lenders could reduce the biggest savings for small businesses can
their rates or waive charges, or be more be in administration. For example, it’s quite
flexible on payment terms if you do. common for the responsibility for dealing
The key is to get the type of deal that best with a company’s vehicle fleet to be added on
suits your business. Deals typically span one to someone’s job, and an operating lease or
to five years, but some can be for longer, contract hire can help to reduce the workload
such as those for more valuable items. and hassle involved. n
Some lenders may ask for a deposit to help
underwrite the deal. So, anticipate this and try For advice on making the most of the assets
to use it to your advantage when negotiating. you own, see pages 26-27
You may be able to get lower monthly
payments by offering a slightly higher deposit,
because it will reduce the lender’s risk.
Where to go next
Before striking a lease agreement, it’s vital To decide whether to lease or buy, visit:
you’re really sure it’s the best deal for you. If www.businesslink.gov.uk/assetsandtax
necessary, get independent expert advice from For advice on leasing, visit the Finance and
a professional, such as from your accountant, Leasing Association at: www.fla.org.uk
who can analyse the figures and compare the
29 www.businesslink.gov.uk/growth
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2 Funding options and process
Angel finance
If you are looking for financial
input and guidance from experienced
individual investors, angel funding
could be for you. But how much
can you raise and how can you
image: iStock
go about securing it?
M
any people are familiar with angel This may help take your business to the point
investing through the Dragons’ at which it will be attractive to a VC firm.
Den TV series. This gives a good Investment from angels can be offered as
indication of how an angel will test your a lump sum upfront, or in stages. It can be
business plan, but unlike on TV, the process dependent on your business achieving specific
of investment may take months – and in milestones, such as hitting a sales target or
a downturn there are many businesses launching an new product or service.
chasing few investors. Angels invest to achieve a financial
Angels are usually wealthy entrepreneurs, return, typically in the form of a capital gain
and dealing with them is a less formal through an exit. This could be realised by
process than with other forms of equity an acquisition of the company or a flotation,
finance. However, they are less predictable, although the latter is unlikely at the moment
and not mandated to invest. If they think they due to the current economic climate.
can get a better return elsewhere – from “Angels not only bring money, but also
bonds, for example – that’s what they will do. experience and skills. Many have been
Angels tend to offer smaller sums at an through at least one downturn, so can help
earlier stage than venture capitalists (VCs). steer your business forward in challenging
times,” says Anthony Clarke,
IN BRIEF raising aNGEL FINANCE chair of the British Business
Angels Association (BBAA).
l Between £10,000 and £2m can realistically be raised Some will even take on specific
from individual business angels or an angel syndicate management roles.
l Sourcing angel investors might require more searching Angel funding can come
than finding venture capitalists (VCs), but private investors through personal or industry
are more prepared to back an early-stage business contacts, as well as suppliers.
l Angels may be found through industry contacts, but a However, the most structured
more structured approach is via business angel networks way is to approach a business
l The process is less formal than with VCs – angels often angel network regionally,
know their sector well, and so make instinctive decisions close to your business. Each
l You are likely to have a closer involvement with your one represents a group of
investor as they look to add value to your business private individuals looking for
investment opportunities.
30 www.businesslink.gov.uk/growth
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31 www.businesslink.gov.uk/growth
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2
What can the funds be used for? to expect, and you can learn from their
Angel investment can often be used to help previous mistakes and successes
companies accelerate away from the start-up nM
entoring and strategic advice – Growing
phase, while mature businesses sometimes your business will involve making some big
use it to launch new products and services, decisions, and the advice an angel can offer
open new premises, buy competitors or to you can prove invaluable, so plan to meet
take on staff as growth demands it. them face to face occasionally
Angel investment can be useful leverage nN
etworking – Angel investors typically
with which to attract bank loan finance, have useful contacts, which can open all
especially if your business has previously sorts of doors to other investors, potential
been refused a loan. customers, recruitment opportunities and
service providers
What else can angels offer? nD
irect involvement – Generally, your angel
As well as offering the finance you need to will want to take a seat on the board in
grow your company in return for a portion order to be involved in decision making
of your equity, good business angels offer a (if your investor is a syndicate, the lead
range of other benefits, such as: angel will do this). If your angel considers
nS ector experience – Most angels will have that you would benefit from a particular
a track record of starting or investing in strategic skill, they might take a more
businesses in your market. They know what hands-on role – although this is much
less common
Case study
In 2006, Bac2, which What to look for in a business angel?
had developed a It’s important that the business angel who
plastic that was is willing to invest is right for your company.
a billion times Before signing an agreement, you must first
more electrically ensure that:
conductive than nT he management team and the business
other polymers or resins, wanted to angel are compatible and can work together
capitalise on its intellectual property. To nT he angel’s skills and experience match
do this, it was looking for £300,000 of the needs of your company
angel investment. Chief executive Mike
Stannard sent his business plan to the What do angels look for in you?
