EXECUTIVE SUMMARY

Title of the study:

The study of Venture Capital Financing The right process of reaching a Venture Capitalist and
factors effecting the capital decisions

As a part of Curriculum, I have done an internship project for the period of two months at Funding
Solutionz, and by working in the organization I have been able to study venture capital financing and
prepare this project report on the factors involved while taking capital decisions on a potential project by a
venture capitalist. (present financial condition, potential of the venture, Cost of financing, ownership,
organization structure and management, existing customer base, size and tenure). It involves the reliability
and innovation in the business idea, companies earning stability (CMR ratios), quality of management, the
corporate governance and structure, investment structure and exit plans.
Most of the entrepreneurs fail to forecast these factors in a required manner that is demanded by the
venture capitalist for their analysis, thereby losing their chances of getting approved by a VC and missing
the opportunity of funding their potential venture idea.

This study will cover :

1. Preparation of documentations as per required by the VC i.e
a. Investment Teaser
b. Business plan(Business idea, Market, Competitor Study, Financial and Marketing Plan,
Exit Plan etc)
c. Information memorandum (a presentation having summary on all dimensions) d. Financial
Plan
2. The detail study will further be supported by crucial factors that play major role for the business
plan to get sanctioned by the venture capitalist.
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3. And the process of venture capital financing:

a. Deal origination
b. Screening
c. Evaluation
d. Deal structuring
e. Post investment activity
f. Exit plan

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CHAPTER 1: INTRODUCTION

1.1 VENTURE CAPITAL FINANCING

Business requires capital, and getting it at the right time is very important. There are several alternatives to
fund the business. A brief heading to name a few would be :

Owner or proprietors capital

Equity partner Debt Finance

These can be further be branched to many options giving entrepreneur several options to choose among. In
this study the focus would be more on venture capital which comes under equity partner as well as under
debt financing.
Venture capital is a risk financing in the form of equity or quasi-euity. It gives the business funds based on
their potential and their interest as perceived by the investor. Funds might be required for seed stage
funding, expansion/development funding or for acquisition financing. Venture capital is established
among developed countries

and is developing in third world countries because of its impact on

encouraging entrepreneurial activities within a nation. Venture Capital firms invest funds on any business
with a professional outlook, they focus on their primary segment which vary among different

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specializations (eg. e-commerece, Oil & Gas, Healthcare, Manufacturing, Health/life sciences, etc.).

Venture capital in India today has three forms

Equity

Conditional loans

Income notes

The number of venture capital firms are raising in India due to the well-developed avenues for buying and
selling of shares within SMEs, huge tax benefits for the venture capitalist and support from government
policies. Venture capital plays a strategic role to build potential business/enterprises to reach a level where
they can reap their capital gains and can cash out these gains by leading directing their financed venture to
any of the following exit routes:

Initial public offerings (IPO)

Acquisition by other company

Purchase of venture capitalists share by other investors or promoters

This is done when the Venture capitalist realizes the required return of return on his primary capital
invested on the business to take the exit route. Venture capital financing helps both the entrepreneurs as
well as the venture capitalist to realize their goals.
With venture capital financing, the venture capitalist acquires an agreed proportion of the equity of the
company in return for the funding that he offers.

1 Loughborough University Institutional Repository: Venture Capital Financing in India: a Study of

Venture Capitalists Valuation, Structuring, and Monitoring Practices, accessed March 30, 2013,
https://dspace.lboro.ac.uk/dspacejspui/handle/2134/6819.
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This could be summarized as follows :

Equity participation

Long term investment

Participation in management

The rate of return on this capital lies within the success of the business venture. Venture capital Equity
finance thereby offers the advantage of having no interest charges. It is "patient" capital that seeks a return
through long-term capital gain rather than immediate and regular interest payments, as in the case of debt
financing. Given the nature of equity financing, venture capital investors are therefore exposed to the risk
of the company failing. As a result the venture capitalist must look to invest in companies which have the
ability to grow very successfully and provide higher than average returns to compensate for the risk.

Venture capitalists management approach differ to that of a lender or a bank. The bank does not
participate with the management and keeps its ties away from the ventures management, operations and
other decision making. When venture capitalists invest in a business they typically direct and guide the
venture so as to lead it towards capital gains. They are a crucial part of the company's decision making and
occupy a place in board of directors. These professional venture capitalists act as mentors and aim to
provide support and advice on a range of management, sales and technical issues to assist the company to
develop its full potential.3

2 About Venture Capital (VC), accessed March 30, 2013, http://indiavca.org/about-venture-capitalvc.html.

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1.2 BACKGROUND OF THE STUDY:

Today due to the economic crisis and the change in job market. Entrepreneurship has gained market. A
number of technocrats in India today plan to setup their own shops and capitalize this opportunities. In
todays highly dynamic economic climate with regular technological inventions, few traditional business
models may survive but margin lies more towards more innovative business ideas. Today it is not the
conglomerates that fuel economic growth but are the new SMEs and other innovative businesses.
The bright reason for global economic growth today lies in the hand of the small and medium enterprises.
For example, in India SMEs alone contribute to almost 40% of the gross industrial value added in the
Indian economy.
Whereas in the United States 55% of their global exports are supported by very SMEs with not more than
50 employees and 10% exports are generated by companies with 800 or more employees.
There is a paradigm shift from the earlier physical production and economies of scale model to new
ventures with technological advancements providing services and under process industry.
However, staring an enterprise has its own risk and is never easy. There are number of parameters that
contribute to its success or downfall. That is why entrepreneurs find it difficult to find the right venture
capitalist and miss the right way to approach them. However, there are methods and a right protocol for
any entrepreneur to reach out his investor in a right way and thereby get the funding and that is our topic
of study here.

1.3 NEED FOR THE STUDY

3 Venture Capitalist, accessed March 30, 2013, http://techaloo.com/venture-capitalist/.

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The study has been conducted for gaining the practical knowledge about Venture capital finance
and various operations to reach them in a right manner.

The study has been undertaken as a part of PGDM_MBA curriculum from 1 st jan.to Feb 28th 2013
for the fulfilment of the requirement of PGDM_ MBA degree.

The study covers the domain of conditions checked by the VC firms before heading towards funding the
venture, This is the link where the entrepreneur miss their chance due to not having the know-how of how
to approach a potential VC for his funding needs.
The Venture capitalist on the other hand will have a specific format in their requirement sheet which the
entrepreneur has to add maximum value, to gain his attention and thereby to get evaluated for his venture
funding

1.4 OBJECTIVE OF THE STUDY

To understand the right method to reach to a venture capital firm with the required financial
presentation and business plan.

To understand about the working of Venture Capital Financing and data required by them.
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To study the sources and allocation of Venture Capital Financing.

1.5 SCOPE OF THE STUDY

The scope of the study was to realize the funding lifecycle in a practical format, by preparing business
case for entrepreneurs and help them seek a VC. To realize the theoretical aspect of the study into real life
work experience by analyzing the financials of the venture and guiding business finance to them. The
study of financials and possible funding that could be approved is based on the tools such as Size wise
analysis and Ratios. The study is based on the last 5 years Annual Reports of venture capital firms and
fund seeking ventures.

1.6 LIMITATIONS OF THE STUDY

All the data presented for the venture capital financing are limited to few firms and for the last 5
years. The information provided to the researcher may be over simplifications of facts over
generalization from insufficient data.

