1. Decide how much money you need and for what purpose. Coming to a clear understanding of the purpose of your loan is key in selecting the kinds of business lenders you will need to approach since many commercial lenders specialize in certain areas. Some of your options would be working capital, inventory, equipment, expansion and new facilities financing.

2. Determine what collateral you will use for the loan you are seeking some of you options are your cash flow, inventory, equipment, receivables, commercial property, a new contract and personal guarantees. While you may not have to come up with 100 percent collateral coverage all lenders will want some kind of guarantee so start lining up your collateral.

3. Pull your company’s business credit report and examine it very closely for accuracy and any errors, the last thing you want is for something unexpected to prevent you from obtaining your loan. Also pull your own personal credit report and those you of your top management team or key officers and partners and do the same kind of through review as you did with your business credit report.

4. Prepare a good business plans detailing your business operations, how you will use the funds you receive, and what kind of profits your use of these funds will create. The profits your use of the business loan will create is key to any business plan or funding request, because it is from those profits that the loan will be repaid.

5. Develop a list of lenders specific to your loan needs your list could include commercial banks, commercial finance firms, specialty lenders, private lenders, and government loan programs. In selecting lenders keep in mind that while commercial banks have very strict lending guidelines there are many different kinds of commercial lenders who will lend to companies that banks will not. 6. Select those lenders you want to work with and prepare and submit your loan requests to them then give them plenty of time to make a decision on your loan request. The last thing you ever want to do is to try and rush a lender into making a fast loan decision on a loan request, or you won’t like the fast decision you get I promise.

In your search for a business loan there are many factors that are beyond your control, but these steps are six factors that you can control as you look for business financing. In troubled economic times like those we are experiencing now you may have to look a little longer for the business loan your company needs, but it will be worth the effort when you get the money you need to operate and grow your business.

Know Your Operational Costs

Right from the start you should know what it costs to run your business on a monthly basis. Certainly, there will be some variable costs that change on a monthly basis but you should still have a rough idea of what they are so you can form a budget. If you do not capture all your expenses then you are quite likely to forget about some of them. A few hundred dollars here and there can quickly add up. The easiest way to do this is to draw up a simple spreadsheet. Capture fixed expenses such as rental costs and salaries first, and then have sections for income such as stationary, telecommunications and fuel. These operational costs should form the basis of your budget. They define your break-even point of your business. Bring in less income than that and your business will be in trouble. Always know the target that you need to reach in terms of turnover.

Define Your Payment Dates

Try not to have all your expenses payable at the same time of the month. Most landlords require that you pay the rent up front yet many insurance companies, for example, will allow you to schedule your debit orders for the 10th or 15th of the month. What this does is spread the load of your payments throughout the month. Instead of having to make sure that you have a lump sum of cash available at the end of every month, you need only a portion of your expenses to be covered then and have some more time to get in the balance of your cash before the next batch is payable. It may initially seem like a mission to split up the payment dates but it can make a huge difference to your cash flow.

Be Strict with Your Debtors

This is a trap that too many business owners fall into. They do not want to offend customers and potentially lose out on their business so they bend over backwards to accommodate them and let them get away with paying late on a regular basis. Large companies often use this tactic to help balance their cash flows. The longer they can stave off paying a small business, the greater benefit to them. You don’t have to be aggressive when chasing payments. From the outset with clients, make sure that you clearly communicate your payment terms. Ideally, small businesses should operate on a cash-on-delivery basis but in many industries, this is not possible. Try to have as short a period as possible for payment. Ideally, it should be seven or 14 days. At the outset, it should never be more than 30 days. If it is seven days then clearly state this on your invoice and when you make delivery. If after the eighth day you have still not received payment, make a phone call to find out if it has been processed. If it has but doesn’t yet reflect in your account, let your client know that you will call to confirm as soon as it does. This is a polite way of letting them know that you watch and manage your cash flow closely and that they cannot get away with delaying payments.

Make Sure You Have a Wide Customer Base

Many small businesses start with just one or two major clients. While this is great initially, think of what will happen if that big client delays payment or doesn’t pay at all. How will that affect your cash flow? It is much better to have lots of smaller amounts of cash consistently coming into your business than to depend on one or two large payments every month. To have large clients is great but make sure you can break even without their payments. That way, you will always have a strong cash flow.

