Different Types of Business Finance Explained

Accessing the right debt finance for your business can be hard – the debt market is very noisy and has some sharks patrolling its shores. Despite this, raising finance is a very common requirement for the majority of businesses whether they are a start-up or large Corporate.
Before taking on any new debt, the first question we always think requires serious consideration is “Do I actually need it?” Can the business get where it needs to be in the same timeframe without the debt, albeit with a bit more difficulty along the way? If so, don’t take the debt on and endure the short-term pain for the long-term gain.
If taking on new debt is the right option for the business, then we typically see this taking one of three formats:

1. Finance for Growth: 

Start Up Loans – Typically aimed at the pre-start/early stage marketplace, Start Up Loans are government backed loans where the borrower/s can each borrow up to £25,000 to a maximum of £100,000 for any one business. Critically, these loans are personal loans and repayments will be made by the individual. Interest rates are 6% which is reasonable relative to the high-risk nature of the loans themselves.
Working Capital – “Revenue is vanity, profit is sanity, cash is King.” Every evolving business has its working capital pinch points and cash management is one of the biggest challenges that SMEs face. Working Capital finance can give a business the breathing space it needs to manage its growth, hire new staff, take on new contracts etc.
Assets/Equipment purchases – Raising finance for equipment, vehicles or acquiring a property is a natural evolution in most business’ growth. There are a variety of ways to fund an asset-led deal which can work well for a borrower and add some tangible value to a business’ Balance Sheet. When allied with certain tax breaks (Capital Allowances) that businesses can currently receive, they are well worth consideration as a business looks to expand.

2. Finance for Mergers & Acquisitions: 

A Merger or Acquisition can be a great way to accelerate business growth and profitability. Certain sectors such as Technology and Healthcare are ripe at the moment for consolidation. Raising finance in this area can be challenging and requires a substantial amount of due diligence and financial analysis and forecasting. Getting the right finance package in place can be one of the key determining factors between a good deal and a bad one.

3. Finance for debt management/refinancing: 

In our ever-changing and unpredictable world, a rise in the Bank of England’s base interest rates can have a meaningful impact upon monthly debt repayments. As a result, refinancing debt via a cheaper provider or looking to extend the term of a repayment can ease cash pressures and allow management to focus on the core activities of the business.
At Start.biz, we have 15 years’ experience raising debt finance in all of the above areas and have built a network of industry contacts over this period to introduce our clients to. Give us a call on 0800 069 9090 or e-mail via finance@start.biz to set up your free consultation.

Questions to Ask Yourself when Writing a Business Plan

A considered business plan will not only help you get organised and crystalise your vision, it is also essential if you are seeking outside funding.

1. What should be at the beginning of my business plan? 

The executive summary, this should be 6 short paragraphs on the following subjects to give an overview of your business. This is your big opening number so keep it concise, professionally presented and attention grabbing!
What the name and function of the business is.
What makes you unique within your industry.
How you are going to become known to your target audience.
How you will structure your business.
Top line finance facts outlining when you expect to break even, potential revenue and profit projections. Have detailed reports to back up these attention-grabbing figures. Note you will have chance to go into more depth in your analysis section (see point 2).
State how much money you are asking for and what the investor(s) will get in return.

2. What analysis should I do? 

After your executive summary should come your analysis section full of facts to make your potential investor realise this is their one-way ticket to private island ownership!
There are many areas and types of analysis you can carry out either before starting your business or prior to writing your business plan. It is good to decide which you think are necessary/most helpful, consider if it is possible for you to gather useful/accurate data for the report and how long to spend on the process. Add attractive headline statistics from your findings to your business plan and have the in-depth reports to back your figures up if questions are asked.
SWOT (strengths, weaknesses, opportunities, threats) analysis. This is usually presented in a grid format on one page with bullet points. This kind of breakdown can be applied to many different areas of your business as well as your competitors and the industry as a whole.
Quantitative data and qualitative findings. It is best to have a mix of these within your business plan, ignoring either can leave serious blind spots in your presentation and business strategies.
Financial projections. You may need a professionals help with this one but if you are asking for any fiscal input, investors will need to see that their contribution will eventually yield a return. Be honest, adjust your plans inline with the numbers and be certain you can achieve what you say.

3. Have you thought about the day-to-day running of your business? 

You may have already started your business and are writing a business plan when looking for investment. If this is the case explaining the operational factors behind your business will be easier, but this is a good chance to review them and see how you could improve them. Do this and add it after the analysis section of your business plan.
Alternatively, if you are writing your business plan pre-start up or during the beginning of your journey to going full-time with your venture, this is where you get into the inner workings of your business to help investors visualise the dream. This part is relatively straight forward but demonstrates you have considered the practicalities of your operation.
Staffing, team members, contractors, freelancers, mentors, outside advisors. It is good to have these laid out in a hierarchical flow chart and to briefly outline what each person’s experience will bring to the business.
Premises. Even if you are an online business you will need to state where stock will be stored and shipping will be done from.
Record keeping. Explain how the administration of the business will be kept up to date. Include details of your accountant here.
And hey presto, you have your business plan! We would always advise putting this together pre-start up, even if you are not looking for outside investment just yet. It does not have to be super slick or go into minutia detail if you are not presenting to people outside your business, it can be a great opportunity to take a step back and see the bigger picture to ensure you are on the right track and have not missed anything.

What Should I get Legal Advice on as a Small Business Owner?

