| ign="center"> | | | | with new invoices that are likely to perform. |
| FINANCIAL MYTHS vs. FINANCIAL FACTS | | | | On the surface, non-recourse sounds better than |
| Evaluating Funding Options for your B2B Business | | | | recourse. But if the fees for the non-recourse |
| The world of commercial finance is complicated. It is | | | | factoring are significantly higher than full recourse, is |
| suggested that all businesses consult with their | | | | the added cost to transfer the risk of payment |
| trusted advisors (CPA, Attorney, or Partner) before | | | | default worth the expense? How many of your |
| entering into any financing transaction that will have | | | | customers will file bankruptcy or go out of business? |
| long term effects on their business. The following | | | | Over a period of time it may cost you more of your |
| statements are the opinions based on the dictionary | | | | potential profits to transfer some payment risk to |
| definitions herein below. | | | | the commercial finance company. |
| Merriam-Webster Online Dictionary Abridged | | | | Most commercial finance companies offering full |
| Definitions: | | | | non-recourse factoring conduct extensive credit |
| MYTH: | | | | checks on the customer before they will pay an |
| Pronunciation: 'mith | | | | advance on an invoice. This is a benefit to all |
| Function: noun | | | | concerned. When it is predictable that an invoice will |
| Etymology: Greek mythos | | | | get paid by a creditworthy customer, the invoice will |
| 1 a: a usually traditional story of ostensibly historical | | | | be purchased. This credit quality check is of benefit |
| events that serves to unfold part of the world view | | | | to you because you do not want to knowingly sell |
| of a people or explain a practice, belief, or natural | | | | your products or services to businesses that are not |
| phenomenon. | | | | likely to pay. On the other hand, there may be |
| 2 a: a popular belief or tradition that has grown up | | | | companies you would prefer to do businesses with |
| around something or someone; especially: one | | | | that do not meet the creditworthiness standards for |
| embodying the ideals and institutions of a society or | | | | non-recourse factoring. There may be compelling |
| segment of society | | | | business reasons to choose recourse vs. |
| 2 b: an unfounded or false notion | | | | non-recourse factoring. |
| FACT: | | | | âLook after the pennies and the pounds will |
| Pronunciation: 'fakt | | | | look after themselves.â |
| Function: noun | | | | If you look after the pennies, the pounds will look |
| Etymology: Latin factum, from neuter of factus, past | | | | after themselves, meaning that if someone takes |
| participle of facere | | | | care not to waste small amounts of money, they will |
| 1: a thing done | | | | accumulate capital. |
| 2: the quality of being actual | | | | âHook, line and sinkerâ |
| 3 a: something that has actual existence | | | | If somebody accepts or believes something hook, |
| 3 b: an actual occurrence | | | | line and sinker, they accept it completely. |
| 4: a piece of information presented as having | | | | FINANCIAL MYTH: No. 5 |
| objective reality- in fact: in truth | | | | Startup companies with a new hot product need |
| âA fool and his money are easily | | | | venture capital to grow rapidly. |
| partedâ | | | | FINANCIAL FACT: |
| FINANCIAL MYTH: No. 1 | | | | You can grow exponentially with purchase order |
| Finance companies that promise funding in 24-48 | | | | financing, factoring, and inventory financing from a |
| hours are the best choice. | | | | commercial finance company. |
| FINANCIAL FACT: | | | | In general, more products you sell, the higher your |
| Unless you are desperate for funding, you should | | | | revenues and profits. The more orders you have, the |
| take time to compare alternatives, read the | | | | more you can sell, provided you can pay your |
| proposed contracts, and consult with your advisors. | | | | suppliers upon delivery. Purchase order financing is like |
| It is recommended that you read the proposed | | | | inventory financing for goods in transit to your |
| contract before you agree to terms, and carefully | | | | customer. |
| consider the risks regarding following matters: | | | | Commercial finance companies provide purchase |
| 1. Percentage to be advanced: This may range from | | | | order financing to pay your suppliers, enabling you to |
| 60% to 90% of the face value of an invoice. Will the | | | | close the sale and deliver your orders to your |
| percentage to be advanced be sufficient to help you | | | | customers. This often involves a letter of credit using |
| grow profitably? | | | | the commercial finance companyâs credit to |
