Innovative finance strategies for startups
Lawrence Gennari, partner at Choate, Hall & Stewart, LLP
With the stock market entering a modest equilibrium, many emerging growth companies, whether venture-backed or privately funded, are reconsidering financing strategies and looking at their next steps.
Yet, bank financing remains elusive, and many venture capitalists, particularly those previously funding Series A and B rounds, seem to be focused on stabilizing their existing portfolio companies or investing in later stage enterprises. So what’s a technology company to do if it needs financing and hopes to be sold or go public within two years? Consider the following:
Doing more with less. Financings are still getting done, even in this environment. The key is adjusting financing strategy to what is available — and from whom — in the near term. For example, a planned venture round for $7 million may need to be scaled back to a $3 million targeted angel investor offering. Angel investors, both in groups and as individuals, still are reviewing business plans from local companies in compelling industries or with demonstrable near-term financial success, such as achievement of break-even cash flow. Any management team that is formulating plans and presentations for institutional investors should have a parallel plan to reach out to angels.
Milestones matter. Whether the target investor is large or smaller, the questions will be the same. How have you spent existing cash, and how will you apply proceeds from the new financing? Be prepared to demonstrate how past investment led to objective milestones, such as a new upgrade or version of software, registration of unique users, or achievement (or near achievement) of break-even cash flow. For any new offering, you’ll need to show cash outlays that are real, achievable and narrowly tailored to meet near-term milestones. Remember, even if you can’t raise all of the money you ultimately need right now, you’ll position the company for a greater financing valuation later — perhaps in a better or more hospitable economic environment — if you can execute on meaningful milestones this year.
Consider the audience. No financing is “typical” or “standard,” and today, more than ever, investment documents must fit investor objectives. If valuation is stalling discussions, would the investor take convertible debt with a right to participate in future equity rounds at a discount? If future upside protection is the issue, would investors be satisfied with preferred shares carrying an agreed-upon liquidation preference on any future sale? Flexibility and fitting documents to meet stated investor needs is critical — do not draft or present “standard” documents at initial meetings. Angel investor groups will have their own term sheets and documents, while individual angel investors will rely on the company to generate documents later to fit specific discussion points.
Don’t wait to approach investors. How does a promising company with customers, revenue and real prospects find investors, and are any angels still writing checks? The answer is “yes.” Granted, angel investments overall fell in 2008 compared with the year before. Yet the number of deals was relatively unchanged, with 55,480 startup companies raising angel capital, according to the Center for Venture Research at the University of New Hampshire. Most angel investor groups have websites and will respond to online inquiries. The best approach, however, is to approach groups or individual investors through an introduction from someone they trust, which includes fellow investors, an accountant, a lawyer or a banker. The party providing the introduction also might prove to be an important source of information regarding the investor’s preferences, investment appetite and co-investing circle of friends.
Bottom line. Whatever financing strategy you choose, be prepared to think, resize and readjust creatively based on today’s market realities. An innovative and flexible approach is key to raising money now — and for the foreseeable future.
Lawrence Gennari is a partner in the business and technology group at Choate, Hall & Stewart, LLP and an adjunct professor at Boston College Law School. He can be reached at lgennari@choate.com.
We agree with much of Attorney Gennari’s advice on how to prepare for your pitch to a venture capitalist or other private investors. For bandwidth-constrained founders, they are most concerned with the efficacy of finding and attracting the attention of appropriate investors. From this perspective, entrepreneurs and business execs should consider a forum specifically designed with input from the region’s leading private capital investors to offer an effective and efficient venue for identifying, screening, matching and assessing investment suitability of rapidly growing companies. Speed Venture Summit is New England’s premier event for business executives to speed pitch their growth story to private capital investors: in the course of a single day, they meet face-to-face with six different groups of the region’s leading private capital investors. For more information, please visit www.speedventuresummit.org
Music network startup OurStage tunes in $3M funding
If you had a wager on which startups could put together venture cash right now, you probably wouldn’t pick an online social community for pop bands and their fans.
