Author Archives: Lawrence Gilbert

Spot checks by tax inspectors

HMRC inspectionI wonder if anyone you know has been the victim of these? Various business journals have been mentioning for some time that the Inland Revenue has decided to target small companies. On the belief that such businesses would have poor record keeping and so would be able to have more tax squeezed out of them.

It flies in the face of the government’s pledge to reduce the burden of red-tape and to encourage entrepreneurship, but the HMRC is a law onto itself. Literally. As long as they are effective in raising money, they seem to be able to make their own rules.

But is targeting 1000′s of small companies a cost effective exercise given the small payback for the amount of time needed to do such investigations? Probably not, so the major benefit must be thought to discourage abuse of the system and encourage SMEs to pay fully all tax.

Most small businesses I know though are not run by greedy Arthur Daleys, but by hard working owner managers, who try their best in filling out the endless Companies House, VAT, PAYE, National Insurance and annual returns forms, but inevitably may not tick all the boxes in the right place or have kept 6 years records.

If these entrepreneurs make a error they don’t realise it at the time, so the punitive measures mentioned above are not likely to cause a change of behaviour. It all seems a waste.

But today I received a letter from my accountants suggesting I take out insurance that would cover their costs in the event of a investigation by HMRC. I’m not sure if it is just a scare tactic in order to drum up commission from the insurance providers, or if it is another sign that these investigations are generally increasing. Certainly the cost of dealing with a tax inspection worries me more than the likely outcome.

Hmm, should I take the insurance or live to regret not doing so – a dilemma.

 

Insights to the Angel Investor world

London-funding-conferenceI went along to The London Funding Conference at the British Library last night and was again impressed by the Library’s ability to host these events.

In football terms the conference had scored a couple own goals, with over-long sponsor’s talks during the first half, but came storming back to win with truly excellent insights into the minds of Investors during the second half.

Michael Blakey (Angel Investor with Avonmore Developments) and Luke Johnson (Chairman of Risk Capital Partners plus much more) gave very open accounts of the state of the investment market and the key tick boxes for an entrepreneur to gain funding.

Let me give you a flavour of the main points that were covered. I’ve noted them in bullet form so as to get as much information down as possible, I’m sure you’ll forgive my poor prose on this occasion.

Michael Blakey:

  • Sees 1000 plans a year and 100 go straight into the bin because the sender has not checked his investment criteria (size of deal and preferred stage/industry).
  • Because VCs are investing other people’s money they have a rigid procedure, Angel Investors are more flexible. Not interested in just “ideas” need to show some revenue.
  • Sees 350 presentations a year and 50% of them don’t explain what the problem is that they are solving and how they will do in the first 10 minutes. Do so immediately you start.
  • Lead investors are important. Find one first, they can help you find others. The lead investor can act as a conduit to the others, so not all your time is taken up communicating.
  • Valuation is the deal breaker 75% of the time. Investors never believe the sales forecasts, cash-flow forecasts are more believable and more controllable. If the valuation is not what you want, work out what would increase it, ie. a CEO joining with an established reputation, or more revenue coming in.
  • Have a due-diligence pack (IP/Business Plan/Accounts/Professional Contacts/Team CVs etc) ready, it impresses investors.
  • No surprises. Reveal all issues upfront, it won’t put investors off as much as you think, they’ve seen these before, but if you don’t and they find out it will break the trust and the deal.
  • Work out what your funding model is likely to be. How much you need now and how much in perhaps 18 months. Not less than 18 months or all your time is spent fund raising and not running the business.
  • No life-style businesses, no high salaries.
  • Get your exit strategy. It can drive decisions. As an Investor he wants to know you have thought it through, not just the cliché of an IPO or trade sale.
  • Michael will not invest if more than 10% goes out in fees. In particular legal fees don’t need to be so high, there are standard documents, the lead Investor can normally help because they’ve done it all before.
  • Pet hate: don’t use the word “conservative”. Investors don’t believe your sales figures anyway, but do want to see you talking as though you have ambition.