| 2. Your obligation to work with the finance company: | | | | guarantee payments to the factory producing the |
| Are you required to sell 100% of your accounts | | | | product, especially if the manufacturing facility is not |
| receivable every month, or are you permitted to sell | | | | located in the US. |
| at your discretion? Are there monthly minimum | | | | When the goods are accepted by your customer, an |
| charges and if so, would you be likely to use the | | | | account receivable is created. An invoice factor, or |
| services of the commercial finance company to this | | | | commercial finance company that purchases accounts |
| degree every month? | | | | receivable, pays for the purchase order financing. You |
| 3. Will you be more profitable if you use the finance | | | | are paid the profit when your customer pays. |
| companies services? In other words, can you afford | | | | The commercial financing structure may follow these |
| to pay the commercial financing fees in order to | | | | steps: |
| grow your business? | | | | Letter of credit (to guarantee manufacturer payment |
| 4. Which source is better for you: a small commercial | | | | for goods) â—º Purchase Order Financing |
| finance company, a large commercial finance | | | | (pays manufacturer/supplier) â—º Accounts |
| company, or the asset based lending department of | | | | Receivable Financing (pays Purchase Order Financing) |
| a bank? With the small companies, you are more | | | | â—º Inventory Financing â—º |
| likely to work with the decision makers and their | | | | Customer pays â—º Factor is paid |
| usually is more flexibility and discretion. With the large | | | | â—º You are paid profits from your sales |
| companies, you can accomplish larger transactions | | | | after financing costs are paid |
| and this may be of great significance especially if | | | | Commercial Finance Brokers help you determine what |
| your business is international. Banks may be an | | | | financing is available according to your circumstances, |
| excellent choice if your accounting is perfect and you | | | | at competitive rates. |
| are good at dealing with strict requirements. Banks | | | | âPlay hardballâ |
| are regulated institutions with safety and soundness | | | | If someone plays hardball, they are very aggressive |
| requirements which generally make banks more | | | | in trying to achieve their aim. |
| conservative than private lenders. GFS works with all | | | | Venture Capital Funding |
| three types of lenders. | | | | The Venture Capital Industry: |
| 5. Choice of law: If you are in California, and any | | | | Venture capital is money provided by professionals |
| dispute must be litigated in New York can you afford | | | | who invest alongside management in young, rapidly |
| the risk that you might have to travel to protect | | | | growing companies that have the potential to |
| your interests? Where are disagreements or disputes | | | | develop into significant economic contributors. |
| to be decided? Is there binding arbitration? | | | | Venture capital is an important source of equity for |
| 6. Penalties for early termination: Some yearly | | | | start-up companies. |
| contracts provide that if you want to leave the | | | | Professionally managed venture capital firms generally |
| commercial finance company, you are liable for | | | | are private partnerships or closely-held corporations |
| âthe greater of Two percent (2.00%) of | | | | funded by private and public pension funds, |
| the Maximum Credit Line, or the number of months | | | | endowment funds, foundations, corporations, wealthy |
| remaining in the agreement multiplied by the Monthly | | | | individuals, foreign investors, and the venture |
| Minimum Feeâ. Is the termination fee risk | | | | capitalists themselves. |
| affordable? | | | | Venture capitalists generally: |
| 7. Penalty interest if you client fails to pay on time: | | | | ⢠Finance new and rapidly growing companies; |
| Some lenders provide that if a client defaults, you | | | | ⢠Purchase equity securities; |
| can substitute another invoice and not be charged a | | | | ⢠Assist in the development of new products |
| penalty. Other lenders may require that if a client fails | | | | or services; |
| to pay an invoice within 90 days, you are charged | | | | ⢠Add value to the company through active |
| 20% of the invoice face amount plus 7.5% per | | | | participation; |
| month until payment is made. What does the | | | | ⢠Take higher risks with the expectation of |
| commercial financing agreement require when your | | | | higher rewards; |
| client does not pay on time? | | | | ⢠Have a long-term orientation |
| âEconomical with the truthâ | | | | When considering an investment, venture capitalists |