London Business Angel Network, which The factors that influence an angel’s decision
screens companies for its members. to invest in a business vary greatly from
“We pitched to around 60 angels at investor to investor. However, the following
once, and raised more than we were issues are likely to be taken into account
looking for. We also gained vital skills when angels are deciding on funding:
from two angels who took seats on the nT he expertise and track record of the
board, really strengthening our team. founders and management
“We have since raised a further nT he business’ competitive edge or unique
£2m from London Business Angels for selling point
global expansion.” nT he characteristics and growth potential
of the market
32 www.businesslink.gov.uk/growth
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33 www.businesslink.gov.uk/growth
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2
or introduction can make all the difference Like any investor, an angel will want to
and should help you get past the piles of carry out thorough due diligence on your
business plans vying for their attention. business to establish its value, and uncover
any weaknesses or assets that are not
How quickly can I raise funds? immediately apparent. If you are dealing with
It’s difficult to accurately predict how long the a syndicate, the lead angel will do this job.
angel investment process will take, but three At this time, you must be transparent
to six months is typical. about your business, your idea and your
finances. Angels ask a lot of questions,
Case study but this is because they know that their
Andy Redfern investment is much more likely to bear fruit
is a director of if they have an intimate knowledge of your
Newcastle-based company before they fund it.
EthicalSuperstore. Ask your potential angels a lot of questions
com, which too, because they will expect you to do this.
promotes good While this process might seem protracted,
causes, ranging it’s a good opportunity to make sure that
from local community movements to you will feel comfortable taking investment
those seeking global impact, including and advice from them.
a website featuring more than 5,000 You should also make sure you have good
Fairtrade and eco-friendly gifts. legal advice throughout this process.
“We started with the aim of trying
out business ideas in the social sector. How to value your business
Initial success inspired us to produce a Before marketing the proposition of your
cross-brand ethical website to allow company as an investment opportunity to a
users to buy from one place online. business angel, be clear about the valuation
“We’ve had three stages of funding of your business.
using business angels and venture Broadly speaking, this determines how
finance. First, we raised £286,000 to start much of the business the angel is buying
the idea, with angel investors putting in for their investment.
£86,000, while the further £200,000 was For example, if an angel invests £500,000
raised by venture finance from NorthStar at a pre-money (excluding finance or the
Equity Investors (NSEI) Co-Investment latest round of funding) valuation of £1m,
Fund. Then we went back to the investors they would have 33 per cent of the business,
and said: ‘We’ve proved the idea and which would have a post-money valuation
need £800,000 to develop it further.’ of £1.5m. Research by The National
“Not everyone reinvested, but in the Endowment for Science, Technology and the
second round we received £500,000 from Arts (NESTA), which looked at data from 96
the NSEI Co-Investment Fund, with a investments, concluded that the pre-money
further £300,000 from angels. valuations of early-stage businesses can be
“We have subsequently raised summarised as follows:
another £1.5m to allow the business to nA pre-revenue seed business would
keep on growing.” be valued at somewhere between
£350,000 and £750,000
34 www.businesslink.gov.uk/growth
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nA
n early-stage business with a new network of social investors
some revenues (say, under
£300,000 per year) would be Supported by the Government, Equity Plus is a network
valued from £500,000 to £1m. of individual funders and investors that want to invest
Angels are looking for a in social enterprises and social-purpose businesses.
realistic chance of achieving It focuses on equity-based investments, looking for
a high return on capital. organisations that are interested in partnering with
A compound return on an investor to share the potential risks and rewards
investment (sometimes known associated with any new venture. For more information
as internal rate of return or about Equity Plus, visit: www.equityplus.org.uk
IRR) of 50 per cent a year is
a good starting point. It may
seem high, but it is commensurate with the Ethical angels
risk. Investors lose money on around 40 per A trade sale or flotation for a social
cent of the deals they make, and need to do enterprise is complex, and hence investment
very well on the ones that are successful to by individual angels or groups of them in
show an overall positive return. such organisations is rare.
