Financing Technology's Frontier: Decision-Making Models for by Richard P. Shanley

By Richard P. Shanley

An critical source for somebody drawn to the way forward for rising know-how industriesFinancing Technology's Frontier attracts upon the reports of modern so much winning enterprise capitalists and marketers to supply funding execs specialist perception and strong instruments for picking out and capitalizing at the such a lot promising high-tech and biotech possibilities. it is also confirmed enterprise versions and plenty of attention-grabbing and instructive case reports that aid marketers, CEOs and CFOs study from the successes and setbacks of different businesses of their sectors.Richard Shanley (New York, long island) is a companion within the future health providers and New Media department at Deloitte Touche Tohmatsu.

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In this monitoring process, the balance sheet sometimes is overlooked, when in fact it can be the source of revealing and useful data. Management tends to overlook the balance sheet because it seems so simple: Receivables are receivables, payables are payables; what else is there? The balance sheet is useful for detecting slipping timetables and leaking capital. For example, consider the payment terms the company plans for when it enters relationships with customers. Often the actual collection cycle is longer than originally planned.

For their own self-interest as well as that of the company, venture capitalists like to minimize the additional equity dollars that are required and to stretch the equity provided by the venture capital firm to go a little further. For that reason, venture capitalists tend to favor companies that have a strategy for controlling the “burn rate” of that money and thus leveraging their high-cost equity dollars. Strategies for leveraging venture capital funding include: ■ ■ ■ ■ Obtaining additional funding through corporate partners and strategic alliances (discussed in Chapter 6).

Worst-Case Scenario During the planning process, company management should anticipate a worst-case scenario. This is not something anyone likes to do, but it is better for a CEO to work his or her way through worst-case planning at the beginning, rather than to do it later, when the worst comes crashing down. An unpleasant but healthy exercise is to take the basic plan, define what those worst-case scenarios may be, and decide what steps to take to get through it. Many of those worst-case scenarios tend to be time-based.

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