Luke Johnson:

  • Angel Investors will expect to see subsequent rounds. Plan for them.
  • Investors back teams. Prefer duos or triumvirates. (btw that’s why we started Company Partners, in order to bring partners together to form a business team).
  • They look for high margins, in the business.
  • IP (Intellectual Property) is key. You must preferably own your own IP, not using someone else’s.
  • Understand your market thoroughly (Michael also said this). Be a market expert when presenting to investors, don’t be caught out.
  • Don’t get worried about valuation. The down side is only that you may give more equity away than you might, if it goes wrong you have actually lost nothing (the investor has lost his money), but if it goes well you have made a lot.

Luke had some tips for Investors also.

  • Only invest in what you understand.
  • Focus on the team and the competition.
  • Add value.
  • Expect to get references; don’t accept what is said at face value.
  • Expect failures. 40% may fail completely, 40% may tick along and 10% do very well.
  • Look for obsessives.
  • Form a partnership, not “them and us”.
  • Have patience, poor businesses fail quicker than successful ones become a success (up to 10 years).
  • Enjoy. You are investing not just for the money, enjoy the business.

The Investment Market

  • The debt to equity proportions in funding a business have changed. Previously it might have been 25% equity, the rest debt. Now despite what banks are saying, there is less debt available. The proportion of equity is more like 50% to 100% now in many cases.
  • Floatation is difficult so private equity is increasingly used.
  • Do all you can to get longer terms from suppliers and quicker cash from customers to make up for less debt available to fund working capital.

Luke revealed some truths about Private Equity.

  • Private Equity and Venture Capital are not the same. The Private Equity industry is 50 times the size of VC and covers a broader spectrum of industries, VC tends to concentrate on high-tech or bio.
  • The BVCA (British Venture Capital Assoc) is more Private Equity than VC, but calls itself VC for perception benefits.
  • Private Equity firms don’t take over operating control of a company, although they do have people on the board.
  • Private Equity firms sometimes get more from their fees than from the increase in capital valuation of a business.
  • In 2005 – 2008 half of all Private Equity ever invested was invested then, when money was over abundant and some poor investments may have been made. There is a time-bomb of failures waiting.
  • Private Equity investment is not easy; it’s hard to find good opportunities.

Why now is a great time to start a business

  • There is much gloom, but technology is making it easier than ever to start a business. With the Internet you can experiment, try a business on-line and if it doesn’t work, learn from it and try another.
  • Corporate life is increasingly unappealing. There is no longer any job security and if you are taking a risk of being employed you might as well do that for yourself and start your own business. The personal control and enjoyment is much better.
  • The world needs entrepreneurs and governments are encouraging people to take this up.
  • Virtual companies are more common and nearly everything can be outsourced.

Finally

  • Need to move out of your comfort zone sometimes, remember the worst that you can lose is your equity, but the best is unlimited. Never however give “personal guarantees”, keep the risk to the company.

There we have it, these senior Angel Investors don’t have to come and give advice to groups such as they did last night, but do so out of a real passion for creating businesses. We need more successful entrepreneurs to do so as we continue to develop an entrepreneurial culture.

 

Conference for businesses looking for investment

Mark PriskThere seems to be no end of potential experts telling entrepreneurs the best way of getting their business funded and I guess it’s difficult at times to judge just what the optimum route for investment may be.

That’s why I was pleased to see a funding conference where there is a solid grouping of expert speakers and even a closing speech by the minister for Business and Enterprise, Mark Prisk (yes that’s Mark on the left).

It’s on at my favourite place, the British Library Conference Centre next Wednesday (9th March).

I’m hoping to go along, so will report back on how it turned out next week.

 

Will small businesses ever get a slice of government spending?

Government helping small businessA few days ago the office of the Prime Minister sent a letter to many small businesses and SME organisations explaining that a new online tool called Contracts Finder has been launched that will show all government tender opportunities.

At the same time he said they would eliminate the prequalification questionnaire (PQQ) for low value orders and standardise it so it was filled in just once for all other procurements.

Additionally there would be “Dragons Den” type surgeries where people with innovative products and services will be able to come and pitch to government – rather than waiting for the right tender to be issued.

All good news generally. For years the conditions set by procurements have excluded, or been unfairly weighed against smaller businesses applying for tenders. The cost of doing so is also proportionally higher for a small company than a large one.