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Financial analysis of fund seeking ventures does not measure the qualitative aspects of the
business. It does not show the skills, technical know-how and the efficiency of its employees and
managers

It does not reveal the fairness of selection criteria by a venture capital firm.

1.7 DATA COLLECTION

Primary sources include surveys done across 100 respondents across different sectors from SMEs
and VC firms and further discussion with the managers at Funding Solutionz.

Secondary Sources were case studies, journals, financial records, books.

1.8 SAMPLING DESIGN

Sampling Unit:-Financial Statements, VC firms list, funding/yr

Sampling Size:-Last 5 years Financial Statements

1.9 TOOLS USED

SPSS (17) and Microsoft Office Excel 2007 Cross tabulation and chi-square statistics

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CHAPTER 2 : INDUSTRY PROFILE

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2.1 VC INDUSTRY PROFILE IN INDIA

India currently has more than about 400 Venture capital firms. 4

The Venture Capital industry has shown a exponential upward curve from investments of
about USD 0.5 billion (56 deals) in 2003 to USD 14 billion (439 deals) in 2007. In the year 2008, there
was a decline to about USD 11 billion (382 deals).

Unlike before as observed in the early stages of the industrys growth the investments were inclined
largely towards the IT sector, but within 8 years of success stories now in 2009 Venture cvapital firms are
now interested in nearly all sectors.

With developing Indian entrepreneurship standards, government support , policies and globalisation
policies there are vast opportunities for private equity investors to capitalize on.

Preferred regions for VC investments are Mumbai, Delhi and NCR, followed by Bangalore. Although
companies in South India attracted a higher number of investments, in value terms Western India
did much better. Among cities, Mumbai-based companies retained the top slot with 108 private equity
investments totalling almost US $6 billion in 2007, followed by Delhi/NCR with 63 investments (US
$2.7 billion) and Bangalore with 49 investments aggregating US $700 million.

2.2 INTRODUCTION TO THE VENTURE CAPITAL INDUSTRY

Initiative in India:
4 Microsoft Word - The VC Handbook -- _Chapter 0-26_ PVI.A02_Venture.Capital.Industry.in.India.pdf, accessed March 16, 2013,
http://smoothridetoventurecapital.com/PVI.A02_Venture.Capital.Industry.in.India.pdf.
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Indian tradition of venture capital for industry starts with a history of more than 150 years. Back then
many of the managing agency houses acted as venture capitalists providing both finance and management
skill to risky projects. It was the managing agency system through which Tata iron and Steel and Empress
Mills were able to raise equity from the investing public. The Tatas also initiated a managing agency
system, named Investment Corporation of India in 1937, which by acting as venture capitalists,
successfully provided hi-tech enterprises such as CEAT tyres, associated bearings, national rayon etc. The
early form of venture capital enabled the entrepreneurs to raise large amount of funds and yet retain
management control. After the abolition of managing agency system, public sector term lending
institutions met a part of venture capital requirements through seed capital and risk capital for hi-tech
industries which were not able to meet promoters contribution. However all these institutions supported
only proven and sound technology while technology development remained largely confident to
government labs and academic institutions.
Many hi-tech industries, thus found it impossible to obtain financial assistance from banks and other
financial institutions due to unproven technology, conservative attitude, risk awareness and rigid security
parameters. Venture capitals growth in India passed through various stages. In 1973, R.S. Bhatt committee
recommended formation of Rs. 100 crore venture capital funds. The seventh five year plan emphasized
the need for developing a system of funding venture capital. The Research and Development Cess Act was
enacted in May 1986, which introduced a cess of 5 percent on all payments made for purchases of

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technology from abroad. The levy provides the source for the venture capital fund. Formalized venture
capital took roots when comptroller of capital issues venture capital guidelines in Nov 1988. 5

2.3 GROWTH OF VENTURE CAPITAL INDUSTRY

Up to 1996: The Early Years:

Funds that were mobilized for venture investment were small in value.

The venture capitalists in those times were mostly from a banking background.

Banks approached the subject of venture funding much likely they approached debt financing of a
project.

The accent was on the asset-side of the balance sheet. And the focus on innovation and business
building was low.

Value creation as a focus had not yet been fully discovered, and exit strategies were being thought
more around the life-term of the fund.

Valuations were low.

No competition between VCs.

Indian entrepreneurs had not yet discovered the venture capital route to funding and growth and it
reflected in the small amounts that were invested.

There was little or no active participation of venture capitalists in entrepreneurial activities such as
financial structuring, business strategy.

Business enhancement through networks.

1997 to 2000: The Rock n Roll Years:

The SEBI guidelines of 1996 acted as huge incentive for institutional acked MNC venture capital
companies to focus their attention on India.

5 VENTURE CAPITAL - ManagementParadise.com Forums - Your MBA Online Degree Program and Management Students
Forum for MBA,BMS, MMS, BMM, BBA, Students & Aspirants., accessed March 30, 2013,
http://www.managementparadise.com/forums/miscellaneous-project-reports/11182-venture-capital.html.

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The range of venture capitalists now spanned incubators, ingents, classic venture capitalists and
even private equity players. And the lines between them had begun to blur.

Venture capitalists were instrumental in introducing risk taking too many, members of the
professional class.

Innovation was the key, and idea flows equaled doer flows at a frantic pace never before seen.
2001 Onwards: The Reality Years:

The number of people who had got in to venture capital game was truly impressive.

In addition to the seasoned players, there were finance and noon finance professionals of different
hues entering the industry and people with little or no experience running the companies.

Venture capital community is finally recognizing that the evolution and business is an on-going
process. This added to the return of the business maturation cycle of five to seven years, portends a
less frenetic and more sustained pace of venture activity.

2.4 PROBLEMS IN THE VCs IN THE INDIAN CONTEXT:

One can ask why venture funding is so successful in USA but faced a number of problems in India. The
biggest problem was a mind set change from collateral funding to high risk high return funding. Most of
the pioneers in the industry were people with credit background and exposure to manufacturing industries.
Exposure to fast growing intellectual property business and services sector was almost zero.
All combined to a slow start to the industry. The other issue that led to such a situation includes:

2.5 LICENSE RAJ AND THE IPO BOOM:

Till early 1990s, under the license raj regime, only commodity centric businesses thrived in a deficit
situation.
To fund a cement plant, venture capital is not needed. What was needed was ability to get a license, and
then get the project funded by the banks and DFIs. In most cases, the promoters were well established

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industrial houses, with no apparent need for funds. Most of these entities were capable of raising funds
from conventional sources, including term loans from institutional and equity markets.

2.6 SCALABILITY:
The Indian software segment has recorded an impressive growth over the last few years and earns large
revenues from its export earnings, yet our share in the global market is less than 1 per cent. Within the
software industry the value chain ranges from body shopping at the bottom to strategic consulting at the
top. Higher value addition and profitability as well as significant market presence take place at the higher
end of the value chain. If the industry has to grow further and survive the flux it would only be through
innovation. For any venture idea to succeed there should be a product that has a growing market with a
scalable business model. The IT industry (which is most suited for venture funding because of its ideas
nature) in India till recently had a service centric business model. Products developed for Indian markets
lack scale.