Our Stage
In the case of OurStage Inc., you’d lose that bet. The Chelmsford-based startup, launched in 2006, has raised $3 million of a $6 million new round of financing, bringing its total financing up to $20 million, company officials report.
In March 2008, OurStage raised $17 million from a syndicate of over 100 individual angel investors, assembled through Signature Capital LLC, an investment firm with operations in Florida and Portland, Maine.
Last December, the company went back to angels looking for additional funds.
“In the November-December-January time frame everything was dark for everybody,” said CEO and founder Ben Campbell. “We were in a phase where we needed to raise money and no one was opening their pocketbooks.”
But in early 2009, the company won sponsorship deals with MTV, Citadel Radio and RadioOne. Since then, it has closed five or six deals with household-name companies, which it plans to announce later this year, Campbell said. Add that to the fact that since its early days, it has slashed its burn rate neary by two thirds – to about $700,000 per quarter, and the company was able to get enough volume of small players to see it through, he said.
The site is on track to reach profitability by the middle of 2010, he said.
Such sponsorships net OurStage costs per thousand impressions (CPMs) in the range of $10, while standard ad serving yields $3.50 to $4, Campbell said.
A secondary source reaps subscription fees from booking agents, who use the site like a professional job search tool, tracking band rankings in various geographies to scout acts for their venues.
That’s similar to what a company called Sonicbids Inc. has been doing for some time, said Stephanie Kellar, an assistant professor of music business management at Berklee College of Music.
“Sonicbids were the first folks ever to come up with the electronic press kit. Their whole deal is to connect bands with venues,” Kellar said. “OurStage takes that a step farther adding the social media.”
A third revenue stream, now in beta mode, would allow paid subscribers to test the popularity of certain songs in specific demographics. Labels could do this before signing a band to a recording contract — and advertisers could use the service before committing to a song for a commercial, Campbell said.
That’s a compelling case for labels, who not only suffer from poor CD sales but have seen their hit rates drop dramatically, he said.
Kellar said major labels have been slow to embrace customer-centric marketing – and that’s been to the advantage of smaller, more nimble independent music producers.
“Some people are really reticent about change,” Kellar said. “If you’re not ready to push that envelope, then your competitors will start chomping at your market share. And that’s what happened to the major labels.”
If you sketch it, they will build:
Rally Fighter from Wareham
(Steve Haines/Globe Staff)
Lots of car companies claim to build dream cars. Nearly every luxury and exotic car manufacturer has a department for special orders, and there’s no shortage of tuners that turn these cars inside-out, but aside from Louis Vuitton seats and stainless steel hoods, there’s not much original thought involved. Chinese brand BYD has the lofty phrase “Build Your Dreams” in its name, but its creations are nightmares. Even Tesla Motors can’t climb its way out of a Lotus Elise.
Local Motors of Wareham, Mass., is building bespoke automobiles the old-fashioned way: take a sketch, bring the buyer into the shop at every step, and churn out a car that resembles no other set of wheels on earth. The company’s website even invites designers to compete and submit drawings for potential production.
Globe reporter Emily Sweeney and photographer Steve Haines got a tour of the factory and its handsome Rally Fighter, above, which is an upscale Baja buggy that will cost $50,000 when it enters production this spring. Local Motors also has selected a wild design for a three-passenger electric vehicle, dubbed the “Boston Bullet”.
It’s certainly courageous of CEO John B. Rogers, Jr. – a retired Marine and Harvard Business School grad – to gather millions of dollars and pay 10 employees in these times. Give this man a nice federal loan – he’d deserve it.
- Read the full story here
- See more photos of LM’s shop in the full entry
All photos by Steve Haines/Globe Staff
A sketch of the final version of the Rally Fighter, center, is surrounded by previous mock-ups.
John Rogers, Jr., CEO of Local Motors Inc, sits in a mock-up of the Rally Fighter on the floor of his garage.
John Rogers, Jr. in the midst of the ribs of the Rally Fighter mock-up.
Colby Whipple uses a hand held 3D scanner to scan a Ford axle that they will use in the Rally Fighter. Once scanned, it will be used in the computer so they can test various performance capabilities.