Some people have commented that they are worried that eliminating the PQQ will create a “free for all” and that companies that stood no chance would waste their time bidding.

Well in an open market that can happen, but if in fact getting rid of the PQQ doesn’t change at all the size of company winning a tender, what was the point? There probably is still a culture in government procurement that only larger companies should win and just getting rid of prequalifying is not enough, attitudes must also change. I’ll wait and see on this one.

However, the Contracts Finder could be very good news indeed. There are some government tender sites out there (a couple charge for their use), but having one simple and easy to use central site for all tenders is a godsend. Much saving of time and hopefully it will make sure we don’t miss any relevant opportunities ever again.

Now on to the “Dragons Den” surgeries. They are not quite as the description implies, because you are not pitching for investment or funds, but for the chance to sell your innovative product or service.

The surgeries are going to be managed by Stephen Allott as a new Crown Commercial Representative (CCR) for SMEs. You will pitch to “a panel of senior procurement and operational professionals from central government and the wider public sector”.

I like this idea a lot, but the proof will be how many get taken up and what hoops they will have to jump through.

In the early days of Company Partners I approached a government figure to offer our business partner matching service to assist people who wanted to start a business. You would think that encouraging new start-ups by finding them a like minded partner to start up with was an obvious benefit to the economy.

The feedback was positive, but I would have to talk to the regional development agency, they in turn insisted I talk to a local Business Link and so it died. They also wanted me to trial it locally for 2 years and if it was successful they would put it out to tender.

Herein lays a problem. If at one of these surgeries, a young company puts forward an innovative idea for a service, will the government support them and place an order, or will there be endless jumping through hoops, or worse (in order of course to be fair and impartial) they put the service suggested up to open tender, effectively stealing the small company’s idea and giving it to someone else?

There is optimism for the general direction that the government is going on this, but let’s see if it actually produces a change.

 

Who needs a business partner?

Spot Bill GatesThere’s a common misconception of the typical entrepreneur being a charismatic individual business person, not needing or wanting a partner’s help in driving forward his all conquering venture.

Think Richard Branson, Bill Gates, or the latest film idol, Mark Zuckerberg of Facebook fame.

Yes they were the front men and there’s no doubt that they steered the ship, but each started their businesses with partners that had complimentary skills.

Branson always had a partner for each business he began. In the earliest years it was Jonny Gems (Student magazine), then Nik Powell (Student magazine and Virgin) adding Simon Draper (Virgin) for his music knowledge. These were share holding partners, not employees, although Branson certainly surrounded himself with a very capable workforce.

Bill Gates and Paul Allen started Microsoft together, while Zuckerberg’s Facebook was founded with his original partner Eduardo Saverin (now the subject of a film – The Social Network).

There must be exceptions, anyone aware of one; I’d be interested to know? As far as I can find out, almost every successful company had a partner helping it to grow.

Why? Well, it is almost impossible for one person to have all the capabilities and characteristics needed to develop a business. One may have the technical skills, the other the sales or business knowledge.

Between them they start to handle the PR and soon it’s clear that one is more comfortable in that environment and they agree that he will act as the front man.

Taking on the world yourself, with no one to bounce ideas off and to give mutual motivation is quite daunting. A strong team of employees will help fill out any skills or experience that the business needs and a mentor can be very helpful in acting as a sounding board, but there’s nothing as good as having a partner with the same skin and commitment in the game as you.

Of course choosing a partner must be done with open eyes and it is absolutely important to get the right legal and partnership agreements in place. See my guide to healthy partnerships: Business Partnerships .

It was to provide a “dating site” for people to find business partners that we started Company Partners, so I guess I am a bit prejudiced in favour of not going it alone. But it’s a hard old world by yourself.

 

How much does it cost to find an Investor?

Cost of finding investmentThe first question is should it cost anything? After all it is the Investors who have money, so why should they charge in order to pitch to them?

Well, actually almost all Investors don’t charge a penny for entrepreneurs to present an investment case to them.

Investors are not looking to make money from people presenting their opportunities; they want to make money from partaking in the business itself.

 

You may well ask in that case, where do the costs come in?

In theory, if you could identify and contact yourself prospective Investors, there would be no costs (other than legal or due-diligence fees by your own solicitor/accountant).

