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For small- and mid-size companies, offering stock directly to the public without an underwriter can be a successful way to raise public money. This article provides an introduction to what is involved in a direct public offering, and describes the pros and cons of this approach.
PIPES-or Private Investment in Public Equity-as a vehicle for companies to raise capital reverses the order of public filings from IPO or secondary offering. PIPES are a worthy alternative for raising public money but should be used selectively.
Being a public company has upsides, such as increased value of your company and stock liquidity. Entrepreneurs, though, should realize the downsides, such as compliance costs and lack of personal and company privacy. Looking thoroughly at the entire picture will help you decide whether going public is your best move.
The U.S. Securities and Exchange Commission Web site contains a comprehensive guide, QandA: Small Business and the SEC, that provides a basic understanding about the various ways companies can become public and what securities laws apply.
This finance expert explains the Sarbanes-Oxley (SOX) law and how it impacts public and private companies. This author shows the upside and downside of SOX compliance and asserts private companies aiming to grow (and go public) should take steps to become SOX-compliant early on.
In the past, reverse mergers were associated with penny stocks, manipulation, and potential for abuse. Today they are viewed as a legitimate vehicle for going public. The author explains the steps involved in doing a reverse merger and offers tips for expediting filing and approval of documents with the SEC.
Terry Bruggeman shares the tale of leading his life sciences company through the decision to obtain capital. After exploring the funding options, including VC and IPO, Bruggeman and his team decide to undertake a reverse merger.
Many entrepreneurs increasingly are exploring alternative ways to raise capital. This overview evaluates four of the most common alternative public equity tracks: foreign markets, corporate shells, private investment in a public equity, and direct public offerings.
Looking at ways to do a public offering, the founders of a biotech company chose a reverse merger, an alternative public offering that ultimately provided the company with access to more funding sources and higher valuation.
KATHLEEN M. EISENHARDT is Professor of Strategy and Organization at Stanford University. She is widely known for her work on strategy, strategic decision making, and innovation in rapidly changing and highly competitive markets. She is the coauthor (with Shona L. Brown) of the book Competing on the Edge: Strategy as Structured Chaos, published by Harvard Business School Press. Using analogies from The Grateful Dead to the Tour de France and scientific underpinnings from complexity and time-paced evolutionary theories, this book describes how to compete successfully in dynamic markets. Professor Eisenhardt's current research centers on collaboration and competition in the converging computing, telecommunications, and semiconductor industries, from the perspectives of complexity, evolutionary and game theories. For her past research on fast strategic decision making, she won the Pacific Telesis Foundation Award. She has also received the Whittemore Prize (with D. Charles Galunic) for her writing on organizing global corporations in high velocity markets, and the Stern Award (with Claudia B. Schoonhoven) for her work on the formation of strategic alliances in entrepreneurial companies. She was Co-Principal Investigator on the Global Electronics Study for Andersen Consulting. At Stanford, Professor Eisenhardt has received several teaching awards including selection as one of the Top 8 Professors at Stanford and her course has been selected by students as one of the top 10 at the University. She also serves as the Associate Director of the Stanford Computer Industry Project (SCIP). Professor Eisenhardt has consulted for a number of major corporations on topics surrounding strategy and organization in rapidly changing markets with particular emphasis on strategy, strategic decision making, product innovation, creation of cross-business synergies, and top management team dynamics. Her clients h
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