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30 Days to ETA | Day #5 – Enduring Profitability

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If you’ve been reading this 30 Days to ETA blog series, you’ve learned that having a business plan is essential for end results for success and that you should have that “end state” mentality in mind as you look to acquire a business. We’ve also explored your ETA Competitive Advantage that should allow you to be strategic in your direction and tactful in your actions to execute that business plan (You can read the previous post by CLICKING HERE). But there’s a key organizational attribute that you should screen for while conducting your Entrepreneurship Through Acquisition (ETA) process, that being Enduring Profitability. So in this 30 Days to ETA post, we’ll explore the concept of Enduring Profitability and how it should form the cornerstone of your search criteria… Enjoy!

30 Days to ETA Enduring Profitability

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What is Enduring Profitability?

If you’re like me and most entrepreneurs around the country, you work incredibly long hours. Entrepreneurs Through Acquisition spend much of their personal time working in their business, and rarely take vacations. It’s not something they have “time” to do. But why are they killing themselves by working so much? Didn’t they go into business to have more free time? If so, why can’t they take breaks without feeling guilty? It’s like the harder they work, the better off they’d be. I would argue that part of this “workaholic” state is induced by the pursuit of Enduring Profitability. I would define Enduring Profitability as the consistent achievement of profitability by the organization. Year after year, regardless of pandemic or economic situation, the organization can show on their financial statements the achievement of profitability.

Unfortunately, hard work isn’t the key to success. Without a doubt, we have to work hard to be successful. You’re definitely not going to reach success without some sweat equity, but there’s something more important. To make your business successful enough for your end-game results (i.e., to sell it), your hard work must go into making your business scalable in nature. There is no better reflection of the hard-work you put in and the scalable nature than Enduring Profitability.

What does scalable mean? Simply put, scalability is the ability to grow your business. Growing your business doesn’t necessarily mean making it into a franchise and opening store fronts all over the nation or the world. How many companies actually do that? That’s not necessarily our goal.

Business growth in scalability revolves around revenue and profits. In other words, how can we increase revenue and decrease costs involved to produce that revenue? Essentially, how do we make profits high and costs low; how do we increase our margins? Remember, people buy businesses that make money, and scalable businesses that show enduringly profitable characteristics typically bring larger price tags.

To use a baseball analogy, it’s the consistent singles and doubles that win the business game. Rarely is it the attempt to hit a home run that results in success for Entrepreneur Through Acquisition (ETA).

Sam Palazzolo, Managing Director @ Tip of the Spear Ventures

The Building Blocks of Scalability and Enduring Profitability

Maybe your business is already making money. Perhaps your business is booming with good employees and exponential sales’ growth. Sure, but I’m assuming that you’re not content with where you are; you want to make even more money and experience more growth. There’s no better time than now to invest your time, energy and passion into developing foundational systems that will help your business reach long-term success.

Just like a house, your business has to have a sound foundation. From our previous post, you know that foundation is your business plan. But the building blocks of the foundation – the footer, the piers, the concrete, the rebar – are what make your business scalable. The following three aspects make a business scalable: Strong Management Systems, Scalable Product Solutions, and Strategic Thinking.

Building Blocks to Build a Scaleable Business

1. Management Systems

Deep-rooted systems help us maximize our business growth so that we can make as much money as possible while minimizing growing pains. So when the storms of employee issues rush in or the gales of family issues flood our business world, we’ll have systems built to withstand the storms. These systems usually come in the form of processes surrounding people and technology. Here is a list of seven technology systems I’ve used in my own companies that have dramatically increased their scalability:

  • Customer Relationship Management System, a.k.a. CRM System – In order to get customers and to keep them in your business, you should put a system in place that analyzes and manages your interactions with customers. This software, or this team, will collect data about your customers that includes their demographic information, what brought them to your business, what they’re buying from you, and how often they use you. The data alone doesn’t do anything for your business. You must have a team or a software program that can analyze the data with the goal of improving business relationships with customers, retaining customers, and up-selling to customers.
  • Financial Management System – You also need a system to track where your money’s coming from and where it’s going. Basically, this is your record keeping system for income and expenses. Some financial management systems have sister CRM systems that link and sync information. Other financial management software systems have CRM components built into their basic structure so that business owners can use one program to accomplish two tasks.
  • Sales Management System – In this third system, you’re going to need a team who knows how to use the data you collected from your CRM system to make potential customers actual customers. This system funnels clients from the wide “prospective client” mouth of the funnel to the narrow “actual client” part of the funnel to make the sale.
  • Legal Management System – Ultimately, your business may delegate the operations of this system to a law firm as you grow. But initially, you’ll need a computer program or a paper filing system in place to store your business agreements, contracts, correspondence, identifying information, tax records, and employment records. However, you can’t just use the system for storage. You must have a team in place who can stay up-to-date and compliant with ongoing legal changes on local, state, and federal levels.
  • Marketing Management System – Systems one through four focus on your current customers and financials, but this fifth system helps you reach new consumers. Once you review the demographics of your target market from your CRM, you can plan what type of media you need to use to reach the customer. Should you offer your products and services through social media, print advertising, radio announcements, or TV commercials? Have a program or team in place that can strategically get your product in front of your ideal customer.
  • Talent Management System – Usually called “Employee Management Systems,” this system is how you find, hire, manage, and retain talented people. Without a good team in place, you won’t be able to reach your business goals. Moreover, have eyes on your talent four years out. Don’t look for good people on the spur of the moment; recruit on-going, consistently, purposefully and methodically.
  • Operational Management System – Finally and most importantly, your operational system manages all the other systems. It’s the written documentation of how your company runs. Whether it’s as basic as a hand-written bubble graph on a yellow legal pad or as complicated as a programmed and editable flow chart, this outline details the systems you’ve put into place, who manages them, how they function, and the benefit they provide your company. This operational system is the way you can manage the company without being physically in the company.

2. Product Solutions

In the early days of business, money is often tight, and it seems like business owners constantly have less than we need (I’ve mentioned previously the importance of cash flow management). In addition, our time and expertise are in constant demand. Implementing systems will take you time and money, but this second building block will increase your business’s scalability without a lot of time or money. What I’m talking about is just taking a moment and identifying the things in your business that can be easily increased or reduced to maximize your business’s profitability and revenue.

So here are seven questions you can ask yourself as you screen for a business to acquire:

  1. What product/service do you offer that has the highest margins?
  2. Which product/service has the potential to reach double-digit growth rates?
  3. What product/service can the team easily explain to the marketplace?
  4. Which product/service can secure outside leverage?
  5. Is there a product/service easy to market?
  6. What product/service can be automated?
  7. Can a product/service be franchised, licensed, or duplicated?

Your answers to the questions will show you how to take a product or service offering and scale it up. In other words, what you learn about the prospective business’ products/services will help you identify opportunities to increase revenue and decrease costs. You now have potential scalable business solutions.

3. Mind Shift Toward Scalability

The third aspect you have to do to make a scalable business is change your way of thinking. You’ve got to learn to think strategically. If you don’t know where you’re going, you won’t know what road to take to get there. If you’ve gotten this far in 30 Days to ETA series, you should have identified your exact business goals and written them down into a business plan. You should now be looking at ways to make prospective businesses you’re looking to acquire more valuable than the competition.

In order to build a plan for scalability, you must take the focus off of yourself in the business. For the company to be attractive, it can’t be wholly dependent on you. You wouldn’t even be where you are in business if it weren’t for people around you. Take a step back to understand that you are building a business that can operate without you. Therefore, you AND the future team must be successful together.

So how do you change your thinking?