| If someone is economical with the truth, they leave | | | | carefully screen the technical and business merits of |
| out information in order to create a false picture of a | | | | the proposed company. Venture capitalists only |
| situation, without actually lying. | | | | invest in a small percentage of the businesses they |
| FINANCIAL MYTH: No. 2 | | | | review and have a long-term perspective. Going |
| Finance companies that promise lower rates are the | | | | forward, they actively work with the company's |
| better choice. For instance, Co. âAâ | | | | management by contributing their experience and |
| offers 3% per month; Co. âBâ | | | | business savvy gained from helping other companies |
| offers 3.25% per month. Co. âAâ is | | | | with similar growth challenges. |
| the best choice. | | | | The advantage of venture capital investment is that |
| FINANCIAL FACT: | | | | you get money that enables you to expand your |
| Contract terms and conditions determine your actual | | | | business and obtain market share before someone |
| costs based on when your clients pay. This requires | | | | beats you to it. Venture capital is not a loan that |
| analysis. | | | | needs to be repaid; rather, venture capitalists (VCs) |
| It is recommended that you carefully consider the | | | | invest their money in exchange for equity (an |
| contract terms regarding how interest is charged and | | | | ownership share) in your company. VCs get their |
| your experience regarding how your customers | | | | cash out only when your business is acquired by |
| typically pay to project the true costs of financing. | | | | another company or "goes public," that is, when its |
| Here are several examples: | | | | shares can be publicly traded on a stock exchange. |
| 1. You sell an invoice with a face value of $100.00. | | | | The disadvantage is that you are no longer the sole |
| Assume the contract charges are 3% for 30 days, | | | | owner of your company and may lose control. |
| with an 80% advance to you and your customer | | | | Moreover, a VC may move your company towards |
| pays the commercial finance company the full | | | | an Initial Public Offering (IPO) of publicly traded |
| amount due on the 30th day. You take an $80.00 | | | | shares faster than might be best for the long-term |
| advance on day 1 and your customer pays the | | | | health of the business. |
| commercial finance company $100.00 on the 30th | | | | In general, the earlier the stage where you receive |
| day:v Suppose Lender âAâ charges | | | | funding, the more you have to give up. A few VC |
| 1% for every 10 days period. Assume | | | | companies or "angel investors" might invest in what is |
| âPayment dateâ is defined in the | | | | not yet a real operating business but just a concept. |
| commercial finance contract as the date the finance | | | | For $500,000, they might take a 60% ownership in |
| company receives payment from your customer | | | | the company, and put in their own management |
| pays plus ten (10) banking days. Ten banking days | | | | team. If they decide that this can become a viable |
| are two calendar weeks. You will be charged for 44 | | | | business ("proof of concept"), they might fund the |
| days. One percent for the first 10 days, plus 4 | | | | company for another $5 million, taking yet more |
| percent for the next 34 days equals a charge of 5%. | | | | equity. By the second round of financing, the original |
| Your cost = $5.00.v Suppose Lender | | | | business owner might retain only a 5% to 10% |
| âBâ charges 1.5% every 15 day | | | | ownership. |
| period. Assume âPayment dateâ is | | | | What are the Pros and Cons in having Venture |
| defined in the commercial finance contract as the | | | | Capital Funding as a partner? |
| date the finance company receives payment from | | | | Pros: |
| your customer plus three business days for check | | | | - Financial strength for global competition |
| clearance. You will be charged for 33 days. You will | | | | - Share buy-back opportunity |
| be charged 4.5%. Your cost = $4.50.v Suppose | | | | - Easier to get listed on a stock exchange |
| Lender âCâ defines | | | | - No conflict of interest |
| âPayment dateâ as the day they | | | | - VC network can enhance the company's business |
| receive the check or wire funds transfer. This | | | | VCâs provide experience, advice, and |
| commercial finance company stops the interest clock | | | | mentoring. They are objective, helpful with |
| on the day they receive payment from your | | | | networking and hiring the right people. They add |
| customer. You will be charged 3%. Your cost = | | | | credibility and prestige to your business, share the |
