Angel and Venture Capital finance assists entrepreneur’s with high growth ventures to capitalise on their potential. However, Angel Investors and VC Funds have their own methods of working and their own specific objectives. Unless the entrepreneur can present the venture investment proposal in their terms and in a form which meets the investor’s objectives, the funding request will be unsuccessful. This book sets out how Angel and VC funding processes work, the criteria used to select investments and the processes used to manage those investee firms through to a harvesting event for the investors.
This book provides a detailed examination of the exit preparation process in financial and strategic ventures. Underpinning the creation of value in both of these ventures are the drivers of high growth potential. In the case of a financial venture, the business itself must create the business model to exploit the growth opportunity. A financial business must build an organization which is capable of delivering a robust business to the buyer which enables the buyer to exploit its revenue growth potential.
Designed to help high net worth individuals become successful Angel Investors. Angel investing involves active mentoring and coaching of an early stage management team towards a successful exit or additional funding, probably from a venture capital firm. This book sets out a comprehensive and rigorous process which will help the Angel generate deal flow, evaluate investment proposals and manage the investment and subsequent harvest. The book also provides a useful guide to managing operational risks in the venture.
Proactively driving high growth is a mystery for the vast majority of entrepreneurs. They have no model of the driving forces of high growth to guide them and thus their efforts are often frustrated when they overlook basic principles that underpin growth strategies. Entrepreneurs seek growth in their ventures but it eludes most because they don’t have a full understanding of the interdependence of the factors inside their business and their external environment that provide growth traction.
Most acquisitions fail to achieve their objectives or to return positive shareholder value. Companies enter into acquisition discussions with little preparation for evaluating the potential acquisition or for managing the newly acquired business after the deal is done. Where there are major cultural differences, these are not adequately recognised during the initial discussions with the vendor and are often badly handled during the integration activity. However, with advance preparation these problems can be overcome.