But not everyone knows such a person, so what if you don’t have access to an Investor? Whilst venture capital companies and funds can easily be found, they generally don’t invest in smaller businesses, or normal start-ups (exceptionally high-tech or bio-tech businesses occasionally get funded that way).

The normal young business has to rely on private individuals – Business Angels, for investment and these people do not want to appear in a public directory or people would be camping on their doorstep to talk to them, never mind the security issues.

They tend to work through intermediaries, who will protect their privacy and supply them with interesting potential investments. This is where the costs come in. The intermediaries will charge for the work of connecting people with opportunities to people who want to make an investment.

Who pays these charges? Surely the best placed person to pay them is the investor, not the entrepreneur. Whilst there are some Investors who are willing to pay for opportunities to be presented to them, most are not. They after all have the pick of plenty of investments, they don’t need to pay. Whereas the entrepreneur is competing against all the other places that an investor could place his funds, it comes back to supply and demand.

Right, so the person looking for the funds pays for an intermediary to help him find an Investor, how does that payment work?

There are 3 ways in which such intermediaries, sometimes called business angel networks, get paid. Firstly there is almost always an upfront fee, with no guarantee that you will definitely get an investment. This initial fee helps to pay for the preliminary work done and gives an indication that the person looking for funding has thought it out and is serious in what they are doing.

Why no guarantee? Just think of the range of proposals that will be coming through, some will be very good, but others will not be so good. Also, it depends on investors liking the business’s management and many other factors not controllable by the intermediary – it is not possible to guarantee that every proposal will get funded.

The amount of this upfront fee will vary a great deal. Some will charge many thousands; one of the most well known ones has an average upfront fee of around £5k. For that they will ring round their list of Investors and see if anyone is interested.

Where the interaction is by allowing entrepreneurs to come along to a “speed pitching” event the upfront fee is £800 (plus another £400 for every additional pitching event).

Depending on the company, you may get additional help in refining your proposal or pitch included in that fee.

So not cheap so far – but there’s more…

The second way they charge is to levy a “success fee” on top of the initial payment. This is around 4 – 5 % of any money raised. Many entrepreneurs might say they don’t mind paying a success fee, but don’t like the idea of an upfront fee, but generally that’s not going to happen, partly for the reasons mentioned above and partly because everyone would try for funding if it cost nothing initially. There would be a lot of low quality proposals and the intermediaries wouldn’t be able to handle the quantity for the price.

If that wasn’t enough, the third hit comes when some intermediaries also want 1 – 2% of the final company in shares. You can see that it can all add up to a daunting amount.

That is why when I set up Company Partners I looked for a more efficient (hence lower cost) way to connect those with opportunities and those looking for interesting investments.

After trying different models we arrived at the concept of a member’s site where a small monthly membership fee of about £30 was used and the site’s database was programmed to do most of the work, making it very efficient. I also did away with every other charge.

Now that’s good news not just for the entrepreneur, but also for the Investor, because when a young business pays thousands to be connected to that Investor, it doesn’t just come from the personal account of the person running the young company. It comes right out of the business that the Investor is putting his money into. In fact most of the intermediaries tell the fund seekers to add on top of the funds required, the fee that they will charge.

 

Entrepreneur Quotes – Just do it!

Entrepreneur - Just do it!I was putting together a business plan workshop for some MBA students the other day and looked for a couple of quotes to illustrate points. There are, as you can imagine, quotes for everything, sometimes contradictory.

There is one area though that no one disagrees with and it happens to be a pet issue with me. That of “just do it”. When I talk to potential entrepreneurs, far too many are waiting for “the right time” or someone to do it for them. Honestly, you just need to take a deep breath and then get on with it.