2.7 MINDSETS:
Venture capital as an activity was virtually non existence in India. Most venture capital companies went to
provide capital on a secured debt basis, to established businesses with profitable operating histories. Most
of the venture capital units were off-shoots of financial institutions and banks and the lending mindset
continued. True venture capital is capital that is used to help launch products and ideas of tomorrow.
Abroad, this problem is solved by the presence of angel investors. They are typically wealthy individuals
who not only provide venture finance but also help entrepreneurs to shape their business and make their
venture successful.6

6 Legal - Venture Capital-overview.pdf, accessed March 30, 2013,

http://ganga.iiml.ac.in/~mishra/Test/mfsmakg/vcapital/Venture%20Capital-overview.pdf.
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2.8 RETURNS, TAXES AND REGULATIONS:

There is a multiplicity of regulators like SEBI and RBI. Domestic venture funds are set up under the
Indian Trusts Act of 1882 as per SEBI guidelines, while offshore funds routed through Mauritius follow
RBI guidelines. Abroad, such funds are made under the Limited Partnership Act, which brings advantages
in the terms of taxation. The government must allow pension funds and insurance companies to invest in
venture capitals as in USA where corporate contributors to venture funds are large.

2.9 EXIT:
The exit routes available to the venture capitalists were restricted to the IPO route. Before deregulation,
pricing was dependent on the erstwhile CCI regulations. In general all issues were under period. Even
now SEBI guidelines make it difficult for pricing issues for an easy exit. Given the failure if the OTCEI
and the revised guidelines, small companies could not hope for a BSE / NSE listing. Given the dull market
for mergers and acquisitions, strategic sale was also not available.

2.10 VALUATION:
The recent phenomenon is valuation mismatches. Thanks to the software boom, most promoters have sky
high valuation expectations. Given this, it is difficult for deals to reach financial closure as promoters do
not agree to a valuation. This coupled with the fancy for software stocks in the bourses means that most

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companies are proponing their IPOs. Consequently, the number and quality of deals available to the
venture funds gets reduced.7

2.11 CONTRIBUTORS TO THE VENTURE FUND:

Foreign Institutional Investors.

All India Financial Institutions.

Multilateral Dev Agencies.

Other Banks.

Other Public.

Private Sector.

Public Sector.

Nationalized Banks.

State Financial Institutions.

Insurance Companies.

Mutual Funds.

7 VENTURE CAPITAL - ManagementParadise.com Forums - Your MBA Online Degree Program and
Management Students Forum for MBA,BMS, MMS, BMM, BBA, Students & Aspirants.
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CHAPTER 3 : COMPANY PROFILE

3.1 OVERVIEW

Funding Solutionz is a boutique investment advisory firms offering services in preparing business plans to
raising capital resources for companies in Bangalore, Founded on February 17, 2012 with branches across
Bangalore and headoffice located in Jayanagar Bangalore. The company has a well-qualified and
experienced management team with ex bankers and other finance professionals to help entreprenuers with
raising capital through

a. Private Equity
b. Venture capital
c. Angel Investments
d. Crowd Funding
e. Structured Finance through Debt and Equity capital

The company has a wide client base, and a huge network among all venture capital firms and young
business firms

They also support clients with business consulting and business finance

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3.2 OBJECTIVES OF THE STUDY:

We shall discuss here these following requirements by a VC firm that helps them judge the right venture
they wish to invest in.

Investment Teaser : Executive summary

It holds the summary of the business plan and is a smart persuasive, yet realistic. Its a two
page of your business plan holding the venture idea and covering all its key elements.

Investor Memorandum : covering aspects as shown below

Background of venture
The parent company profile for the VC to be sure of the brand strength
Product services offered
This part should cover all details of the product or service offered from its competitive
edge, USP to the development stages for even a non-specialist to understand. This should
also hold details of patents, or any other legal protection pending or required.
Market analysis
The plan should describe about the market traction towards your ventures services and
products, It should be strong enough to convince the VC firm to seek a real commercial
opportunity in your business.

Size of the market

Competitor

How developed is the market

Strategic Positioning
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Strength and weaknesses if any

Projections for company and the market

Marketing and Business operations

The marketing aspect i.e o Sales and distribution strategy o Strategies for
different sales force o Pricing strategy o Promotions

The operations aspects o Suppliers o Labour requirements

o Logistics and other daily working resources

Management team

Quality and depth in the management team

Strong records of being involved with successful businesses

Exit plan
The routes available for the VC to exit the investment and make a return.

Floating on a stock exchange

Selling the share to other trade buyer

Funds required
A clear statement of how much funds are required with its source. The purpose for the funding
required with its clear break up for the VC to understand and analyse

Financial projections

Ratios that describe all important business financial status for last 5 to 6 years, the capital allocation,
cash flow statements, profit n Loss statements, Balance sheets, cost analysis and yearly graphical
presentations for the expenses and earnings forecasted in for the coming years with this new venture.
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This holds the most important part and will be examined again with few examples later in our study .The
Financial should produce a pro forma profit n loss statement and balance sheet and ensure that these are
realistic and could be updated or adjusted if need arises. It should also hold the companys present
financial outlook that shows their margin and earning stability. It should forecast the prospective future
margins keeping the competition in mind.

Company growth prospect

Debt to Shareholder fund ratio

Budgets allocated to each units

And to prove the consistency of the company of meeting the financial projections
relevant historical financials should be presented.

The second objective is to find the factors that are most crucial and are taken into consideration by a
venture capitalist for providing capital to a new company. We focus on a few sets of predefined factors.
The process to find these factors is necessary to understand as to how to implement these into the
documentation in proper manner so that the venture capitalist seeks the right interest for the proposed
venture.

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We here will measure the factors

Business Idea

Financials

Management

IRR Conditions

Pay Back period

3.3 VENTURE CAPITAL WORKING 3.3.1

STAGES OF FINANCING:
Stages of Financing

Seed money stage

Time(Years)

7 10

Uses for the Finance

Financing needed to prove an idea and bring a
concept or develop it (could be a service or a
product)

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Start-up financing

Second round financing

Third round financing

5 10

37

13

Financing needed to develop the start up with

better market penetration through promotions
marketing and other product development
technique

Funds for taking care of working capital for a

firm, that is still losing money though have its
products or services out in market.

Financing for a firm that is breaking even and

has a strong venture thereby is contemplating
an expansion project.

Financing firms that are planning to go public,

(bridge financing).
Fourth round financing

13
13

Financing a firm for its acquisition activity of a

product line or service business.

Buy-out

Turnaround

35

Re-establishing a business

3.3.2 STAGES IN VENTURE FINANCING :

Early Stage Financing:

Seed financing for supporting a concept or idea.

Research and Development financing for product development.

Start-up capital for initiating operations and develop a prototypes.

First stage financing for production and marketing.

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Expansion Financing:

Second stage financing for working capital and initial expansion.

Development financing for major expansion.

Bridge or mezzanine financing for facilitating public issue.

Acquisition/Buy-out Financing:

Acquisition financing for acquiring another firm for further growth

Management Buy-out financing for enabling operating group to acquire the firm or part of its
business.

Turnaround financing.

3.4 ADVANTAGES OF VENTURE CAPITAL

It injects long term equity finance which provides a solid capital base for future growth.

The venture capitalist is a business partner, sharing both the risks and rewards. Venture
capitalists are rewarded by business success and the capital gain.

The venture capitalist is able to provide practical advice and assistance to the company
based on past experience with other companies which were in similar situations.

The venture capitalist also has a network of contacts in many areas that can add value to
the company, such as in recruiting key personnel, providing contacts in international
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markets, introductions to strategic partners, and if needed co-investments with other

venture capital firms when additional rounds of financing are required.