  • Let go of “This is Me” thinking. – You must turn the conversation of your business from “I” to “We.” Stop thinking, “I’m the business owner who started this.” Instead, start thinking, “We have an outstanding business.” Turn from “My” to “Our.” Go from “This is My” to “This is Our.” It’s a play on words you see, but it has such intrinsic meaning.
  • Be the coach, not the star. – You didn’t become successful alone. Somewhere along the way, someone invested in your life. Maybe it was a family member, a friend, a pastor, a teacher, or a coach. Or maybe you read an inspirational book or blog post that changed your life’s direction. Inevitably, somebody in your life has dedicated or sacrificed time, money, and energy to help you. It’s time for you to do that now. If you’re going to build a scalable business, you have to be the coach. You have to cheer your team on to the victory.
  • Build the right team. – If you’re going to coach people to take over the everyday parts of your business, you have to hire the right people. Don’t look for “cheap talent.” If you get people who are less than your best, you’re going to get less than your best results. Hire the best people you can afford because great people yield great results.
  • Get help. – Sure, you can run the company by yourself. For the most part, you know what you’re doing. But you’re still going to need somebody in your corner. You’re going to need encouragement and financial advice. You’ll need an objective person to point out your failures and motivate you to success. Whether it’s a professional like a CPA or CFP, a family member or friend, or a board of advisers, you’re going to need help for yourself.
  • Remember your family. – If you’re like most entrepreneurs, then you spend a lot of time building your business to the detriment of your family. You have to make time spent away from your family the exception, not the habit. If you’re going to build a scalable business, you’re going to have to walk away once you have all of your systems in place. If you’ve become a stranger to your family and friends, what will you do? Who will be left with you when you reach success and have time to enjoy life?

SUMMARY

Remember, the goal we’re dealing with first and foremost in this particular series is acquire a business in 30 days with the goal of ultimately selling it. If we’re going to sell our company for top dollar, then the business has to be scalable and reflect enduring profitability. We have to increase revenue and decrease the costs it takes to produce that revenue to attract buyers and to get the most money possible from the buyers. Are you prepared to buy then build a scalable business? Read on in the series (We’re early, right… It’s only Day 5 on the way to Day 30!)

Sam Palazzolo

30 Days to ETA | Day #4 – Your ETA Competitive Advantage

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In my most recent post in this 30 Days to ETA series, The ETA Business Plan, I shared that you can go anywhere you want with your business, but you’ll get there faster if you establish a Business Plan. The adage “A goal without a plan is just a dream” has never been more true (You can read the post by CLICKING HERE). Part of that plan, and foundational to the process, is identifying your ETA Competitive Advantage. Thinking strategically about the value your business brings to the market and the benefits it provides should be advantages you look to capitalize on. And your ETA Competitive Advantage should be identified/contingency planned while looking at businesses to acquire!

30 Days to ETA Day 4 Your ETA Competitive Advantage

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What is Competitive Advantage?

Regardless of business type that you explore purchasing, there are probably thousands (if not hundreds of thousands) of similar businesses already in existence and potentially starting. So what will make a customer choose the business you’re considering purchasing over another? Why would someone travel further, pay more, or overlook small personal inconveniences to get your product or service? What makes you so special? What sets you apart from your competition? These questions drive to the heart of your ETA Competitive Advantage.

In simple terms, this advantage is what makes your business better than its competition in the minds of your customers.

What Does Your ETA Competitive Advantage Look/Feel Like?

To be successful as an Acquisition Entrepreneur, you need to be able to articulate the benefit you provide to your target market that’s better than any of the competition. You must have something or do something unique to draw customers to you right now and to entice buyers in the end. This does not mean blending in with the thousands of other competitors that are out there.

So as intuitive as this sounds, why do so many struggle with the concept? Your ETA Competitive Advantage doesn’t just sell your product or service — It multiplies the value of your business.

You can compete on cost as a business owner, but you’ll lose every time!

