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Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
Review this sample Cash Flow Report and Cash Flow Statement for this year old business to understand the primary differences in these two reports and the value in using them in reporting financial information.
Along with this sample Income Statement for a year old business, this tool provides a line-by-line explanation of the most common categories used to report profits.
The mysteries of how VCs determine company value can be daunting to entrepreneurs. This uncertainty is due, in large part, to the uncertainty of the valuation process itself. From the VC Confidential blog, here is a glimpse of what that process looks like.
This brief, to-the-point VC blog entry explains why investors often consider operating cash flow as the best measure of business health. The piece also explains one way for entrepreneurs to calculate it with investors in mind.
When seeking venture capital, entrepreneurs may be asked to sign a term sheet with a no-shop clause. That means the entrepreneur agrees not to seek other investors during the final negotiations. This blog entry contains some good advice that isn't necessarily obvious to the uninitiated.
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.
Pulling legal documents from the internet may be quick, cheap, and easy, but keep in mind you get what you pay for. Sometimes more is less. An experienced, straight-talking start-up veteran provides three best practices about how to avoid mistakes, what you should pay, and how to negotiate fees.
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.
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.
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.
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