The venture capitalist may be capable of providing additional rounds of funding should it
be required to finance growth.

3.5 DISADVANTAGES OF GOING TO VENTURE CAPITAL FINANCE

The agreement of funding is passed on a contract which could be partial ownership or other
profit sharing which if not properly negotiated by the entrepreneur he might lose ownership of
his whole business or idea and future to them.

Intrusion and control : the VC gets the right to drive the firm thereby can take strategic
decision or can drive them to his advantage if the deal is not guided properly.

3.6 VENTURE CAPITALISTS GENERALLY:

Finance new and rapidly growing companies.
Purchase equity securities.
Assist in the development of new products or services.
Add value to the company through active participation.
Take higher risks with the expectation of higher rewards.
Have a long term orientation.
When considering an investment, venture capitalists carefully screen the technical and business merits of
the proposed company. Venture capitalists only invest in a small percentage of the businesses they review

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and have a long term perspective. They also actively work with companys management, especially with
contacts and strategy formulation8.
Venture capitalists mitigate the risk of investing by developing a portfolio of young companies in a single
venture fund. Many times they co-invest with other professional venture capital firms. In addition, many
venture partnerships manage multiple funds simultaneously. For decades, venture capitalists have nurtured
the growth of Americas high technology and entrepreneurial communities resulting in significant job
creation, economic growth and international competitiveness. Companies such as Digital
Equipment Corporation, Apple, Federal Express, Compaq, Sun Microsystems, Intel, Microsoft and
Genetic are famous examples of companies that received venture capital early in their development.
In India these funds are governed by the Securities and Exchange Board of India (SEBI) guidelines.
According to this venture capital fund means a fund established in the form of a company or trust, which
raises money through loans, donations, issue of securities or units as the case may be, and makes or
proposes to make investments in accordance with these regulations.
(Source: SEBI (Venture Capital Funds), Regulations, 1996).

3.7 FACTORS DETERMINING THE VENTURE CAPITAL REQUIREMENTS

Nature of business: The requirements of working is very limited in public utility

undertakings such as electricity, water supply and railways because they offer cash sale
only and supply services not products, and no funds are tied up in inventories and
receivables. On the other hand the trading and financial firms requires less investment
in fixed assets but have to invest large amt. of working capital along with fixed
investments.

Size of the business: Greater the size of the business, greater is the requirement of
working capital.

Length of production cycle: The longer the manufacturing time the raw material and
other supplies have to be carried for a longer in the process with progressive increment

8 MomentumVC | About Venture Capital, accessed March 30, 2013,

http://www.momentumvc.com.au/docs/3100_f.htm.
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of labor and service costs before the final product is obtained. So working capital is
directly proportional to the length of the manufacturing process.

Seasonal variations: Generally, during the busy season, a firm requires larger working
capital than in slack season.

Working capital cycle: The speed with which the working cycle completes one cycle
determines the requirements of working capital. Longer the cycle larger is the
requirement of working capital.

Business cycle: In period of boom, when the business is prosperous, there is need for
larger amt. of working capital due to rise in sales, rise in prices, optimistic expansion of
business, etc. On the contrary in time of depression, the business contracts, sales
decline, difficulties are faced in collection from debtor and the firm may have a large
amt. of working capital.

CHAPTER 4 : PROJECT DESING AND METHODOLOGY

4.1.1 TITLE OF THE PROJECT: - A study on factors effecting capital decisions by Venture Capitalist
4.1.2 OBJECTIVE OF THE STUDY:

To understand about the process of Venture Capital Financing.

To understand relevance of different factors effecting capital decisions

To study the expected IRR by a VC

To study the right method to reach to a potential VC with his preferred choice of documents.

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4.1.3 SCOPE OF THE STUDY:The scope of the study was to put the theoretical aspect of the business plan study into real life work
experience by working with a investment banker. The data on preference of factors by venture capitalist
are analysed through a survey method consisting of Small and Medium Enterprises.

4.2 RESEARCH METHODOLOGY:Field study was carried out across different VC and capital seeking entrepreneurs, It was analysed
through SPSS (17) and Microsoft Office Excel 2007 Cross tabulation and chi-square statistics were
utilized to verify the interrelationships between the different respondents and the responses they provided.
To find the correlation among the factors Regression Analysis was also done. Pearson correlation
coefficient was found to be positive at a significance level over 0.5 which indicates a strong correlation.

4.2.1 DATA COLLECTION:Primary sources includes survey with the a sample of 100 respondents is collected from Bangalore
region. The population is without any sectorial differentiation.
Secondary Sources were articles, journals, past records from Funding Solutionz, books and internet
sources.
4.2.2 RESEARCH DESIGN: - The research or study conducted at Funding Solutionz is a descriptive
research in nature. This design is an attempt to know the preferred factors considered by the venture
capitalist before financing a firm..

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4.2.3 LIMITATION OF THE STUDY:All the data presented for the study is for a small sample size only in Bangalore. The information
provided to the researcher may be over simplifications of facts over generalization from
insufficient data.
The study does not measure the qualitative aspects of the factors towards the decision making of a
Venture Capitalist. It does not show the skills, technical know-how of a VCs final decision call

4.2.4 SAMPLING DESIGN

Sampling Unit:-Respondents include VCs and fund seeking entrepreneurs Sampling
Size:-100
4.2.5 TOOLS USED
MS-EXCEL and SPSS (17)

4.3 : HOW TO REACH INVESTORS AND PREPARE DOCUMENTS AS PER

THEIR REQUIREMENT
The major issue though after knowing the important factors of decision making by a VCs remains the
same, how to reach them in a right manner with the documents they wish to study.
The current scenario of Venture Capital Firms show how critical it is to set the right documentation for the
analysis and processing of any new venture plan by a VC firm.
Through this experience I learned how to prepare the whole set of documents required by a VC as defined
below:

Investment Teaser

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Business plan(Business idea, Market, Competitor Study, Financial and Marketing Plan, Exit Plan
etc)

Information memorandum (a presentation having summary on all dimensions) Financial Plan

1. Investment Teaser:
This covers the necessary summary and aspects of the new venture proposed, topics like:
o Investment Summary o
About the Company o The
Need o The current Gap o
The opportunity o ROI
and Sustainability o The
Capability and the current
state o The Competition o
The USP o The Revenue
Model o Funding Needs o
End note

2. Business plan :
This holds the whole information in a detailed manner regarding the venture plan, financials, its market
characteristics, and every details from the ownership to capital utilisation.
Such details are only inferred to the investor once they seek interest in the venture after having the view at
the investment teaser

3. Information Memorandum:

Page | 30

This is presentation the investee would show the investor, with clear details on the outline of all features
like the Venture Idea, Market analysis, Business model, Marketing plan, Financial Plan, Entrant barrier,
Management, Current services, Exit Plan, Risk Involved.

4. Financial Plan:
Ratios that describe all important business financial status for last 5 to 6 years, the capital allocation, cash
flow statements, profit n Loss statements, Balance sheets, cost analysis and yearly graphical presentations
for the expenses and earnings forecasted in for the coming years with this new venture.