| $3.00.v Suppose Lender âDâ defines | | | | risks, and help eventually to sell the business. |
| âPayment dateâ as the day they | | | | Cons: |
| receive funds and charges daily interest only on the | | | | - Lose part of the ownership |
| actual funds advanced, also know as per diem | | | | - Cannot manage the company as a family-run |
| interest. Since you are being charged 3% on $80.00 | | | | business |
| your cost = $2.40. | | | | The risk of working with a VC may be their concern |
| 2. In every contract the definition of | | | | is more for a profitable and mandatory exit, |
| âPayment dateâ and method of | | | | compared to your concern for your employees and |
| interest calculation are critical to anticipate your actual | | | | customers. You loose independence to manage your |
| costs of financing. All of the above methods of | | | | business and the VCâs may have the right |
| calculation, except Lender âAâ, may | | | | to fire you and your management team. It can be a |
| be reasonable on account of the risks inherent in the | | | | full-time job to manage the venture capitalists that |
| transaction. Gregg Financial Services works to obtain | | | | are funding your business. Venture capitalists usually |
| the most competitive rates and terms for our | | | | ask for: |
| clientâs initial funding; and GFS works to | | | | â¢Anti-dilution protection. If the company's |
| reduce commercial finance costs as you grow. | | | | stock price goes down any time in the future, they |
| 3. If you customers typically pay in 60-90 days, a | | | | get additional stock for free. |
| contract that requires a minimum interest charge for | | | | â¢Dividends. In addition to stock, they get a |
| 60 days is not unreasonable. This condition may be a | | | | guaranteed rate of return. |
| required for medical accounts receivable financing. | | | | â¢Liquidation preferences. VCs get their |
| 4. Consider whether the commercial finance | | | | principal and dividends back before anyone else gets |
| companyâs contract requires you to sell | | | | a penny. |
| every invoice (100% of all invoices) on the day you | | | | â¢Participating preferred. They get to double |
| issue them, or may you sell individual invoices up to | | | | dipâthey first get their investment plus |
| 59 days past due, according to your needs? There | | | | dividends, then the value of their stock. |
| are tradeoffs: lower price vs. flexibility. It is very | | | | â¢Mandatory redemption. This requires the |
| much a question of assessing your commercial | | | | company to buy their stock back by a certain date, |
| financing requirements and your gross margins to pay | | | | establishing a deadline for an exit event. |
| for financing costs. | | | | â¢Demand registration rights. The VCs can |
| âEasier said than doneâ | | | | force the company to file a registration statement |
| If something is easier said than done, it is much more | | | | with the Securities and Exchange Commission to |
| difficult than is sounds. It is often used when | | | | initiate an initial public offeringâanother way |
| someone advises you to do something difficult and | | | | of forcing an exit event. |
| tries to make it sound easy. | | | | â¢Approval rights. The VCs must approve any |
| FINANCIAL MYTH No. 3 | | | | new financings and have the right to participate. |
| You can determine the best finance company to | | | | â¢Reps and warranties. You'll also have to |
| work with by simply by comparing several different | | | | accept personal liability for representations you've |
| websites. | | | | made about key aspects of the company. They will |
| FINANCIAL FACT: | | | | have the right to sue you for all you own if you |
| Websites are advertising. Knowledge of the lender, | | | | forgot to give them any bad news. |
| their reputation and business practices are essential | | | | CONCLUSION: There are no easy choices. If you |
| to choose wisely. | | | | have orders for your product with a sufficient gross |
| KEY POINTS TO CONSIDER: | | | | margin, commercial finance companies may be your |
| When assessing the most appropriate commercial | | | | best choice. If you need to develop your product |
| financing company to use, make sure: | | | | and lack the capital to fund your business to develop |
| ⢠the provider is a reputable company | | | | the product, market your brand and receive orders, |
| ⢠your contract corresponds with any verbal | | | | venture capitalists can be the best thing that ever |
| or written quotations | | | | happened to your company. If you commit to a |
| ⢠you are aware of any financial penalties if | | | | commercial finance company, you can terminate the |
| you wish to end the agreement early | | | | contractual relationship. If you commit to a venture |