Sam Palazzolo, Managing Director @ Tip of the Spear Ventures LLC

Six ETA Competitive Advantage Examples

I’m not going to lie… Identifying a business competitive advantage is not that difficult. What is difficult is executing on that identified competitive advantage! I’ve seen hundreds of business leaders that perceive an advantage exists in their mind, only to have said advantage be nowhere to be seen. So, with that your ETA Competitive Advantages in mind I compiled the following list of six ETA Competitive Advantage examples:

1. People

This advantage isn’t about the number of owners, managers, or employees your company has. It’s not about your company’s gender, age, or ethnic ratios. This competitive advantage is about the loyalty of your team. One of the strongest competitive advantages a business can have is a remarkable team. If you invest in your team and include them in your vision, they will buy into your goal. They will want everyone they know to experience your product. If you get buy-in from your team, you have a rare, valuable commodity.

2. Organizational Culture

According to the Society for Human Resource Management (SHRM), Organizational Culture can be defined as follows:

“The proper way to behave within the organization. This culture consists of shared beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviors and understanding. Organizational culture sets the context for everything an enterprise does. Because industries and situations vary significantly, there is not a one-size-fits-all culture template that meets the needs of all organizations.”

Society for Human Resource Management (SHRM)

A company’s people show customers how to use your products or services. A successful owner will identify his individual employees’ strengths and teach his entire team to model those attitudes and behaviors. The company will streamline common expectations for its team if it excels in organizational culture. Companies that create value through organizational culture do so through many months and sometimes years of intentional training. They recognize employees’ unique knowledge, skills, and abilities. Then they teach each to work in a similar way for a common goal. Together, they accomplish something greater than one alone can achieve.

3. Processes and Practices

While many companies can make or sell related products or provide comparable services, companies can set themselves above their competition by creating unique manufacturing methods or service processes. Processes and practices in regards to your ETA Competitive Advantages are not only the what’s and where’s, but the how’s regarding execution.

4. Products and Intellectual Property

Your products or services are new and innovative in design or technology. They are unique, meaning you must protect your rights to that intellectual property through patents, copyrights, or trademarks. Without legal protection, competitors can replicate your product and take away your competitive edge.

If your business has a product, a system, or a design that isn’t easy for your competitors to replicate, you’ll want to direct your focus on these areas to protect yourself. If you can show your product’s unique design or your service’s unique process, you’ll add value to your product/service via intellectual property. Important to keep in mind that when your product’s value increases, so does the valuation of your business.

5. Capital and Natural Resources

Maybe you don’t have unique people, processes, products, or services. But you do have money. Cash capital is important in running your business, as poor cash flow management is the number one reason most small businesses fail (operationally, of course). Social capital can be achieved by creating a good name for yourself. Think of this as your business reputation. Your reputation is capital your competitors can’t purchase or achieve overnight, and makes your business more valuable as a result.

Obviously there are natural resources that may exist if the business you are exploring buying has land. Competitive advantages like oil, natural gas, ore, or coal are natural resources that add value.

6. Technology

The last advantage we’ll discuss combines intellectual property and capital in the form of Technology. Technology evolved into a powerful business asset during the Industrial Revolution at the turn of the 20th Century. Today, Technology is ever-evolving and plays an ever-increasing role in competitive advantage. If you are searching for a business in the tech space (software or hardware), or even if you’re not new technology or technological systems that none of your competitors can easily replicate can provide you with a valuable competitive advantage.

SUMMARY

Your ETA Competitive Advantage is an important aspect to consider when acquiring a business. How will you differentiate yourself from your competitors, those present today and those soon to arrive in the market. We discussed six ETA Competitive Advantages that you can look to employ, or screen for when searching for a company to acquire. It is precisely these competitive advantages that will increase the value of your business. The concept is simple – the harder it is for your customers to leave or the harder it is for your competitors to duplicate what you do, the more valuable your business is to buyers.

Sam Palazzolo

30 Days to ETA | Day #3 – The ETA Business Plan

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In my most recent post in this 30 Days to ETA series, Leading Your Business, I explained that you can’t begin a business if you don’t know how it’s going to end. You have to identify where you want to go and why you are going there before you can figure out what type of business to acquire (You can read the post by CLICKING HERE). You must think strategically about the value of your business and then work to increase, or accelerate that value tactfully. And one of the best ways to start that process is by building a plan… The ETA Business Plan!