Example shown in appendix

CHAPTER 5 : DATA ANALYSIS

5.1 : FACTORS EFFECTING THE CAPITAL DECISIONS

Descriptive Characteristics
The survey covers all factors with a scale of one to five.
One been the least and five been the maximum.
The survey is done to check the rank of factors effecting the decision making of an investor.
Here the respondents rank

Business Idea

Financials

Management

IRR Conditions

Pay Back period

The result of the survey is as shown below for the given 100 respondents:

Page | 31

Table 5.1: Respondent Analysis

Scale
Business Plan Financials

Management

IRR conditions

Payback period

17

12

11

17

17

20

23

31

21

29

26

31

27

33

32

32

31

33

20

16

5.1.1 Statistical tools

Reliability Test
Cronbachs alpha is the coefficient of reliability which shows how closely the items are related in the
group. The Cronbach's Alpha Value > .8 shows the responses are reliable. The Cronbachs Alpha value
observed was 0.887 which is greater than 0.7 hence the variables for the study showed reliability.
Variables
The independent variables used here are Business plan, Financials, Management, IRR Conditions,
Payback period and dependent variable is Venture Capitalist financing decision

Hypothesis
H0: Business plan, Financials, Management, IRR Conditions, Payback period does not affect the Venture
Capitalist financing decision.
H1: Business plan, Financials, Management, IRR Conditions, Payback period does affect the Venture
Capitalist financing decision.
Page | 32

Confidence Interval
The confidence associated with an interval estimate is at 95%.

Decision Rule
Since Observed value is less than Critical value (at 95% confidence interval value alpha is .05) Ho
is rejected.
Hence the hypothesis is proved that the venture capital financing is dependent on the factors like Business
plan, Financials, Management, IRR Conditions, Payback period.

TABLE 5.1.2 COMPONENT ANALYSIS

Initial Eigenvalues

Compon
ent

Total

% of Variance

Extraction Sums of Squared Loadings

Cumulative %

3.899

77.986

77.986

.837

16.744

94.730

.212

4.250

98.980

.051

1.020

100.000

1.311E-16

2.622E-15

100.000

Total

% of Variance

3.899

Cumulative %

77.986

77.986

Extraction Method: Principal Component Analysis.

Factor Analysis
Factor analysis is a collection of methods used to examine how underlying constructs influence the
responses on a number of measured variables. Factor analyses are performed by examining the pattern of
correlations (or covariances) between the observed measures. Measures that are highly correlated (either
positively or negatively) are likely influenced by the same factors, while those that are relatively
uncorrelated are likely influenced by different factors. (Decoster, 1998)

Page | 33

TABLE 5.1.3 Communalities

Initial

Extraction

Timeline

1.000

.691

Business idea

1.000

.566

Financials

1.000

.965

Management

1.000

.875

IRR

1.000

.803

Extraction Method: Principal Component

Analysis.

Table 5.1.4 Component Matrixa

Component
1
Timeline

.831

Businessplan

.752

Financials

.982

Management

.935

IRR

.896

Extraction Method: Principal

Component Analysis.
a. 1 components extracted.

Table 5.1.5: KMO and Bartlett's Test

Kaiser-Meyer- Olkin Measure of

0 .624

Sampling Adequacy
Bartlett's Test of Sphericity

Approx.
ChiSquare
Df
Sig

321.288

28

Page | 34

Source: Primary Data

Decision Rule:
Barletts Test of sphericity tests the null hypothesis that the correlation matrix is an identity matrix KMO
should be greater than 0.6 in orders to reject null hypothesis. The results for KMO and Bartletts Test
showed that factor analysis was success.

Variables Used:
The variables used for the study are Business plan, Financials, Management, IRR Conditions, Payback
period. These variables were used to examine the pattern of correlations. Out of these 5 factors only 2
components were found to be highly correlated.
Decision Rule:
Based on the rotated component matrix two important variables were identified which are Financials,
Management. Chi-square testing was done to prove the main hypothesis using these three variables.
Conclusion: The advantage of using factor analysis is that it results in reduction of number of variables,
by combining two or more variables into a single factor but the limitation of this tool is its interpretation.
Factor analysis is a technique that requires a large sample size. Factor analysis is based on the correlation
matrix of the variables involved, and correlations usually need a large sample size before they stabilize.

Page | 35

5.1 Table
RANKING OF THE DOCUMENTS PREFERRED BY VENTURE CAPITALISTS
Documents

Rank

Financials

Management

IRR method

List of project completion

CRITERIA FOR INVESTING IN START-UP COMPANIES:

The criteria for investing in start-up companies are based on the following factors.

Nature of the venture team Project / Product / Service.

Market characteristics.

Financial consideration.

Entrepreneurial and management experience.

Page | 36

Depending on the critical and analytical evaluation of the above mentioned factors, the decision as to
whether to accept or reject the project / proposal will be taken.

Chart-5.1
RANKING OF THE DOCUMENTS PREFERRED BY VENTURE CAPITALIST

Factor Importance
1.2
1
0.8
0.6
0.4
0.2
0
Financials

Management

IRR

Timeline

5.1.2 INTERPRETATION:
In the list of order of preference of required documents, the financials including previous years income
statement and forecasted cash flow occupies the first slot as more respondents gave it the first preference.

Page | 37

Financials:
Financial plan is preferred by more respondents because it helps to evaluate how well do the firm utilise
the fund both for the investor and the consultant early a project will yield returns and based on that
investment decision are made.
Cash flow projection helps respondents to know how the funded cash will be utilized to give best
profitable returns. This helps to analyse the companys ability to utilize the given funds for the optimum
results.
Balance Sheet, helps to evaluate companys price earning ratio and debt coverage ratio in order to assess
whether the company is meeting external debts or not.
Management:
A strong leadership and an experience of past success venture projects gives venture capitalist an
assurance that they are investing money in the right firm and will be utilised for the right purpose.
IRR Conditions:
Internal rate of return and its share towards the investor further help him make a faster decision on a
venture project.He seeks his share of advantage and capital gain through his investment and would only
agree to go forwards if that is clear and also achievable for the timeline planned Timeline:
A investor will like faster IRR and for that he requires a project with a shorter timeline with greater
revenues and profits. His decision making factors would thereby lie on the timeline feature of the desired
venture. If the timeline is defined well with achievable targets and acceptable risk conditions an Investor
will find it more comfortable in investing in such Venture ideas.

5.1.3 FINDINGS:

Page | 38

Innovative nature of the project and its strong financial outlook with forecasted cash flow
statement and proper allocation stated well in the investor documentation becomes the
foremost amongst the major criteria in decision making.

Entrepreneurial personality and experience, is given second importance by the respondents.

IRR expected and one that can be achieved is given next importance after the entrepreneurial
personality and experience.

Timeline, a most crucial decision making factor as it justifies the time for the ROI invested by
the venture capitalist.

An International Market and market Characteristics criterion is given fifth position by the
respondent.

5.2 Table
5.2 : VENTURE CAPITAL PREFERENCE STAGE OF VENTURE
Stage

Percentage %

Start-up

40

Seed Stage

30

Expansion

20

Turnaround

10

The venture capital preference can be divided in to the following category.

Start-up

Seed Capital
Page | 39

Expansion Turnaround

5.2.1 FINDINGS:
Venture capital preference for start-up is more i.e. 40%.
Venture capital preference for seed stage is 30%.
Venture capital preference for expansion is 20%.
Venture capital preference for turnaround is 10%.