| ⢠the financing credit limits are sufficient for | | | | capitalist, the exit strategy is in their domain. |
| your initial needs | | | | âMake a mintâ |
| ⢠you have read the contract carefully | | | | If someone is making a mint, they are making a lot |
| before signing it, checking the amount of financing | | | | of money. |
| and notice periods | | | | âFeel the pinchâ |
| ⢠you understand all terms and conditions, | | | | If someone is short of money or feeling restricted in |
| and the costs you will have to pay | | | | some other way,they are feeling the pinch. |
| Commercial Finance Brokers work with many | | | | FINANCIAL MYTH: No. 6 |
| dedicated commercial finance companies and banks | | | | All finance companies charge interest on 100% of the |
| across several businesses of all sizes. There are many | | | | face value of the invoices you sell to them. |
| areas of specialization, such as purchase order | | | | FINANCIAL FACT: |
| financing, accounts receivable financing, inventory | | | | Some finance companies base their charges only on |
| financing and SBA financing. Most commercial finance | | | | actual amount of money you receive. |
| companies limit their services to one or two of these | | | | There is a large range of pricing in the commercial |
| categories. A commercial finance broker will assess | | | | finance business. Although competition tends to hold |
| different companies and match you with one that | | | | prices down, different industries may be charged |
| best fits for your business needs. They also keep a | | | | more because of historical risk. For instance, medical |
| close watch on commercial finance companies that | | | | and construction accounts receivable financing will be |
| may charge non-competitive fees and will not match | | | | more costly than commercial financing for a staffing |
| you with them. In addition to comparing rates, there | | | | agency. |
| are many points to consider when choosing services. | | | | At one extreme, some commercial finance companies |
| To anticipate problems with customers that inevitably | | | | require that 100% of invoices be sold and interest is |
| arise, find out what level of customer service they | | | | charged on 100% of the invoices. This may be |
| offer to help resolve problems. Do they provide | | | | reasonable because the business is high risk and if |
| telephone support and in-person meetings, e-mail help | | | | your company goes bankrupt, the commercial finance |
| and live chat, or a combination of services? Choose | | | | company cannot collect any of the funds that have |
| the commercial finance company that offers multiple | | | | been advanced. |
| ways to reliably address concerns or answers | | | | The best pricing available is computed with regard to |
| questions. Consider differences in where you are | | | | the actual funds advanced with interest payable on a |
| located and the time zone where the commercial | | | | daily basis for the period the funds are utilized. This is |
| finance company is located. How will this affect cut | | | | called per diem interest. Most banks and some |
| off times for funding? How will this affect your ability | | | | commercial finance companies offer this option which |
| to reach your key finance representatives? | | | | may be described as a âline of |
| You may want to ask for a list of references before | | | | creditâ or âasset based |
| you do business with them. Make sure to ask such | | | | financingâ for larger transactions. |
| questions as: | | | | Assume a commercial finance company charges a |
| ⢠Were they able to quickly process your | | | | 3% monthly fee and you sell an invoice for $100.00. |
| funding requests? | | | | Assume further that you customer pays in 5 days. |
| ⢠Was the approval process simple? How | | | | Here is a range of costs you would pay, based on |
| long did it take? | | | | various minimum contract time and payment terms: |
| ⢠Was the company easily accessible through | | | | Based on 100% of the invoice: |
| phone and email? | | | | 59 day minimum term = $6.00 cost |
| ⢠How long did it take before you received | | | | 30 day minimum term = $3.00 cost |
| funds? | | | | 15 day minimum term = $1.50 cost |
| ⢠If you had a problem with your account, | | | | 10 day minimum term = $1.00 cost |
| what did they do to resolve it? | | | | Per Diem interest 5 days = $ .41 cost |
| ⢠How did your clients react to working with | | | | Based on an 80% advance Per Diem for 5 days = $ |
| the commercial finance company? Did they handle | | | | .33 |
| them appropriately? | | | | âLeave no stone unturnedâ |
| ⢠Would you recommend this company? | | | | If you look everywhere to find something, or try |
| âFace Valueâ | | | | everything to achieve something, you leave no stone |
