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.