5.2 Chart
5.2 : VENTURE CAPITAL PREFERENCE STAGE OF VENTURE

Percentage %
45
40
35
30
25
20
15
10
5
0
Start-up

Seed Stage
Start-up

Expansion

Seed Stage Expansion

Turnaround

Turnaround

Page | 40

5.2.2 : INTERPRETATION:
Majority of venture capitalists in India and as observed from literature records on internet prefer providing
finance to start-ups with a seeding stage though providing finance involves high risks, but never the less
promises high returns.
Seed stage financing is difficult to execute as it involves great effort not for making the project take-off.
The management further also is responsible for constant monitoring and supporting the project.
Expansion and Turnaround stage covers 20% and 10% respectively, as at these stages conventional
finance is available and even there is a very limited exit option for venture capitalists.

5.3 Table
5.3 IRR EXPECTATION BY VENTURE CAPITALISTS:
IRR

Percentage%

20 25

40

25 30

20

Above 30

40

5.3 Chart
IRR EXPECTATION BY VENTURE CAPITALISTS:

Page | 41

Percentage%

Percentage%,
Above 30, 40,
40%

Percentage%,
20 25, 40,
40%

20 25
25 30
Above 30

Percentage%,
25 30, 20,
20%

5.3.1 INTERPRETATION: The percentage of the required minimum IRR preferences by venture
capitalists turns out to be more than that demanded by the banking companies or other financial firms
backed by banks due to several reason :

Opportunity cost when compared is high by private firms is more.

Exchange risk in financing and raising funds is more, countrys constraints and economic risk
faced by private venture capitalist is more.

Page | 42

CHAPTER 6 : FINDINGS & CONCLUSION

6.1 INTERPRETATION FOR FACTORS PREFFERED BY VC BEFORE INVESTING IN A
VENTURE:

An innovative project is essential but within realistic and logical area, venture capitalists seeks any
project which promises immense growth potential and competitive ability to succeed and sustain
in the market.

Entrepreneurial personality, experience and his management team contribute towards the
execution and success of the project, since they utilise the VCs fund the venture capitalist make
sure of their major role with managing, working, guiding and co-coordinating the team towards
the right path.

International markets for the project also assumes importance in the present situation where no
barriers exits for entry all can complete in one place and the success of the

Project depends on facing competition not just in the local market but also in the global market.

Good Team work, the mantra for modern success stories in the market, holds good for venture
capital funding too.

Page | 43

Market Characteristics covers the marketability of the product and the competition it faces from
other competitors. Returns in the short period depend on the market characteristics of the
projecthence it is importance as a major criterion in decision making for capital funding.

6.2 FINDINGS AND CONCLUSION:

Venture capital has become a part of the popular business in India. Venture capital has also become
synonymous with investing in high risk technology businesses, that could be majorly IT and can
spread across further domains like healthcare, agriculture etc.

The VCs final decision on a proposed venture is based on many criteria and also it differs from
one to other. All seek one common thing the right and proper way of documentation for them to
analyse the projects faster and easily.

If the project is new, promising and has innovative features then VCs seek to have more interest
and are ready to help with more amounts because of its wide market characteristics and its ability
to capture the market.

Many SMEs usually lack the right method and technique to approach the suitable VC and thereby
they seek consultants to seek funds in the startup stage through financial institution.

SME firms in India believed that ownership of the company is compromised with the price paid
for VC funds

The preference for investing venture capital is given to start-up stage may be because of
innovativeness of the project and a good team. It is found that less preferences is given for
expansion and turnaround stage of the venture.
Page | 44

Due to the formal structure of the VC operation and more stringent evaluation process, complete
business plans are compulsory.

The Internal Rate of Return is more when risk is high. 40 percent of the people dont want to take
high risk and hence they are satisfied with moderate returns of 20-25 percent. Only 20 percent of
the people are taking risk expecting high returns.

Page | 45


The venture capital investment is made adequate on IT, Banking, Media and construction but
investment is inadequate in Telecom, Energy, Resorts and Healthcare. For overall development
adequate investments must be made in all the sectors.

The money invested in late stage is more utilized as compared to any other stage. The reason is, in
late stage the firm will be well established, has good brand name and loyal customers and hence the
money invested is used to promote the product and is fully utilized.

The risk is more in the early stage as the product is new to the market and requires huge capital to
promote the product. Similarly the risk is less in the late stage where the firm is well established
and risk of losses moderate in the growth stage.

Equity shares are much preferred since high returns can be earned. It also ensures active
participation in management and also ownership. Equity shares are preferred since no fixed interest
is given to shareholders; the dividend depends on the profit of the firm. Preference shares are less
preferred because a fixed amount is to be paid irrespective of the condition of the firm.

Page | 47

CHAPTER 7 : BIBLIOGRAPHY
About Venture Capital (VC). Accessed March 30, 2013. http://indiavca.org/about-venturecapitalvc.html.
Legal - Venture Capital-overview.pdf. Accessed March 30, 2013.
http://ganga.iiml.ac.in/~mishra/Test/mfsmakg/vcapital/Venture%20Capital-overview.pdf.
Loughborough University Institutional Repository: Venture Capital Financing in India: a Study of
Venture Capitalists Valuation, Structuring, and Monitoring Practices. Accessed March 30, 2013.
https://dspace.lboro.ac.uk/dspace-jspui/handle/2134/6819.
Microsoft Word - The VC Handbook -- _Chapter 0-26_ PVI.A02_Venture.Capital.Industry.in.India.pdf. Accessed March 16, 2013.
http://smoothridetoventurecapital.com/PVI.A02_Venture.Capital.Industry.in.India.pdf.
MomentumVC | About Venture Capital. Accessed March 30, 2013.
http://www.momentumvc.com.au/docs/3100_f.htm.
VENTURE CAPITAL - ManagementParadise.com Forums - Your MBA Online Degree Program
and Management Students Forum for MBA,BMS, MMS, BMM, BBA, Students & Aspirants.
Accessed March 30, 2013. http://www.managementparadise.com/forums/miscellaneous-projectreports/11182-venturecapital.html.
Venture Capitalist. Accessed March 30, 2013. http://techaloo.com/venture-capitalist/.

Page | 48

APPENDIX
Investment Teaser
Information memorandum
Financial Plan

Page | 49

INVESTMENT TEASER
New- ABC Services Company

Location: Bangalore, India Investment

Summary:
Our company is a one year old Technology Services firm with over 20+ member team and has acquired
few Fortune 500 companies as clients and have built a strong pipeline of prospects from across the Globe
which include USA and Europe. Company will be achieving revenue of US$ 500,000 during the financial
year 2012-13. We are now seeking US$ 5 Million investment to be used for Working capital. Based on
our projections the turnover of the company is expected to touch US$ 100 Million by 2017 proving a
healthy return for the investors.
About the Company:
The Company is promoted by 2 Technology professionals with experience in the IT & ITe Technology
domain for over 20 years. The company is currently focusing on markets in USA, Europe, India and has
plans to operate from other countries as well. "Our company specializes in new-age services like
Cloud Computing, Enterprise Mobility, Enterprise Applications, Information Management and ITe
Consulting." using unique ITe methods.
The Need:
Across the world, the business needs are changing faster compared to a decade ago due to shorter product
cycles, consumer behavior and more competition. Traditional waterfall model of IT delivery is not
suitable to support changing business anymore; IT has to support business in an 'ITe' way. ITe IT means a
new specialized way of software engineering that requires different skills and expertise
The current Gap:
Indian vendors are struggling to support this demand for ITe (due to shortage of ITe skills and knowhow,
difficulty to change the current factory models). Outsourced IT providers are asked by clients to provide

Page | 52

more value (time to market and better quality) as opposed to volume and cheap resources. These days, at
least one in 3 large RFPs is specifically demanding ITe delivery.