Fortunately, some angels are not
What are the costs? motivated purely by making a profit. Some
Angel finance, especially when sourced ‘ethical angels’ invest largely because they
through a business angel network, will have a desire to use their money to help
involve costs and charges. improve society, and are less driven by
If you deal with a network, there should making a return through an exit.
initially be no fee to view your business If you are seeking an investment for an
plan. However, networks often charge up ethical business, there are other ways to
to around £1,000 (depending on services) to reward them for investment other than a
arrange for you to meet their angels. trade sale or an flotation – through a dividend
On top of this, there is also a success payment, for example.
fee, which averages at five per cent of the While there are growing number of angels
funds that are raised. It’s important to ask a who want to invest in social enterprises, the
network about its fees at the outset. networks for accessing them are not, as yet,
Costs are lower than VC and public market well established. n
listings – for more information on these, go
to pages 36-43. It is, however, a full-time For advice on pitching your business to
activity for one person in your company, often investors, see pages 44-45
the owner-manager, so the cost of time
taken out of running the business should
be calculated.
Because angels are often involved in
Where to go next
early-stage companies, which are considered For more details about angel finance, visit:
a high risk. They will expect you to be www.businesslink.gov.uk/angels
flexible and prepared to negotiate to give For more information on business angle
them a fair share of your equity in return networks, visit: www.bbaa.org.uk
for their investment.
35 www.businesslink.gov.uk/growth
section
2 Funding options and process
Venture capital
If you’re looking to raise about
£10m and are prepared to share
control and equity in your
image: iStock
business, then venture capital
funding may be right for you
C
ompanies with ambitious expansion nY
ou don’t over-value your business
plans often turn to venture capitalists nY
ou can demonstrate the market potential
(VCs) to fund their growth strategies of the product or service
in return for a major stake in the business. nY
ou have a good rapport with them
VCs provide equity finance – usually in larger
amounts than angel investors – often referred What growth strategies will they back?
to as venture capital. The VC takes some of VCs are looking for rapid expansion plans that
the risk, has a say in direction, seeks a high can deliver the required returns, such as an
return and usually exits in three to seven acquisition, product or service launches, new
years, often through a trade sale or flotation. markets, or the establishment of a chain.
Increasingly, VCs are wary of businesses that
What do VCs look for? use a lot of working capital with low margins.
Proof of concept and maturity will be In a downturn, these can quickly slip from
expected by VCs, unless you are running a profit to loss, and find it hard to recover.
new business with a proven management Businesses that are unable to provide solid
team, or, following a period of research and evidence that they have growth potential and
development, you are about to launch a new are operating in a strong market are unlikely
product or service. VC’s generally prefer it if: to gain funding from VCs. So when pitching
nY ou are near to profit already to VCs, it’s essential to prove this is the case.
nY our overheads are tight If your business is selling to sectors or
markets that are relatively
IN BRIEF raising venture capital robust in challenging economic
conditions – such as telecoms
l It usually takes between three and eight months to raise and technology businesses – it
funding, sometimes longer may stand a better chance
l Owner-managers will often be expected to give up at of gaining funding.
least a 20 per cent stake in their business VCs will look to see how you
l Venture capitalists back high-growth strategies, such as: have protected your assets,
acquisitions; product or service launches; new premises; and will want to see a realistic
or national, European or global business expansion plan for exploiting them. Many
l An exit through flotation or trade sale is expected will be able to help with advice,
within three to seven years but you need to have the
basics in place before
36 www.businesslink.gov.uk/growth
section
2
37 www.businesslink.gov.uk/growth
section
2
image: iStock
programmes run by
VCs, accountancy firms
and corporate finance
specialists. Some VCs ask for enquiries details visit: www.bis.gov.uk/UKIIF and
through their websites, although in the www.capitalforenterprise.gov.uk
current market, a personal introduction has
much more chance of success. What are the costs?
VC is more expensive than angel finance.
UK Innovation Investment Fund Advisers’ fees are the main cost to consider:
The Government’s UK Innovation Investment nC orporate finance advisers usually take at
Fund (UKIIF) and the Enterprise Capital least five per cent of the money raised
Fund were created respectively, to finance nT ypical legal fees are £20,000-30,000
growing technology businesses and to nS pecialist accountants usually charge a
solve the equity-gap problem. For more percentage of funds raised or an hourly
38 www.businesslink.gov.uk/growth
section
2
39 www.businesslink.gov.uk/growth
section
2
nM
ajor acquisitions, disposals or strategic
alliances, and any fundraising strategies
involving giving up equity
nS ignificant changes in business strategy
nC ontrol over key staff members’ and the
management team’s remuneration
nD ividend payments
There will also be restrictions over what
management are able to do if they leave
the business, such as being barred from
forming a competing company, working for a
competitor or poaching staff for a set period.