| If you take something at face value, you accept the | | | | unturned. |
| appearance rather than looking deeper into the | | | | âGame Planâ |
| matter. | | | | A game plan is a good strategy |
| FINANCIAL MYTH: No. 4 | | | | FINANCIAL MYTH: No. 7 |
| A non-recourse contract means you do not have to | | | | A finance company contract with no term is better |
| pay the finance you to pay unless your company if | | | | than a contract with a one year term. |
| there is a default. | | | | FINANCIAL FACT: |
| FINANCIAL FACT: | | | | If you will need financing for one year and rates and |
| Most contracts require you to pay unless your client | | | | terms are lower, the one year contract may be a |
| files bankruptcy or goes out of business. | | | | better choice. |
| There are two general types of factoring: recourse | | | | âKeeping your options openâ |
| and non-recourse. Recourse factoring is the most | | | | If someone is keeping their options open, they are |
| common. With recourse factoring, the commercial | | | | not going to restrict themselves or rule out any |
| finance company generally will fund every invoice you | | | | possible course of action. |
| submit, but will require a refund plus their fees for | | | | FINANCIAL MYTH: No. 8 |
| invoices that are not paid within a specific period of | | | | SBA business loans are similar at every bank. |
| time, usually 90 days. | | | | FINANCIAL FACT: |
| Non-recourse factoring may free your company of | | | | Some banks originate SBA business loans with |
| any responsibility for non-paying accounts, if, and only | | | | delegated authority. This allows additional financing for |
| if, it is truly ânon-recourseâ without | | | | purchase order, accounts receivable and inventory |
| conditions. | | | | from third party lenders creating more capital for |
| The commercial finance company with a | | | | growth. |
| non-recourse contract will have more stringent | | | | âPut all your eggs in one basketâ |
| policies for the invoices they will accept. In a | | | | If you put all your eggs in one basket, you risk |
| non-recourse contract the commercial finance | | | | everything on a single opportunity, which, like eggs |
| company agrees to purchase the invoice from you | | | | breaking, could go wrong. |
| and takes some or full responsibility for its payment. | | | | FINANCIAL MYTH: No. 9 |
| It depends on the contract terms. Credit insurance | | | | All finance company contracts, terms, and conditions |
| may be required. This is an additional expense. | | | | are similar. |
| Non-recourse factoring generally is defined in | | | | FINANCIAL FACT: |
| commercial finance contracts to mean: if the | | | | Terms range from fair to onerous. When you factor |
| customer does not pay in limited situations, | | | | invoices you entrust all your cash flow to a |
| itâs not your problem. For example, should | | | | commercial finance company. |
| the customer declare bankruptcy or go out of | | | | âComfort Zoneâ |
| business you are not responsible to pay back the | | | | It is the temperature range in which the body does |
| commercial finance company for the advance on | | | | not shiver or sweat, but has an idiomatic sense of a |
| certain invoices. But, if there is a warranty issue, if | | | | place where people feel comfortable, where they can |
| anything at all is wrong with your product or service, | | | | avoid the worries of the world. It can be physical or |
| you may be held responsible for the advance you | | | | mental. |
| received. And the commercial finance company can | | | | FINANCIAL MYTH: No. 10 |
| assert a breach of the many warranties and | | | | All finance companies require that your customers be |
| representations in your contract as a defense to | | | | notified that you are working with them. This is called |
| accepting responsibility for a loss due to non-payment | | | | notification and verification. |
| in a non-recourse agreement. | | | | Financial Fact: |
| There are also commercial finance companies that will | | | | Some finance companies allow non-notification |
| provide a mix of the two. These companies will | | | | factoring. This makes the financing transparent to |
| promise to assume the risk of your invoices but | | | | your customer. |
| require you to swap in a replacement of equal or | | | | âTake the plungeâ |
| greater value for slow-paying or defaulted accounts. | | | | If you take the plunge, you decide to do something |
| This is not a true ânon-recourseâ | | | | or commit yourself even though you know there is |
| contract in the literal sense of the idea because you | | | | an element of risk involved. |
| are required to substitute non-performing invoices | | | | |