The opportunity:
Industries like Banking and Finance, Healthcare, Retail, Manufacturing, Telecom are shifting towards
ITe . Apart from the shift in the current market, a new market for ITe is also emerging due to emerging
trends like e-retail, e-governance, cloud and mobility. ITe is the way forward; Gartner predicts that in the
next few years, 80% of the IT will move to ITe. Current IT service companies are not geared up to support
this demand. There are no pure-play ITe IT providers from India. The size of the target market is at least
USD 40 billion by 2017. We are positioning ourselves as India's first pure-play ITe company, offering ITe
at large scale from offshore.

ROI and Sustainability:

The cost of an ITe developer in the west is twice than a regular developer. Customers are willing to pay
higher for this niche and scarce skill, so the ROI is higher. ITe is a unidirectional shift and a strong
sustainable delivery model for the future.
The Capability and the current state:
We have evangelized and transformed ITe delivery setup in the past for a large international Banks IT in
India, so we can establish this model in the Indian services industry as the new service benchmark. We
have started small-scale operations from India from October 2011 with a completely operational ITe
facility. We need to enter the ITe savvy target markets of US and Europe to exploit the strong demand.
The Competition:
The only pure play competition is a US based company called ThoughtWorks owned 97% by an
individual. They have 23 offices in 9 countries with a workforce of less than 2000 people making revenue

Page | 53

more than USD 250 million. The success of the model clearly shows that there is a good demand for the
service willing to pay above the market rates.
The USP:
We have already marketed and positioned ourselves to be the leading 'ITe thought leaders' from India
(popularity on social and professional networking sites). We will give a face-lift to the Indian IT
outsourcing scene by providing high-end business value through ITe. A new entrant would require
similar ITe image, thought leadership and subject matter expertise, and large scale ITe implementation
background to enter this arena.
The Revenue Model:
Our business model is a mix of ITe consulting and ITe delivery. In this short time, we have managed to
attract some known names like Fidelity, Barclays, HP, Monsanto etc. among others with very minimal
investments on sales. We have open pipeline on clients like Goldman Sachs, GE Healthcare, RBS, PwC,
FirstData etc. that need to convert and needs more investment on account management and sales.
Funding Needs:
We need funding of USD 5 million to invest in establishing offices in the US and Europe, setup strong
sales team, strengthening the management structure and board of directors, setup ITe infrastructure and to
groom ITe skills from the market through the ITe university model.
Our target is to reach minimum revenue of USD 101 million by 2017 which would be a faction (0.05%) of
the projected ITe market.
End note:
We have a full business plan available on request. We are very passionate about our business and we
would invite any interested investors to contact our Advisors now to discuss this investment proposal
further with us now.

Financial Plans
Financial Plan
Page | 54

Start-up Funding
Table: Start-up Funding
Start-up Funding
Start-up Expenses to Fund
Start-up Assets to Fund
Total Funding Required
Assets
Non-cash Assets from Start-up
Cash Requirements from Start-up
Additional Cash Raised
Cash Balance on Starting Date
Total Assets

R2,000,000
R115,000,000
R117,000,000

R75,000,000
R40,000,000
R23,000,000
R63,000,000
R138,000,000

Liabilities and Capital

Liabilities
Current Borrowing
Long-term Liabilities
Accounts Payable (Outstanding Bills)
Other Current Liabilities (interest-free)
Total Liabilities

R0
R0
R0
R0
R0

Capital
Planned Investment
Owner
Investor
Additional Investment Requirement
Total Planned Investment

R0
R140,000,000
R0
R140,000,000

Loss at Start-up (Start-up Expenses)

Total Capital

(R2,000,000)
R138,000,000

Total Capital and Liabilities

R138,000,000

Total Funding

R140,000,000

Break-even Analysis

Page | 55

Table: Break-even Analysis

Break-even Analysis
Monthly Units Break-even
Monthly Revenue Break-even
Assumptions:
Average Per-Unit Revenue
Average Per-Unit Variable Cost
Estimated Monthly Fixed Cost

1,178
R10,363,636

R8,800.00
R3,960.00
R5,700,000

Projected Profit and Loss

Table: Profit and Loss

Page | 56

Pro Forma Profit and

Loss
Year 1

Year 2

Year 3

Year 4

Year 5

Sales

R88,000,000

R273,000,000

R665,000,000

R832,500,000

R1,080,000,000

Direct Cost of Sales

R39,600,000

R122,850,000

R299,250,000

R374,625,000

R486,000,000

Other Costs of Sales

Total Cost of Sales

R1,800,000
R41,400,000

R5,460,000
R128,310,000

R13,300,000
R312,550,000

R16,650,000
R391,275,000

R21,600,000
R507,600,000

Gross Margin

R46,600,000

R144,690,000

R352,450,000

R441,225,000

R572,400,000

52.95%

53.00%

53.00%

53.00%

53.00%

R34,800,000
R30,000,000

R36,600,000
R25,000,000

R38,700,000
R25,000,000

R41,400,000
R25,000,000

R44,200,000

R0
R1,200,000
R1,200,000
R1,200,000

R3,000,000
R1,400,000
R1,200,000
R1,500,000

R3,000,000
R1,600,000
R1,200,000
R1,500,000

R3,000,000
R1,800,000
R1,200,000
R1,800,000

R3,000,000
R2,000,000
R1,200,000
R2,000,000

R68,400,000

R68,700,000

R71,000,000

R74,200,000

R82,400,000

(R21,800,000)

R75,990,000

R281,450,000

R367,025,000

R490,000,000

(R21,800,000)

R78,990,000

R284,450,000

R370,025,000

R493,000,000

R0
R0

R0
R22,797,000

R0
R84,435,000

R0
R110,107,500

R0
R147,000,000

(R21,800,000)

R53,193,000

R197,015,000

R256,917,500

R343,000,000

-24.77%

19.48%

29.63%

30.86%

Gross Margin %

Expenses
Payroll
Marketing/Promotion
Depreciation
Utilities
Insurance
Other

Total Operating
Expenses
Profit Before Interest and
Taxes
EBITDA
Interest Expense
Taxes Incurred

Net Profit
Net Profit/Sales

R30,000,000

31.76%

Chart: Profit Monthly

Page | 57

Chart: Gross Margin Monthly

Page | 58

Projected Cash Flow

Table: Cash Flow
Pro Forma Cash Flow
Year 1

Year 2

Year 3

Year 4

Year 5

Page | 59

Cash Received
Cash from Operations
Cash Sales

R88,000,000

Subtotal Cash from Operations

R88,000,000

Additional Cash Received

Sales Tax, VAT, HST/GST
Received
New Current Borrowing
New Other Liabilities
(interestfree)
New Long-term Liabilities
Sales of Other Current Assets
Sales of Long-term Assets
New Investment Received
Subtotal Cash Received
Expenditures
Expenditures from Operations
Cash Spending
Bill Payments
Subtotal Spent on Operations