Anyway here are some thoughts from quite successful people – but less thinking, more doing…

“Talk to your customers – provide what they want, not what you want”
Jacqueline Gold – Anne Summers

“Make sure your business goals are measurable – if it’s measurable it’s manageable”
Steve Mills – MRI Network

“Be detailed, be persistent”
Sahar Hashemi – Coffee Republic

“Don’t be afraid of failure, we worry about that too much”
Tim Smit – Eden Project

“The important thing is not being afraid to take a chance. Remember, the greatest failure is to not try” Debbie Fields – Mrs. Fields Cookies

“If you think about things too long and too hard you won’t do them”
Simon Woodruffe – Yo! Sushi

“Never leave that to tomorrow that you can do today”
Benjamin Franklin

“The critical ingredient is getting off your butt and doing something”
Nolan Bushnell – Atari

“Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did do”
Mark Twain

“Your time is limited, so don’t waste it living someone else’s life”
Steve Jobs – Apple

“Whatever you are going to do, if you don’t enjoy it, don’t do it”
Philip Green – Arcadia

“Choose a job that you like and you’ll never have to work a day in your life”
Confucius

 

Learning from great Entrepreneurs

Questions for Business Angels

Last night I attended the keynote event of Global Entrepreneurship Week (GEW), yes it’s this week, how could you miss it? Sitting in a packed conference centre of the British Library, I looked around at the alert eager faces of budding Entrepreneurs and thought this has to be the future for Britain.

Tom Bewick, the CEO of Enterprise UK, who have organised GEW put the feeling into words “Make a job, don’t take a job”. This also fits nicely with the Government’s need to increase private sector employment to compensate for the coming job losses in the public sector.

Called “Question time for Entrepreneurs”, it followed the traditional format of a panel of eminent and famous figures asked questions by an audience hanging on their words of wisdom.

On the panel was Deborah Meaden, (Dragon’s Den), Cath Kidston (Cath Kidston Ltd), Brent Hoberman (Last Minute.com & Mydeco), Tom Bewick (Enterprise UK) and chaired by Adam Shaw (BBC’s Working Lunch).

As always, well organised by the British Library’s Business & IP Centre. However I left feeling a bit frustrated that the questions and responses were really just skipping round the edge of what most entrepreneurs wanted to hear about.

Most questions seemed to centre on the way that entrepreneurship could be fostered and at times the answers became a fraction obvious. “Should we encourage youngsters into being entrepreneurs?” Yes was the reply. “Are entrepreneurs born or can they be made?” Deborah Meaden thought they had to be born with the right characteristics. But Cath Kidston believed they could develop the skills.

Interesting intellectual issues, but I felt an opportunity was missed to have the practical questions answered by this famous group that would be on most entrepreneurs minds.

“How can I find funding?” “How do I get visibility for my fledgling company with little money for marketing or PR?” “What should I do to find customers?” These were barely covered.

So what nuggets did I pick out of the event?

  • Everyone agreed that government should assist companies to provide apprenticeships, or internships, which would give youngsters a kick-start in business life. At the moment it is left to individual companies and the quality and even whether the young person gets paid varies a great deal.
  • The best time to start a business is always right now. Do your research and business plan, but don’t wait forever.
  • Get the summary of your business plan succinct and hit the key points quickly. What is your business concept, what differentiates you, why will you make it work, how much do you need and what will you spend it on? The revenue and profit of the business and what does an Investor get out of it?
  • Deborah Meaden gets 200 plans a month (or was it a week) and now has to employ an assistant to sift through them. The Exec Summary is all important; unless that is right the rest of the plan never gets read. No fancy tricks, just a solid, thought out summary that ticks the boxes quickly.
  • Check the interests of who you are sending it to, not all Investors are interested in every market sector. Find out their background, Investors more often put their money into concepts they understand and are comfortable with.
  • If a plan is turned down, by a bank or an Investor, ask why. Learn from that. Also ask if they know of anyone else to approach.
  • Get a partner. This is one of the reasons I set up Company Partners, to help people find a business partner, so I was gratified that this came out. Even the famous entrepreneurs that we all know had partners. It may be that one took the lime-light, but the other was there with complementary skills, to bounce ideas off. It’s lonely by yourself.
  • Get good people around you. Choosing your first employees is difficult, but always get the best you can.
  • Contracts for partners and employees are needed, but it is much more about the relationship. That must be right.
  • Cath Kidston started her business part-time, while working to pay the bills and thought that was acceptable. But Deborah Meaden said: “As an Investor I want to see that the entrepreneur is fully committed” and wouldn’t invest unless the entrepreneur was working full-time on the project.