We’ve consulted our legal experts and complied the 5 areas of what the essentials are for business owners when it comes to legal compliance and safeguarding.  

There are other areas you may look into depending on your particular industry but this covers the fundamentals.

1. Intellectual Property (IP) protection 

Protecting your businesses intellectual property can come in many different forms and should be done as early as possible when setting up your venture. It’s also essential you check you’re not infringing on anyone else’s IP accidentally. Types of IP protection include:
Business name protection – when another business copies your name or has a similar name and / or branding to you, even if your company isn’t limited, this falls under common law and is called ‘Passing Off’. You can take action against the other business if you have prove they have caused you financial lose.
Limited Formations – by forming a limited company no one can form a limited company with the exact same name as you after you have registered. However they can register a company with a very similar name, still causing confusion with customers and therefore you can take out business name protection for your limited company to assist you in this case.
Trade marks – can be words, names, initials, logos, monograms, shapes or signatures, numerals and designs customers associate with your business.
Watching services – these are conducted once you have taken out a trade mark and contest any new trade mark applications that may infringe on your registered mark. Without a watching service your trade mark may become compromised and end up invalid.
Registered design – protects the appearance, physical shape, configuration and the decoration of products whereas trade mark registration protects the names of your products or brands.
National Business Register, as part of Start.biz, offers services that cover all of the above. We have more than 35 years experience protecting businesses and brands. Click on each service to apply or contact us today for advice.

2. HR 

Setting clear guidelines and rules between yourself and any employees from the out set will help keep you both on the same page. Please note the below is based on an employer/employee PAYE agreement, not when instructing freelancers, contracts, sub-contractors etc. We will cover those separately.
This process will not only manages expectations, on both sides, but can legally protect you in the future. You’re wording and ethos should be consistent throughout these documents alongside adhering to statutory employment law. You can find templates for most of these documents online, and some of them are free, we’ve liked to a few sites for you. Alternatively you can hire HR freelancers to help you set everything up or advise on a particular issue.
Job Description – this can be written for advertising the role you’re employing for but the internal one will be more detailed. When writing this to attract applicants you may keep it top line and add some extras about company ethos however the internal job description will go into a lot more depth about the role and not include things like the applicant must love dogs or make an amazing cup of tea!
Offer Letter – this should clearly state title of the role, company name, salary or pay, bonus scheme if applicable, basic holiday allowance, required start date and notice period. This should be sent as soon as the decision has been made to employee an individual.
Employment Contract – this should be drawn up and given to the employee whilst they are waiting to start with you or on their first day. It’s good practice to let them have a few days to read through it and discuss any questions. This is where you need to make sure you are compliant with the law so having a template and doing a little bit of research is good.
Disciplinaries / settlement agreements – these should be covered in the above but we wanted to mention them separately as they are important. Of course, you don’t want to think the worst and wouldn’t employ someone you thought you would have disagreements with but it happens. Having clear steps set up for bringing grievances and disciplinaries will make awkward situations easier to navigate. Also informing the employee and knowing the law when it comes to letting people go is essential.
Company handbook – this is where you can go into more detail about your policies and terms within the contract.
Template resources – 

3. Shareholder agreements comprising of Shareholders Agreements, Memorandum and Articles of Association 

This is clearly setting out what each partner can and can’t do. Again, like when employing someone, you wouldn’t go into business with someone that you envision having problems with but having clear guidelines make situations easier to navigate for everyone. There are many subjects that can be covered in these agreements, some examples are:
Perimeters of how you value shares.
Permissions on spends. For example, one shareholder can’t spend £15,000 of the businesses money without it being signed off with the other shareholders.
What happens when sell business, also what happens when one of you wants out.
On top of the headache of trying to negotiate when in a tense situation, if you don’t have a shareholders agreement it may cause problems when selling to someone else, they may even ask for one to be drawn up. If you go through formation agent, you’ll get standard memorandum and articles but a shareholders agreement is a bespoke piece that you can go more into detail.

4. Business Documents – Terms and Conditions (T&C’s), Privacy Policy, Partner Agreements 

All of the above have been focused on internal affairs of the business but now it’s time to think about your customers.
Terms and conditions – are obviously really important, especially if you are a sole trader providing service. We don’t recommend writing a get out of jail free clause for everything but be honest about the limitations of the service or product your providing. Keep it in plain language and reasonable; this will help with customer disagreements. A rule book of what you are providing so you and the customer are on the same page.
Privacy/cookie policy – it’s important if you store any customer information you have a privacy policy on your website. Standard templates are easy to download and need to be displayed where users can easily find them. They also need to include a clear way to contact you.
Partner agreements – if you want to set up networks, referrals, kick-backs, commercial arrangements you will need partner agreements. These are pretty straightforward and not everyone will ask for one however we advise drawing up a short agreement for both parties to sign so everyone is on the same page.

5. Buying and Selling Businesses 

If you’re not setting up your own business but rather buying one, you will have to cover the above but what about the legal element of the buying / selling process? Best practice includes:
Offer Letter – this is the ‘heads of terms’, it should include the top line details of the transaction and shows your serious intent to buy the business.
Due Diligence – this is when you get into the business to find the skeletons! Share holder agreements, current employment contracts, T&C’s, the money structure of the business will all be gone through.
SPA (Sale and Purchase Agreement) – this is the most detailed, legally binding document that is agreeing to the transaction, once this is signed the sale in final.