R832,500,000
R273,000,000
R273,000,000

R665,000,000
R665,000,000

R832,500,000

R1,080,000,000
R1,080,000,000

R0

R0

R0

R0

R0

R0
R0

R0
R0

R0
R0

R0
R0

R0
R0

R0
R0
R0
R140,000,000
R228,000,000

R0
R0
R0
R0
R273,000,000

R0
R0
R0
R0
R665,000,000

R0
R0
R0
R0
R832,500,000

R0
R0
R0
R0
R1,080,000,000

Year 1

Year 2

Year 3

Year 4

Year 5

R104,700,000
R0
R104,700,000

R302,185,551
R0
R302,185,551

R551,942,026
R0
R551,942,026

R507,593,281
R0
R507,593,281

R774,375,264
R0
R774,375,264

Additional Cash Spent

Sales Tax, VAT, HST/GST Paid
Out
Principal Repayment of Current
Borrowing
Other Liabilities Principal
Repayment
Long-term Liabilities Principal
Repayment
Purchase Other Current Assets
Purchase Long-term Assets
Dividends
Subtotal Cash Spent

R5,000,000
R20,000,000
R0
R129,700,000

R2,500,000
R0
R0
R304,685,551

R5,000,000
R0
R0
R556,942,026

R5,000,000
R0
R0
R512,593,281

R5,000,000
R10,000,000
R0
R789,375,264

Net Cash Flow

Cash Balance

R98,300,000
R161,300,000

(R31,685,551)
R129,614,449

R108,057,974
R237,672,423

R319,906,719
R557,579,142

R290,624,736
R848,203,878

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

R0

Page | 60

Projected Balance Sheet

Table: Balance Sheet
Pro Forma Balance Sheet
Year 1

Year 2

Year 3

Year 4

Year 5

Inventory
Other Current Assets
Total Current Assets

R161,300,000
R9,900,000
R5,000,000
R176,200,000

R129,614,449
R95,278,551
R7,500,000
R232,393,000

R237,672,423
R182,235,577
R12,500,000
R432,408,000

R557,579,142
R117,246,358
R17,500,000
R692,325,500

R848,203,878
R157,621,622
R22,500,000
R1,028,325,500

Long-term Assets
Long-term Assets
Accumulated Depreciation
Total Long-term Assets
Total Assets

R80,000,000
R0
R80,000,000
R256,200,000

R80,000,000
R3,000,000
R77,000,000
R309,393,000

R80,000,000
R6,000,000
R74,000,000
R506,408,000

R80,000,000
R9,000,000
R71,000,000
R763,325,500

R90,000,000
R12,000,000
R78,000,000
R1,106,325,500

Year 1

Year 2

Year 3

Year 4

Current Liabilities
Accounts Payable
Current Borrowing
Other Current Liabilities
Subtotal Current Liabilities

R0
R0
R0
R0

R0
R0
R0
R0

R0

R0

R0
R0
R0

R0
R0
R0

R0
R0
R0
R0

Long-term Liabilities
Total Liabilities

R0
R0

R0
R0

R0
R0

R0
R0

R0
R0

Assets
Current Assets
Cash

Liabilities and Capital

Paid-in Capital
Retained Earnings
Earnings
Total Capital
Total Liabilities and Capital
Net Worth

Year 5

R280,000,000

R280,000,000

R280,000,000

R280,000,000

R280,000,000

(R2,000,000)
(R21,800,000)
R256,200,000
R256,200,000

(R23,800,000)
R53,193,000
R309,393,000
R309,393,000

R29,393,000
R197,015,000
R506,408,000
R506,408,000

R226,408,000
R256,917,500
R763,325,500
R763,325,500

R483,325,500
R343,000,000
R1,106,325,500
R1,106,325,500

R256,200,000

R309,393,000

R506,408,000

R763,325,500

R1,106,325,500

Business Ratios Table:

Ratios
Ratio Analysis

Sales Growth
Percent of Total Assets

Year 1

Year 2

Year 3

Year 4

Year 5

n.a.

210.23%

143.59%

25.19%

29.73%

Industry
Profile
0.00%

30.80%

35.99%

15.36%

14.25%

0.00%

Page | 62

Inventory

3.86%

Other Current Assets

Total Current Assets
Long-term Assets
Total Assets

1.95%
68.77%
31.23%
100.00%

2.42%
75.11%
24.89%
100.00%

2.47%
85.39%
14.61%
100.00%

2.29%
90.70%
9.30%
100.00%

2.03%
92.95%
7.05%
100.00%

100.00%
100.00%
0.00%
100.00%

Current Liabilities
Long-term Liabilities
Total Liabilities
Net Worth

0.00%
0.00%
0.00%
100.00%

0.00%
0.00%
0.00%
100.00%

0.00%
0.00%
0.00%
100.00%

0.00%
0.00%
0.00%
100.00%

0.00%
0.00%
0.00%
100.00%

0.00%
0.00%
0.00%
100.00%

100.00%
52.95%
77.73%

100.00%
53.00%
33.52%

100.00%
53.00%
23.37%

100.00%
53.00%
22.14%

100.00%
53.00%
21.24%

34.09%
-24.77%

9.16%
27.84%

3.76%
42.32%

3.00%
44.09%

2.78%
45.37%

0.00%
0.00%

Main Ratios
Current
Quick
Total Debt to Total Assets
Pre-tax Return on Net Worth
Pre-tax Return on Assets

0.00
0.00
0.00%
-8.51%
-8.51%

0.00
0.00
0.00%
24.56%
24.56%

0.00
0.00
0.00%
55.58%
55.58%

0.00
0.00
0.00%
48.08%
48.08%

0.00
0.00
0.00%
44.29%
44.29%

0.00
0.00
0.00%
0.00%
0.00%

Additional Ratios
Net Profit Margin
Return on Equity

Year 1
-24.77%
-8.51%

Year 2
19.48%
17.19%

Year 3
29.63%
38.90%

Year 4
30.86%
33.66%

Year 5
31.76%
31.00%

n.a
n.a

Percent of Sales
Sales
Gross Margin
Selling, General &
Administrative Expenses
Advertising Expenses
Profit Before Interest and
Taxes

Activity Ratios
Inventory Turnover
Accounts Payable Turnover
Payment Days
Total Asset Turnover
Debt Ratios
Debt to Net Worth
Current Liab. to Liab.
Liquidity Ratios
Net Working Capital
Interest Coverage
Additional Ratios
Assets to Sales

100.00%
0.00%
0.00%

n.a
4.00
0.00
0
0.34

2.34
0.00
0
0.88

2.16
0.00
0
1.31

2.50
0.00
0
1.09

3.54
0.00
0
0.98

n.a
n.a
n.a
n.a

0.00
0.00

0.00
0.00

0.00
0.00

0.00
0.00

0.00
0.00

R176,200,000
0.00

2.91

n.a
n.a

R232,393,000
0.00

1.13

R432,408,000
0.00

0.76

R692,325,500
0.00

0.92

R1,028,325,500
0.00

1.02

n.a

n.a

Page | 63

Current Debt/Total Assets

Acid Test
Sales/Net Worth

0%
0.00
0.34

0%
0.00
0.88

0%
0.00
1.31

0%
0.00
1.09

0%
0.00
0.98

n.a
n.a
n.a

Dividend Payout

0.00

0.00

0.00

0.00

0.00

n.a

Use of Funds
Table: Use of Funds

Use of Funds
Use
Office Furnitures
Technology set up/Servers/Web etc
Printing
Marketing
Building Construction
Working capital
R&D
Total

Amount
R5,000,000
R20,000,000
R15,000,000
R30,000,000
R20,000,000
R40,000,000
R10,000,000
R140,000,000

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