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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.
When selling your company be sure you understand the offering price might not match the value of your company and the deal is probably more complex than it seems. Pitfalls include nature of a stock deal, stability of the purchasing company, and tax implications. Best advice: Cash is still king!
This tool provides a detailed look into the various sections of a cash flow statement. It also describes two methods used to calculate cash flow from operating activities, indirect and direct with examples that will give you an edge when it comes time to preparing a cash flow statement of your own.
You might not see accounting as the most interesting part of your growing business, but it is critical to success. If you don't want to be the CFF (Chief Firefighter), bring the right financial leadership on board sooner, not later.
This well-written article gives practical advice on how to think about acquisitions and five no-nonsense tips on how to do them productively for all concerned.
Inc.com provides an excellent collection of 21 links to resources that can guide your management and collection of receivables.
Successful bootstrapping requires getting your hands on cash and managing it wisely. This article points out uncommon sources of ready cash that go unused--negotiating extended payment terms from suppliers, for example.
Stolen software, too-high brokerage fees, out-and-out scams are just a few of the pitfalls entrepreneurs must avoid as they raise capital. This article explains key signs of trouble and what to do about them.
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.
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.
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