While some of your autonomy may be
Image: Shutterstock
lost, VCs expect to work with you and
share a common interest – growing the
business. If you communicate well and bear
your investors’ interests in mind, too, the
relationship can run smoothly. For more on
negotiating the deal, go to pages 46-48,
Case study and for more on investor relationship
London-based management, go to pages 49-50.
managing director
and co-founder What returns do VCs expect?
of the Latin VCs will be looking for a significant return
America-themed on their investment, and they will be
restaurant chain Las Iguanas, Eren more interested in facts and figures than
Ali, raised a total of £27m through a projections and promises about how you
combination of venture capital (VC), will achieve this.
debt and equity. You may have to deliver the required
“This was a very different round of return within three to seven years into an
fundraising from the £3m that we were agreement, depending on the investor and
able to secure back in 2002, which the condition of their portfolio. Others may
was composed of part VC funding wait eight to 10 years.
and part bank loan. To boost the chances of achieving a sale
“The deal was agreed with Bowmark or eventual flotation, VCs will scrutinise
Capital, and was made up of £10m of your procedures, management team and
equity, and around £8m of bank debt. accounting systems. This can include your
Myself and another co-founder also investor joining the board, appointing an
rolled out £9m of equity between us. independent chairman or bringing in a
“For this stage of our brand roll out, finance director with VC experience.
Bowmark Capital was a more suitable
partner and more accustomed to doing What about social enterprises?
deals of this size.” VC is open to social enterprises, but it may
not always be appropriate, or they may
40 www.businesslink.gov.uk/growth
section
2
41 www.businesslink.gov.uk/growth
section
2 Funding options and process
Should I float
my company?
For raising £1m or more, a stock
market listing may be your best
image: iStock
option. It is often the next step after
angel and venture capital funding,
but it can be a complex process
F
or businesses that want to grow rapidly PLUS is a fully competitive UK stock
and raise their profile, a flotation on the exchange, focused on small and mid-cap
Alternative Investment Market (AIM) or companies, offering the complete range of
PLUS is worth considering. Typically, you can stock exchange activities. For more details,
raise far more money through an initial public visit: www.plusmarketsgroup.com/PLUS_
offering (IPO) than by other means. about.shtml
What are AIM and PLUS? What can you use the markets for?
AIM is the London Stock Exchange’s (LSE’s) The main purposes of a stock market
junior market for growing companies, and flotation are to raise money, establish a clear
provides a regulatory framework to allow value for the company’s shares and improve
for both the flexibility and protection a its profile in the public eye and media.
growing company needs. For more details, AIM is home to more companies than
visit: www.londonstockexchange.com/ any other growth market, but has not been
companies-and-advisors/aim/aim/aim.htm immune to turbulence in the global economy.
Today there are around 1,300 companies
IN BRIEF Flotation on AIM, with UK incorporated AIM quoted
companies employing over 260,000 people.
l PLUS is good for raising sums in the PLUS has positioned itself as an
lower millions, AIM for larger amounts. alternative to AIM with its PLUS-quoted
Strong growth potential is necessary, market. PLUS has grown steadily and
and a track record of profit is helpful attracted some entrepreneurial businesses,
l Fees account for seven to 10 per cent as well as encouraging a few AIM-listed
of finance raised on AIM. This can be less companies to also list on PLUS.
for PLUS, but the ratio of fees to funds
generated can be more for smaller IPOs How much can I raise?
l Flotation takes up to six months – you At the moment, it is very difficult to raise
must be prepared to share some control money as the economic climate has made
and be strictly regulated investors more risk averse. Investment
from venture capital trusts (VCTs) has
42 www.businesslink.gov.uk/growth
section
2
43 www.businesslink.gov.uk/growth
section
2 Funding options and process
I
f investors have seen your business plan Case study
or executive summary (for more details, Hugh Scantlebury
go to pages 18-19) and want to hear more, is the co-founder of
it’s time to hone your pitch, as it will be crucial London-based online
to securing the investment you need when you accountancy service
meet up. But there’s no point pitching unless Aqilla. His business
your company is properly prepared. raised an undisclosed sum from private
investor Bob Morton in January 2009.
Are you investment ready? “We wanted funding to create a sales
There are lots of programmes that specialise and marketing infrastructure for our
in preparing businesses for investment. business, spending six weeks preparing
They help to align your company as closely a prospectus before sending it out to
as possible to the interests of potential 21 investors. We followed up with email
investors, as well as refining your business and arranged a number of meetings.
plan. Regional Development Agencies (RDAs) “There’s no point pitching to someone
provide Understanding Finance for Business, who doesn’t invest into your area. Try to
a Solutions for Business product, which meet people through referrals, as they
includes advice on investment readiness and will always be more responsive.”
can be accessed via Business Link. Once
you’re ‘ready’, its time to prepare your pitch. to see your business and its processes.
