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Do you treat your patents as a fence or a tollbooth? If you wish for your start-up technology company to obtain investment from or acquisition by a bigger player, you had better understand the difference.

Most start-up technology company entrepreneurs and CEO’s understand that patents can be key to establishing the value of a new business idea. Typically, entrepreneurs and CEO’s such as yourself will engage patent attorneys to build an IP portfolio that protects the start-up’s technology and products to the fullest extent possible. The motivation for this effort and expense is, of course, to to protect your start-up’s idea from use by others. As management of a start-up you may be seeking to build an ongoing business around the patented technology, but often the goal of building a solid patent portfolio is to make your business an attractive target for investment or acquisition by a larger company.

As an intellectual property and business strategist, I believe that such an inwardly focused patenting strategy is a misguided approach for companies that wish to obtain investment from or be acquired by larger companies. Why do I think this? Let me use a simple analogy.

Let’s say you have worked diligently for several months of weekends to get your yard perfect–and it is perfect. When you finish the yard, you realize that if someone walks on your lawn, perfection will be lost. So you put an expensive fence around your lawn–and it is the best expensive fence you can buy: a virtual masterpiece. But what good is the fence if no one wants to walk on your lawn anyway? You wasted all that money on the fence.

The great majority of patent seekers (including those at otherwise sophisticated large companies) believe that patents are best used to keep others off their “technology lawns”. As such, patents are generally focused inwardly–that is, on the patentee’s own technology or products. This is known as “defensive patenting”. Defensive patenting is a tried and true patent strategy, but it can be a poor choice for companies that wish to obtain investment from or be acquired by bigger players. Like the example above, if these bigger players have no interest in walking across your technology lawn, your defensive patent fence is a wasted expense.

So how does a technology start-up company such as yours get the attention of these big players? It is quite simple–by putting a patent fence around the big company’s technology lawn. When properly formulated and executed, this strategy (which is not surprisingly called “offensive patenting”) makes technology or products patented by your company an attractive target for a bigger player. Your company’s patent(s) will reduce or prevent the bigger player’s free movement in its desired business space. Such a savvy offensive patenting strategy effectively requires the bigger player to ask your start-up company for permission to play on its own technology lawn. Your start-up company can provide that permission in the form of a licensing of the patent(s) at issue or by sale of your company to the bigger player. Either way, the your start-up company is benefiting financially from this smart offensive patenting strategy.

Of course, if offensive patenting was easy, smart entrepreneurs and CEO’s such as yourself would already be executing on it in droves. In truth, however, offensive patenting can only be effective against big players through use of expert competitive patent and business intelligence. Such techniques have unfortunately not been readily accessible outside of the large corporate and investor environments.

This is changing, however, as more intellectual property professionals with corporate business experience, such as myself, are entering the consultancy business. I have been able to work with clients using patent filing data analysis to identify where a large company was likely going to be focusing its technology or product efforts in 3-5 years. Together, the clients and I will brainstorm a “next generation” improvement to that technology or product. We then will work with the client’s patent attorney to draft, file and prosecute patent applications that are directed toward reducing or preventing the large company’s future ability to freely compete in that business or technology space. The objective is to end up with the client owning patent(s) that would be infringed by the large company’s future business plans. Rather than change its business plans, the large company will pay a patent “toll” in the form of a license or acquisition of the client.

Admittedly, offensive patenting is a bit like looking into a business crystal ball. However, the information needed to successfully execute on this patent strategy is out there and, when collected and analyzed by the right person, it is actually hiding in plain sight. Experts believe that those who collect and act on available data are more likely to be successful in today’s data-driven economy. I believe that smart entrepreneurs and CEO’s of startup companies can achieve the investment or acquisition they want for their companies by collecting and analyzing patent filing data to make it necessary for big companies to pay for permission to play in their desired business spaces.

So stop thinking about patents as a fence, but instead as a toll booth. One can usually walk around a fence, but if the toll booth blocks the only road to a big company’s business destination, the toll is likely to be paid.

Jackie Hutter is Principal of The Hutter Group, a leading provider of IP (“Intellectual Property”) business counseling and competitive analytics to forward-thinking organizations that seek to maximize firm asset value by capitallizing on the power of intellectual property. She has over 13 years experience counseling innovation-driven companies, universities and business development and investment professionals in maximizing their firm intellectual asset value. Jackie was named a SuperLawyer(R) in Intellectual Property in Georgia in 2004, and she has been a frequent speaker on IP issues to her fellow lawyers. Jackie was formerly Senior Patent Counsel at a Georgia-Pacific LLC, where she had sole responsible for Dixie(R) patent matters and, later, the company’s Chemicals business.