1. Collect – many small businesses can do much to improve their incoming cash by simply following up with their creditors and collecting on receivables. Ensure you send invoices to your clients in a timely manner and send follow ups and reminders regularly. Merchant facilities will make it easy for your clients to pay you – consider setting up credit card payment with your bank, requesting a retainer before commence a job or offering a discount to clients who pay early.
2. Manage – budgeting is vital to small business success. Prioritise your current and future expenses to fit your cash flow forecast. Stick with your budget and schedule payments to maximise the amount of cash you have in hand. Plan for seasonality and variances in incoming funds. Smaller monthly payments are generally cash flow friendlier than large outright purchases, so operating leases and other forms of asset finance are great ways to manage your capital acquisitions. Make note of your debtors and determine which ones are more flexible with offering an extension on payment.
3. Respond – of course the nature of business is unpredictable, and there will be plenty of moments that you’ll need cash. Short term loans can help in these instances so maintaining a good relationship with your on-going lending institution is a good idea. Meanwhile, speaking regularly with multiple lenders lets you compare rates and find the best option for your business needs.

Finally, make sure your business isn’t affected by bad business. Doing a quick credit check on new clients will ensure that they good credit history – so you’ll know that you’ll be paid on time.

The simple answer is that lenders and investors (I’ll call them “readers” from here on out) are looking for good deals. A good deal is one that offers the reader a reasonable rate of return for the risk assumed. The complete answer is that you should write a plan that a reader will want to read and then get it to reader(s) who are looking for your type of project and levels of risk and return. This article deals with the first part of the equation – how to write a business plan that readers will want to read.

Readers want plans that clearly, accurately and completely allow them to make an initial determination about the project. Here are the steps needed to write that plan:

To borrow from the real estate industry, the three most important things about a business plan are research, research and research. While other things are important (even critical), ultimately your plan will live or die on the quality and completeness of your information. For that matter, you’re about to risk your time and financial future on a project – how much information do you want to have? Step one:

1. Become expert in your project. Learn everything possible about:

a. The customers to whom you will sell (your market).

b. The competition.

c. The actual costs of operating your business (get quotes).

d. The actual results of similar projects.

e. Your industry.

f. The project’s physical location(s) and it’s impact (if any) on the project.

g. The people who will be key to the project.
If you’ve followed the above, you’ve now got a mound of research – sticky notes, web pages, reports, quotes, etc., etc. But, what does it all mean? Step two:

2. Analyze. (Hopefully) when you first got the idea for your project there was a sense of excitement and a feeling that this is a sure winner. Now is the time to see if your feelings were well founded. With a critical eye, do a SWOT (strengths, weaknesses, opportunities, threats) analysis on your project. Determine what you are able to do to capitalize on the S and O and minimize the W and T.

Steps one and two may have changed somewhat your sure winner feelings – which is good. (If not, you either have hit upon the next sliced bread or you need to redo the preceding steps). Presuming that your research and analysis shows a worthwhile use of your time and money (and that of your readers) move to step three:

3. Forecast. This is where the rubber meets the road. Using your research and analysis you will now tell your readers that “this is what will happen to the money”. You’ll do it with accounting forecasts called pro forma statements. Provide either three or five years of statements with (generally) the first year done monthly, the second and third done quarterly and (if included) the last two years done annually. In all events, include:

a. Operating statements.

b. Cash flow forecasts.

c. Balance sheets.

Optionally include:

d. Various ratios (loan to value, debt service coverage, etc.)
In addition to the above, you should usually include a Source and Use of Funds showing where the source of the initial capital and on what it will be spent.

By this point you’re either sure you have a winner (differing from a sure winner in that you recognize the obstacles but are prepared to work through them) or you are going back to the drawing board to rethink your project. If you have a winner, step four is:

4. Write the plan. Obviously, you need to be able to use good grammar and spelling. You should be clear, concise and complete. Fill your plan with compelling facts gleaned from your research. Do not avoid the W and T from your SWOT analysis, rather, describe in detail how you will deal with them. Avoid platitudes and your own opinions – everyone knows that you like the idea, readers need facts to determine if they like it. Try to keep your answers as short as possible while still giving complete information. With the exception of the Executive Summary, keep your answers somewhat dry and factual – short, sweet and to the point.

The Executive Summary, on the other hand, is where you sell the sizzle. It is here that you make the claim that yours is a dynamic project that deserves full consideration. You need to compel your reader to read your plan and tell them why you are excited about the project.

You’ve now done the lions share of the work leaving only step five:

5. Review and revise. The review should be first by the author(s) and then by trusted advisors – the more people that you can get to review your plan the more likely you are to find any problems before they are found by a reader.

Follow the preceding steps and you will have a business plan that will get read and, hopefully, funded.