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The Resource Center has all the info you'll need From content to user feedback, the resource center has the information you need for every level of the entrepreneurial process.
Facing facts and forgetting fantasies are vital to accurate forecasting for startups seeking outside investment. This highly practical blog entry provides eleven helpful tips for doing forecasts realistically and presenting them in ways that investors understand and appreciate.
This article provides an excellent framework not only for how to raise money but also for how to think about raising money. Key point: Always stay nine months ahead of your need for cash.
Brief and focused, this article offers a solid outline of the questions venture capitalists and other potential funders ask before they show you the money. Only a well-prepared entrepreneur can supply the answers.
A straightforward article about the three options you have to collect a debt from a non-payer: write a final demand for payment letter, sue in small claims court, or sue in state civil trial court. In each case, you'll need documentation of your claim and your attempts to collect, not to mention the hardy persistence entrepreneurs are known for. Bonus: Links to several other resources.
When he moved his business online, Jerry Kenefake needed a new way to market his promotions products. Pay-per-click advertising turned out to be that new way. Its power to measure results, track buying habits, and, oh yes, sell his products propelled his company forward, and he never looked back.
There's a convergence in international accounting standards (GAAP vs. IFRS, mainly) that entrepreneurs with growing global interests might want to be aware of, as reported by this lengthy article. However, larger corporations seem to be the key players right now.
A leaner finance function will reduce costs, increase quality, and better align corporate responsibilities in finance and other departments. This article shows how CFOs can apply the waste-reduction principles of lean manufacturing to their challenges.
When developing a budget, it is important to estimate profits annually for the next three years as well as to develop a detailed month-by-month budget of sales, expenses, and cash flow amounts for the same three years.
A venture capitalist explains how key performance indicators (KPIs) are best compiled and used. They should be straightforward covering financial items and people, probably no more than 20, tied to specific managers, and coordinated by the CFO. Sales should be handled as a separate category.
For quick reference and review, present your board with a one-page summary of your company's finances at your quarterly meetings. Open-book management companies can use it for employees, too. This technique doesn't exempt you from standard financial reporting, but it does help key stakeholders more quickly see and appreciate the big picture.
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