30 Days to ETA Day 3 The ETA Business Plan

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Plan More… Achieve More!

Have you ever scratched your head and wondered why some businesses achieve more? It would appear that for some businesses, nothing holds them back from achieving more: more money, more clients, more contracts, more products, more everything! While those entrepreneurs are taking the bull by the horns, other business owners are getting run over by the bull. They can’t get out of the trenches (or the bull’s way!) They’re stuck in the everyday business muck and mire, and they’re getting trampled right out of the business.

What Do Business Owners Who Achieve More Do Differently?

When I talk to business leaders, I always make a point of asking them what it is that they do to achieve more? The response that gave me the most insight (or most recently) said, “It’s pretty simple… I think we do a better job of implementing what we plan.”

In writing and reading that response, and sharing it with a few thousand friends since the conversation this leader was spot on. The difference between success and failure often comes down to being in the right place at the right time (If you’ve read any of my previous works, you know I love the quote “80 percent of success in life is just showing up” credited to Woody Allen. I’m convinced that preparation prior to showing up is the key. In other words, preparing your business plan consisting of business goals and outlines on how to achieve them. As a business owner, you have to start somewhere. So lay the original groundwork for success by developing a thorough business plan.

A goal without a plan is just a dream!

Sam Palazzolo, Managing Director @ Tip of the Spear Ventures

What’s In a Business Plan?

A good business plan is essential and a foundational piece to your business’s success. But what is in a business plan? Here is an overview of Business Plan basics:

  • Company description
  • Market analysis
  • Management and ownership
  • Service/Product line
  • Marketing & Sales
  • Funding
  • Financial projections
  • Appendix
  • Business Summary

I wrote a comprehensive article about exactly what needs to be in a good business plan. If you’d like more information drop me an email at info@tipofthespearventures.com.

The Purpose of a Business Plan… Global Domination (or to Become the Foundation for Your Business)

In order to acquire a business, creating a business plan at the beginning of your journey AND at the beginning of each year is fundamental to knowing what you’re trying to accomplish. I’ve heard it said that knowing what you want to achieve determines how well you succeed (as well as when). How do you know you’ve reached your destination if you didn’t have one in mind? What determines your business’s success if you’ve never defined success for yourself or your business?

Yes, a business plan is time-consuming and frustrating, and that’s not what we entrepreneurs want to hear. We have an amazing opportunity to buy a business with equally amazing products and/or an incredible service. We want to jump right into business and get that product or service to our customers who must be desperate for what we have to offer. Let’s make big money now!

Regardless to how tempting it is to push forward in business, remind yourself to take the time to create a business plan. Creating a business plan and keeping it at the center of everything you do will reap benefits in the long run.

The Foundation Drives the Business’s Success

At this acquisition phase, you won’t reach success by creating a one-and-done business plan and walking away from it. Theory became practice, and then practice became routine. I would encourage you to develop one-year revenue, product, service, improvement, and sales goals. Each team member contributes their thoughts and ideas, and agreement should be had (i.e., buy in) before we put them on paper. You needed the whole team pulling/pushing in the same direction.

SUMMARY

Remember that end game is selling the business that at this point you haven’t yet acquired. With this in mind, every business has to get their leaders, team members, to buy-in to your future business goals. If everyone on the team gets it, they’re happier, fulfilled, and motivated to hold each other accountable to achieving your business goals. They propel you to greatness and your business to success.

Sam Palazzolo

30 Days to ETA | Day #2 – Leading Your Business

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In this 30 Days to ETA post, we’ll explore the topic of leading your business. Sounds pretty simple/straightforward, but there is a twist to consider! Specifically, if in Day #1 we tackled the decision of Startup or Acquisition (You can read the post by CLICKING HERE), in this post we’ll look at leading your business so as to create value or increase business valuation. Why? It’s keeping in line with our identification of the desired endpoint of the business. A business that you lead effectively should increase in value, and therefore be worth more to prospective buyers when you ultimately determine to exit. Understanding business valuations will help you as you start out on your Entrepreneurship Through Acquisition journey!