An investor may provide guidance on the
What format does a pitch take? presentation format, so ask first. Otherwise,
First meetings generally take place at the after the introductions, you set the agenda.
investor’s offices, although some prefer You are typically expected to make a
formal pitch, although some investors
IN BRIEF the pitch encourage informal discussion. Plan to
talk for about 30 minutes, covering the key
l Details of your management team are points, using slides where appropriate.
as important as your business concept Backers may interrupt with questions and
l Take a team of around three hold a more detailed, and potentially lengthy,
l Aim to present for around half an hour Q&A session at the end if they are interested.
l Cover history, products, finances, the “Have as many back-up slides as required.
growth opportunity, market conditions, If the investor is interested, he will ask to
and a SWOT analysis drill down in certain areas, so ensure the
l Anticipate tough questions, and think slides are clear and to the point,” suggests
about how you will answer them Jamie Davies of the Business Advice Bureau.
Meetings can last from one to three hours.
44 www.businesslink.gov.uk/growth
section
2
image: iStock
broad spread or small concentration?
2 Do you know your market. Is it growing
or shrinking? What are the constraints?
What should the presentation cover?
nA ny developments since your submission 3 W
hat barriers face market entrants, and
nT he quality of your team – it’s often more is the product easy to reproduce? Are
important than details of your products there any copyright or patent issues?
nR elevant industry experience and expertise
4 Have you suffered difficult trading
nA précis of the business’ history, progress patterns or loss-making periods?
and financial performance to date
nM arket opportunities, who your customers 5 Which staff are critical, and how can
are and why your product or service will you encourage them to stay?
appeal – see the investor’s viewpoint by
focusing on the business opportunity
nY our balance sheet, cashflow, historic What presentation tools should I use?
profitability, trends and projections – justify Any you’re confident with. PowerPoint is
targets with graphics, such as pie charts popular, but ensure the necessary equipment
nR ealistic figures – a common mistake is to is available, and take a back-up paper copy.
exaggerate demand, sales, etc Use graphics, but keep demonstrations short.
nA Strengths, Weaknesses, Opportunities For top presentation tips, visit:
and Threats (SWOT) analysis to show www.businesslink.gov.uk/equitypitch
that you have studied any potential flaws. For presentation courses visit:
For more on SWOT analyses, visit: www.businesslink.gov.uk/trainingprovider
www.businesslink.gov.uk/swot
nA best and worst-case scenario of how Should I rehearse?
your business may perform Do at least one practice run with your team,
nA summary of key points and read through your proposal, so you
The aim is to present the necessary details don’t contradict what’s written in your plan.
that will help to solidify the investor’s interest Agree key details to avoid quoting conflicting
in your company. So avoid discussing the figures, and swot up on financial jargon. n
terms of the deal, as this will come later, and
the investor will not consider it appropriate. For advice on how to negotiate with
investors, see pages 46-48
Who should present the pitch?
Around three people, with the owner-manager
covering the areas above, your sales
specialist detailing the opportunity, and your
Where to go next
finance manager presenting the figures. Also, Further advice on pitches can be found at:
gauge your audience. A few light-hearted www.businesslink.gov.uk/equitypitch
comments may help, but jokes can backfire.
45 www.businesslink.gov.uk/growth
section
2 Funding options and process
A
fter a successful pitch, investors will Deals are often a mix of equity (finance for
send you a document stating the ordinary shares) and debt (a loan arranged by
conditions with which they expect to go the investor). If you have a choice of backers,
ahead. Known as a ‘term sheet’, it will set out the term sheet will help you decide who to go
the key points of the final contract, including with and what terms to accept. By signing it
a description of what is for sale, the amount you will have agreed to deal exclusively with
they propose to invest, the funding method, that investor. The deal must work for both
their expected return and an exit plan. It is parties, so consider the following:
not legally binding and is open to negotiation.
Your legal adviser should help you with Is the investor offering enough?
any jargon (for tips on finding a solicitor Be clear about this. You’re selling part of your
visit www.businesslink.gov.uk/solicitor), business and its value will be key. There is no
and a corporate finance adviser or specialist right price and no set way to value it, which
accountant can identify key points for often leads to disagreement. Valuations
negotiation. For more on professional depend on what the buyer will pay and what
advisers, go to pages 10-11. you’ll accept. However, the present value of
expected future cashflow is one figure often
used. For other ways to work out the value,
IN BRIEF negotiations
visit: www.businesslink.gov.uk/valuations
l Businesses needing immediate capital You are in a stronger position if you’ve had
will start from a weaker position more than one offer. Be confident, as this is
l Make sure that the investor is offering a meeting of equals. You’re not asking for a
an adequate level funding handout – you have something they want.
l The right chemistry between you and
your investor is often more important How does the investor assess their risk?