Finally, all felt that the most important characteristic of an entrepreneur was ambition and that you need to have a passion for what you did. I agree, you can teach many things, but you can’t put a fire in the belly unless it’s already there.

 

Where I get my best ideas!

Business ideasBusiness gets ever quicker and there’s never a time now when we aren’t connected and “on-call”. It used to be that if you were on a train or car journey, there was valuable down-time where you could ruminate on life and free your mind to come up with new ideas.

It’s good to keep busy – right? Mobiles and wi-fi are a boon to productivity – yes? Well certainly they are, but I’ve noticed that many of my more original ideas have been coming when I’m away from the connected world.

In my case it’s when I’m out running. There’s something about the comatose state that I enter after the 3rd mile that allows my subconscious to work on problems and ideas to pop into my head.

People used to say that ideas came to them in the bath and it’s well known that Archimedes ran naked down the road shouting Eureka (I’ve got it!) after he had his big idea when in the bath. But who’s got time for baths now days in a world of much speedier showers.

It takes willpower to step away from your desk, put the phone on answer and take half-an-hour to yourself, doing nothing obviously to do with the business and allow a bit of time to free up your mind. That’s when the good ideas come.

Okay you may not want to go for a run, but a walk or other activity, that gives a break and relaxes the brain to be creative is time well spent. I don’t think it can be an activity that is imposing its own demands on the brain, such as a competitive game, or watching a movie. It has to allow an almost meditative feel.

This is just my observation, but with so many demands on our time, scheduling regular opportunities to be creative has to be built into your week. Otherwise it just won’t happen. Making it a regular activity, rather than when (if) you have a chance, means it will be more likely to take place.

That’s the beauty of going for a run; it’s a regular time commitment. Going for a walk or the gym a couple times a week can serve the same purpose, if you schedule it in. It’s much more difficult to sit at your desk and say: “I’m now going to switch off for a while to be creative”.

I’m sure there are loads of other ways of getting those idea juices flowing and you need to find the one that works for you.

 

Getting sales – the single biggest issue for a small business – Part 2

Businessman waiting for sales

Last week I talked about having a simple sales & marketing plan for your business. It doesn’t have to be particularly fancy, but you should have bounced ideas around with your team (find someone to do this with if a sole trader) and written it down. The act of documenting it is important, clears up muddy thinking and gives you something to work with.

Given your product / service is competitive, you’ve ensured that it has unique qualities and should sell, the next thing is to have potential customers know about it (simple isn’t it). You tell them by using PR (see how to get free PR), marketing and advertising, so that they come to you (called “pull”). Then you also go to them, by direct sales techniques like mailshots or leaflets, telesales, salespersons’ appointments and exhibitions (called “push”).

You may be thinking “well that’s not rocket science” – and it isn’t, but most small businesses don’t lay out a plan for doing these simple activities.

Can all this be done for nothing? Probably not. The term “guerrilla marketing” became popular a few years ago to describe how you can obtain publicity by unconventional means using creativity rather than money. This is now largely taken over by the idea of viral marketing, where a low cost web video for example, can suddenly take off and make a product well known.

However, if you are going to grow a business, you are probably going to need to budget for marketing and sales expenses. It needn’t be a huge amount and the budget can start small and grow in line with increased revenues.

All of your efforts though will be wasted if you are aiming your messages to the wrong people. Not only wasted, but expensive. It is much more efficient to use a focused campaign to an exact audience. The cost of advertising alone will be much less if you are only taking out ads to a small precise group of potential customers for a product that they particularly want.

Some of you will know this as market segmentation and it is important. You need to understand exactly who your customers are and split them down to addressable groups. These groups may have slightly different aspects to them. They may have different ages, backgrounds, location and needs, which will allow you to tailor your marketing exactly to each group. Address first the easiest to win and use the revenues and testimonials from that to market to the next group.

In a blog you can only give so much information and I’ve probably reached that by now. The key message I’m giving is to get a sales and marketing plan laid out (see Essential marketing plan content). The very act of brainstorming the content and putting in place measurable actions will galvanise your sales activity. You’ll feel more enthusiastic and in control than ever before.

If by chance you missed it, here is a link to Part1.