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What Do Business Buyers Find Attractive?

In the book Walking to Destiny (2016), author Chris Snider gives business owners a plan to prepare their companies for sale where they the capital of their business. Driving the value of a business up will simultaneously increase net income. Increased value plus increased income are prime ways to increase profits achieved during the business sale.

Value Acceleration is the concept throughout whereby the focus is on value growth through the coordination of business, personal, and financial goals. I perceive Value Acceleration to be when business owners design and build a business that other people want to buy with purpose/intention strategically for sale.

So what characteristics are potential buyers looking for, especially if you can grow your company to a level where it “pops” on the radar of Private Equity firms? The following four business attributes appear at the top of every buyer’s wish list:

Top 4 Characteristics that Make a Business Valuable to Buyers

  1. Is it profitable – Does your business make significant net income?
  2. Is it competitive – Is your business beating the competition?
  3. Is it scalable – Can your business grow or downsize quickly to withstand ebbs and flows in demand?
  4. Is it sustainable – Can your business withstand economic and personal storms?

Your ultimate goal in getting into business, besides being able to be the hands-on leader running the organization, is to one day sell the business and live off of its proceeds. In order to do this, you must know how to make your company valuable to buyers. Business buyers look for profit, competitive advantage, scalability, and sustainability. These four criteria are cornerstones in leading a business blueprint.

Value creators work on their business instead of working in their business.

Sam Palazzolo, Managing Director @ Tip of the Spear Ventures

How Do Buyers Determine Business Valuation?

When you analyze a business, in addition to the operational efficiency, you’ll want to identify the accounting underpinnings. In other words, you’ll want to dig-in on the financial statements. I know this is not the sexiest part of leading a business, but you have to know your numbers. Here are a few accounting numbers to know:

  • Top Line Revenue
  • Cost of Goods Sold (COGS)
  • Net Earnings
  • Operation Expenses
  • Profit/Loss
  • Earnings Before Interest Taxes Depreciation and Amortization (EBITDA)
  • Average Multiples for Similar Businesses Sold

How Leading a Business to Sell with Value

How, then, do we make our businesses profitable, competitive, scalable, and sustainable to make them valuable to potential buyers? As we’ve talked about, Value Acceleration is a process that focuses on value growth by aligning business, personal, and financial goals. Essentially, it creates a roadmap to success.

Before we can focus on growing value within our business, though, in leading a business you must recognize that value already exists within your company through meeting your customer’s need(s). For example, you provide a service or a product that people just have to possess. That’s valuable. You’ve already identified a need in the market that your competitors haven’t met, and you’ve seen the profit that can come from meeting that need. Over time, you’ve put together a team of people to help you reach your target market and take care of your consumers once they find you. You’ve even purchased insurance plans and the like to make sure that your company can weather storms. Your business, therefore, has value.

Business Cycles Effect on Leading a Business

Your business’s value exists when you open your company’s doors, and it exists within every cycle of your business’s life. Just like the national economic market, you’re going to experience expansion; you’re going to experience contraction. You’ll go through cyclical periods of recession, recovery, and expansion throughout the entire life of your business. Worth exists throughout those cycles, but the amount of your business’s value will rise and fall according to what period of the cycle you are in. However, you as a business owner determine the severity of value loss or the significance of value gain over the life of your business.

Successful business owners identify what their business is worth at all times, and they determine the worth they want their company to have. They keep that value goal at the top of their minds all the time. In other words, they have an end worth in mind.

SUMMARY

Successful entrepreneurs know their current worth and their goal worth, but more importantly, they take active steps to achieve those goals. The systematic approach to identify, protect, and build value is at the heart of this process. Creating detailed, written, systemized plan to increase company capital value comes through a relentless strategic plan and following thereof.