than raising the full amount During the due diligence process, where
l Younger businesses, or less profitable investors scrutinise information about your
companies, may have to give up more company’s past, present and future status,
equity to seal the deal you will need to hand over a lot of intimate
l Exits can often be determined by the knowledge about your business. This comes
investor, so try to make sure that you under the warranties contract, which
retain your rights on this issue and have requires the business owners to provide
some input into the decision any and all pertinent information on the
l You have a right to know who your business. This helps investors assess the
investor wants to place on the board and risk of investing, which is hugely important
what powers they expect them to have and depends on a series of factors. These
include the overall state of the market, the
46 www.businesslink.gov.uk/growth
section
2
47 www.businesslink.gov.uk/growth
section
2
other companies in their portfolio, as they will skills, contacts and knowledge they can
know how the backer works. Find out the type add; and their intended role as a board
and frequency of reporting they expect and director – will they be hands-on?
how involved they like to be in the business. Don’t assume that it’s down to the investor
to suggest a non-executive director. You
What is negotiable and where are the may know the industry better and be able to
potential pitfalls? recommend a candidate who will add value
The value of the business, how much equity to the business – although investors will still
you give up, or the interest on any debt and appoint one of their own, too.
legal issues are key areas for negotiation. Ask
how you’ll be able to access funds, if they will How serious are they?
be structured and released in tranches, and Before you sign the term sheet, you need
what conditions are attached? Also, find out in to be convinced the investor is committed
what form the funds will be offered. to the deal and will complete the process.
“Nine times out of 10, investors will Serious investors will start due diligence
structure their investment (or much of it) the day after you sign.
as a loan, leaving you having to pay interest, “Be warned, some hand out a term sheet
but still giving away equity. However, earlier to knock out the competition, but will then
stage companies are less able to service slow the process, which could weaken
debt, so are more likely to get pure equity. But your hand in future negotiations. It’s not
they’ll have to sell more of the business unreasonable to make them show they are
in return,” says Donaldson. serious,” says Donaldson. Make it a condition
He adds that interest on a loan note can of signing that they immediately start due
range from three to 15 per cent and is an diligence in return for exclusivity. n
area to negotiate on keenly. If you have more
than one offer, ask your corporate finance For advice on managing your relationship
adviser to run a financial model for you to with investors, see pages 49-50
see which method will cost you more.
48 www.businesslink.gov.uk/growth
section
3 After the event
Managing
investor
image: Shutterstock
relations
Funding from angels, venture capitalists or a flotation brings obligations.
By understanding them, all parties can enjoy a rewarding relationship
O
nce you secure finance, you’ll need What information do backers expect?
to manage the relationship with the n I f you have taken on debt, backers will
backer according to the terms agreed. want to see monthly management
Most expect regular reports, such as monthly accounts and audited annual accounts.
accounts. Equity investors may ask for the They may also want aged-debtor analysis
minutes of board meetings and input into your – not only details of what you are owed, but
business, including the right to veto decisions. also how long you’ve been owed it.
For more on the typical rights investors
expect, go to pages 36-41. In return, investors
will offer financial advice, strategic guidance Case study
and help recruiting management, as well as Bob Jones, former
contacts and market information. chairman of Swindon-
Delivering on profit and sales forecasts is based IT business
crucial to forming a successful relationship Equiinet, raised
with your backers. It builds their confidence £2.75m from venture
in your organisation, and, if you have floated, capitalists (VCs),
your share value will depend on it. business angels and trade investors.
“VCs and private investors have had a
positive impact. Monthly reporting is a
IN BRIEF investor relations
good discipline that helps us focus.
l Keep communication personal, “However, they shouldn’t interfere
whether face-to-face or by phone. A too much. You know your business
good relationship can benefit you both better than they do.
l Ask your backers what information “Private investors sometimes want
will be required, how often, in what to get involved in the business, but
format, and by whom that can cause confusion over who’s
l Funds can boost your business, but running things. Our VCs appointed a
may be withheld if targets are not hit, non-executive director who attends
and deals can even be vetoed the monthly board meeting. We report
l Make realistic projections; be honest figures and he asks probing questions
about bad news and gives advice.”