Sam Palazzolo

10 Criteria Every Investor Wants to Know

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The Point: We see a lot of investment opportunities (sometimes too many!) However, we rarely see “quality” investment opportunities cross our desk. It’s not the colors of the presentation, the font, or the graphics used that I’m talking about regarding quality. What I am focusing on is the following 10 criteria every investor wants to know… Enjoy!

Tip of the Spear 10 criteria every investor wants to know
https://www.slideshare.net/TipoftheSpearVentures/tip-of-the-spear-ventures-pitch-deck

Every once in a while, a presentation is made to us at Tip of the Spear Ventures that makes us stop. Similar to the social media attention grabbing headline or video, these presentations make us want to know more about what the entrepreneur has going on. What are the criteria that most often make us stop and take notice?

What follows are the 10 criteria every investor wants to know (and what every entrepreneur should put in their presentation deck):

OVERVIEW

Simply put, the overview is the starting place to grab investors attention. Who are you? What are you about to do that’s great? Why should we look at page number two in this presentation? Every investor will want to know a high-level overview of what you’re doing (briefly!)

ELEVATOR PITCH

You have 30-seconds in an elevator to tell the investor what is so special about your company. Can you do it in 30 seconds? Will the investor know what you’re talking about (or are you too deep in the weeds)? Every investor will want to know in short/concise fashion what you’re working on.

TEAM / ADVISORS

More times than not, we’re looking to invest in people. So who are the people that are directly / indirectly involved with your initiative? What experience do they have? What are they doing to add value to the organization? Every investor will want to know who comprises the team and advisors to the team.

MARKET

Is there really an opportunity, and more important is the solution to the opportunity going to have some redeemable quality (i.e., $$$)? Every investor will want to know what the size of the problem is, as well as the solution.

BUSINESS MODEL

Will you offer a demonstration (not during the pitch presentation, but as a part of your business model)? Every investor will want to know how you plan on making money. Will your revenue source be business to consumer (B2C), business to consumer (B2C), or business to government (B2G)? Will your business model consist of a one-time sale, recurring revenue models (RUNDLE!), and/or rely on affiliates? Every investor will want to know what your business model is.

RESULTS

Are you/your venture pre-revenue (a nice way of saying we haven’t made any money yet — zero)? Are you post-revenue, and if so what have the financial and other key performance indicators (KPIs)? Every investor will want to know what your results have been and what you anticipate them to be.

COMPETITION

You probably will not be operating in “blue” water (meaning little/no competition). So if you are operating in “red” water (with competition), who are your competitors? What are the results your competitors are accomplishing? When you compare your offering to that of your competitors, how do you stack up? Every investor will want to know about the competition.

EXIT STRATEGY

I’ve been told that exit strategies do not need to be spelled out — and I’m not certain why? We always want to know is this a “build/hold” or “build/sell” strategy? If it’s targeted to sell, what and when is the exit to occur? Every investor will want to know about your planned exit strategy.

CAPITAL REQUEST

You are probably pitching or presenting your company to raise capital. If so, how much are you looking to raise? Upon successful raise, what will you do with the money? Most important, what can the investor expect to get for their investment? Every investor will want to know your capital request.

CLOSE / Q&A

If the presentation model of “Tell them what you’re going to tell them, tell them, and tell them what you told them” holds true, bring the conversation home with a strong closing. Always leave time at the end of your presentation for questions and answers. Nothing is more frustrating for an investor to not have time to ask questions — they will typically not hunt down the entrepreneur afterwards to ask. They also might ask the same question, or the question that gets asked might be the one you answer with the reason why investors decide to invest. Every investor will want to know how you close and have time for Q&A.

SUMMARY

In this post, we’ve explored the “10 Criteria Every Investor Wants to Know.” Follow this guide when you’re searching for capital, looking for support, and/or launching your entrepreneurial talents.

Sam Palazzolo