49 www.businesslink.gov.uk/growth
section
3
nV
enture capitalists (VCs) will also expect sharing key decisions with lenders, as they
in-depth coverage of your profit and loss, will offer as much input as possible. “The
balance sheet and cashflow. An analysis lender can act as a useful sounding board,
of your company’s performance compared and it is important they understand why you
to budget is often required, as well as have taken certain decisions,” he says.
commentary on progress made against VC firms, however, typically expect a seat on
stated goals at the point of funding, and the board, usually as a non-executive director.
the forthcoming year’s budget Some angels want occasional contact, others
nA
ctive business angels may want similar daily. The input you accept largely depends
levels of information; passive ones will be on their stake. “You should listen to minority
happy with monthly or quarterly reports shareholders, but you don’t necessarily have
nQ
uoted companies’ shareholders must to follow their views,” says Donaldson. “Those
have equal access to formal information, with a larger stake have more influence.”
such as trading updates, profit warnings Like you, your backers’ want a healthy,
and information on takeover talks profitable and well-run business. Keep
nE
xpect frank questions from institutional them on-side early on, manage expectations
shareholders, and answer them honestly. effectively and the level of influence expected
Investors will be far more supportive if you will gradually diminish as their trust grows. n
do, and may be able to offer good advice
For advice on business angels and venture
How should information be provided? capitalists, see pages 30-41
The more detailed and personal the better.
Try to combine sending it with meetings or
phone calls. In general, management and
Where to go next
annual accounts are sent as Excel or PDF For further advice on financial
documents, but find out the preferred format. and management accounts, visit:
www.businesslink.gov.uk/equity
How much input should be expected? For more on investor relations, visit:
Advisory firm Baker Tilly’s head of M&A www.bvca.co.uk/PEVCExplained
and private equity, Rob Donaldson, advises
50 www.businesslink.gov.uk/growth
section
4 Government resources
A
s part of its commitment to helping appropriate schemes. They will then broker
businesses, the Government provides the service, putting you in touch with a
support through information and relevant local authority or RDA.
guidance; grants; tax credits and allowances; The products available include: Starting a
loans; training and events. Until recently, High Growth Business; Coaching for High
this help was provided by several bodies, but Growth (which provides help and advice
under the Business Support Simplification for managers of fast-growing companies);
Programme it has become much easier for and Understanding Finance for Business.
businesses to access the help they need. There is also help available to support
innovation, including grants for research and
Solutions for Business development, and collaborative research.
Almost all the Government- Please note, Solutions for Business is only
funded support programmes available in England. Government support
available have been brought for businesses varies in Scotland, Northern
together in Solutions for Business, a single Ireland and Wales.
portfolio of around 30 products. While For more information about Solutions for
these are delivered by several bodies, Business, please visit: www.businesslink.
Business Link offers a single point of gov.uk/solutions; or for Government
access. The advisers can provide an overall support, visit www.businesslink.gov.uk/
view of help available, and identify the most governmentsupportthebasics n
51 www.businesslink.gov.uk/growth
section
4 Government resources
Getting a grant
Your company may qualify for
government funding, which could
mean you don’t need to get into
debt or give up equity to raise the
money to grow. So check before
image: iStock
pursuing other forms of finance
M
ost business grants sound appealing Strict terms and conditions are applicable,
because your company will get an and you may have to pay the money back if
influx of cash that you probably they are not followed. Grants rarely meet
won’t have to repay. However, applying for the full costs of a project. You can expect to
a grant is not something to be taken lightly. receive 15-50 per cent of the money, so you’ll
The application process can be slow and need to find at least half of the required funds
will certainly be rigorous. To succeed, your from alternative sources to cover the shortfall.
company will have to meet stringent criteria. To find the right type of finance for you, visit
www.businesslink.gov.uk/righttypeoffinance
Who hands out the money?
Business grant schemes are available Applying for grants
from the Government, the European Union, Your local Business Link office can help
Regional Development Agencies, local identify relevant products or support under
authorities, Chambers of Commerce and the Solutions for Business umbrella,
County Enterprise Boards. By March 2010, together with relevant European grant
all Government grants will be accessible schemes. Before you apply for a grant, you
through the Solution for Business portfolio, will need to have the following:
with information available from Business n A detailed description of the project
Link at www.businesslink.gov.uk/solutions n An explanation of its potential benefits
n A detailed work plan and full costings
Which companies are eligible? n Information about your relevant experience
Grants are almost always for proposed Your proposal will be assessed on its
projects, not activities already underway. relevance to the grant’s aims, your approach
This may include opening up a new division and your expertise. Applications usually fail if
or branch in an area in need of economic the business plan is unrealistic, if the funds
regeneration, or could be tied to new activities requested aren’t matched adequately by the
in existing businesses, such as exporting applicant, or if it’s unclear how important the
or development. There are even grants to required finance is to the project’s success.
help companies benchmark their business Search for schemes in the Grants and
against their competitors. A grant will often Support Directory on www.businesslink.gov.
go towards covering the cost of bringing in a uk/support, or for grant applications see
consultant to help with these projects. www.businesslink.gov.uk/grants n
52 www.businesslink.gov.uk/growth
section
4
53 www.businesslink.gov.uk/growth
section
4 Government resources
54 www.businesslink.gov.uk/growth
section
4
Loan and equity finance equipment and premises, and stamp duty
There are also equity and finance schemes relief in disadvantaged areas.
run by Regional Development Agencies This Autumn the Government is consulting
(RDAs), through which you can also apply with business to review the taxation of
for European Regional Development intellectual property, the support R&D
Fund finance. Contact your local RDA for tax credits provide for innovation and the
more information. proposals of the Dyson Review set out in the
publication Ingenious Britain.
Research and Development Tax Credits For more information on R&D Tax Credits,
Tax relief is available for R&D that aims to visit: www.businesslink.gov.uk/taxbreak
achieve a scientific or technological advance.
This applies to companies with less than SBRI Contracts
500 full-time staff, and the rate of relief is Public sector development contracts are
175 per cent of qualifying R&D expenditure available through the SBRI scheme, where
when calculating profit for tax purposes. companies can bid for technology-based R&D
Businesses not in profit may be entitled to a contracts. The tender process is designed to
24.5 per cent cash payment for every pound appeal to small and medium-sized companies.
spent on R&D. From 1 April 2008, the rate The SBRI website hosts competitions where
of relief that larger companies can claim businesses are asked to provide innovative
increased to up to 130 per cent of qualifying solutions and products for specified problems
expenditure. Other tax breaks available and unmet needs. Successful companies are
include capital allowances for investment in awarded commercial contracts to prove the
55 www.businesslink.gov.uk/growth
section
4
is available to bring a
recent graduate in to help
businesses provide an
answer to a problem they
cannot solve internally. The
Government will provide up
to 67 per cent of the cost.
Funding is provided
for projects lasting one
image: iStock to three years, but a
short scheme of 10-40
weeks is being rolled
out. The scheme benefits
the institution (through
research material),
the graduate (through
experience) and the
participating businesses.
For more information
technical feasibility of their proposals, typically on the Knowledge Transfer Partnership
within six months and for up to £100,000. scheme, visit: www.KTPonline.co.uk
The most promising technologies will get a
further contract for demonstration of product Knowledge Transfer Networks
capability, to be completed usually within two Funding is also available for Knowledge
years, and for up to £1m. Transfer Networks, part of the Solutions for
Topics addressed in competitions to date Business Networking for Innovation product,
cover a wide spectrum of areas, such as to bring together businesses, academics
health, defence, low carbon buildings, crime and the Government to share knowledge in
prevention and transport. For example, one emerging technologies. There are currently
competition invited proposals for improving 25 networks operating, funded by participating
hand hygiene in hospitals; another sought businesses, educational institutions and the
ways of improving mobile phone security. The Government’s Technology Strategy Board,
intellectual property usually remains with the which provides grant support. For more
company, although the Government may retain information, visit: www.innovateuk.org
certain rights. SBRI is being championed by
the Technology Strategy Board, and details of Helplines
current competitions can be found at www. n For help with exports, visit the UK Trade &
innovateuk.org/sbri Investment website at www.uktradeinvest.
gov.uk or call 020 7215 8000
Knowledge Transfer Partnerships
Like Innovation Vouchers, Knowledge For details on more support, including help
Transfer Partnerships (KTP), a Solutions for with finance, premises and manufacturing,
Business product, fosters cross-fertilisation visit: www.businesslink.gov.uk/solutions
between education and business. Funding and www.businesslink.gov.uk/support n
56 www.businesslink.gov.uk/growth
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4 Non-government resources
5
Additional funding
opportunities
image: Shutterstock
It’s not only the public sector that provides support and
grants for businesses. Many private organisations also
offer awards and assisted loans that may prove invaluable
57 www.businesslink.gov.uk/growth
Think your business needs finance to
grow to the next stage, but not sure
where you can find it?
If you run a successful business and are looking to expand, there are a range
of potential finance options. The No-Nonsense Guide to Finance for High
Growth and Innovative Businesses can help you locate the most appropriate
one for you, and advise you on the best way to secure it.
Business Link
This guide is brought to you by Business Link on behalf of the Department for
Business, Innovation and Skills. Contact Business Link for a wealth of information and
support services to suit your individual needs:
Tel: 0845 600 9 006
www.businesslink.gov.uk
The material in this guide is for information purposes only and is not intended to be, nor does it constitute, legal and
financial advice. No user should act or refrain from acting on the information in this guide without first verifying the
information and as necessary obtaining legal and/or other professional advice. Users are recommended to consult their
own independent advisers in relation to their own circumstances.
Every reasonable effort has been made to ensure the information contained in this guide is accurate, but neither the
Department for Business, Innovation and Skills nor Business Link accept any responsibility for any errors or omissions.