Prior to joining Georgia-Pacific, Jackie was a shareholder at the prestigious IP firm of Needle & Rosenberg, PC (now Ballard & Spahr), where she represented mulit-national companies, universities and innovators in protecting their IP to create maximum asset value. Jackie has also been a patent and IP litigator, which gives her a unique perspective in how to maximize firm IP value by avoiding litigation. Prior to attending law school on a full academic scholarship and where she graduated with honors, Jackie obtained her M.S. in Pharmaceutical Sciences and she spent several years as practicing chemist at Helene Curtis (now Unilever). She is a named inventor on one U.S. patent. Jackie lives in Decatur, Georgia, in a groovy mid-Century modern house with her husband, 2 daughters and several pets.

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Recession is often defined as a state of the economy when the gross domestic product is very low. There is a need for income earners to be able to tell the difference between recession and expansion by watching the levels of their personal incomes. Some widely-embraced market indicators are very deceiving.

Sometimes you need to look no further than the trend of your own incomes as a business owner or even an employed person. Recession needs to be differentiated from expansion for the right business decisions to be made.

Personal income as well as the level of employment tells a lot about what is going on in the wider market scene. This is because when most of the members of an economy are not making a lot of money, there is less demand for goods and services. The industrial response is by reduction of the quantities produced. This forces the industries to lay off workers.

Since the workers no longer have the purchasing power, supermarkets and the wider retail sector also lays off workers since business has literally come to a standstill. These are signs of an economic recession.

The government may come in and try to stimulate growth. This may create a false impression of expansion while the real trend is headed further down. By watching your incomes, you can tell when real expansion is on the way and when are experiencing a short break from recession.

The real trick is determining whether these indicators are leading you to the conclusion or they are just coincidental. When the income level indicator becomes coincidental, this means that things change immediately some few theoretical facts are changed. Coincidental information is useful in confirming the state of the economy but does not give predictions about the future direction of the economy.

The implications of this to income earners and investors in general are very far-reaching. What matters is the income you generate whether you do it in the middle of a recession or at the height of the boom. How you do this is the greatest problem to many people. After you have read your income levels what you do with the knowledge will be shaped by the kind of investor you are. For instance, if you are not a risk taker, you may not have right to answers to your investment(s).

Bear in mind that recession does not take away business ideas and opportunities. It forces you to think in a way you are not used to. Once you adjust, it will be business as usual and might even bring out the best of you.

As an example, a bear market creates new ways to make money. Just change the rules of the game to reflect the prevailing realities. If your incomes can allow it, sell your stocks and take advantage of the markets which are falling. To avoid the pitfalls of this approach, make sure you consult experienced investors.

Alternatively, learn to view those falling stock prices not as a sign of failure in the whole market, but as poor bargains that need to be negotiated afresh.

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The prospect of raising additional equity earlier than expected and at a much lower valuation than anticipated was a chilling thought for Berman and his board.

Just as things appeared to be headed downhill, the company’s CFO broached the idea of obtaining $ 1.5 million in venture leasing. Roughly $ 600,000 of this financing would be used to finance existing equipment. The balance could be used for upcoming acquisitions of computer workstations, servers, software, and test equipment.

A colleague had introduced Jamal Waitley, the company’s CFO, to Jerry Sprole. Sprole heads Connecticut-based, Leasing Technologies International, a leasing firm specializing in equipment financing for venture capital-backed startups and emerging growth companies. It took Waitley less than a month to get the financing in place. Cash from selling and leasing back existing equipment along with a leasing line to add new equipment allowed Berman’s firm to operate three extra months without additional equity. When the firm finally completed its $ 20 million equity round, the pre-money valuation was at least $ 5 million more than it would have been otherwise. Venture leasing had literally created millions of dollars for Berman’s shareholders.

Like Berman’s firm, a growing number of venture capital-backed startups are taking advantage of venture leasing to build equity value faster and to expand infrastructure. What is venture leasing and why has it become so attractive to venture capital-backed startups’ How are savvy entrepreneurs using venture leasing to increase shareholder value’ To find answers, one must take a closer look at this important financing source for venture capital-backed startups.

The term venture leasing describes equipment financing provided by equipment leasing firms to pre-profit, early stage companies funded by venture capital investors. Like Berman’s firm, these startups need business essentials like computers, networking equipment, software, and equipment for production and R&D. These firms generally rely on outside investor support until they prove their business models or achieve profitability.

Where does venture leasing fit into the venture financing mix’ The relatively high cost of venture capital compared to venture leasing tells the story. To compensate venture capitalists for the risk they take, they generally receive sizeable equity stakes in the companies they finance. They typically seek investment returns of at least 35% on their investments over five to seven years. Their returns are achieved via an IPO or other sale of their equity stakes. In comparison, venture lessors seek a return in the 15% ‘ 22% range. These transactions amortize in two to four years and are secured by the underlying equipment. Although the risk to venture lessors is also high, venture lessors mitigate the risk by having a security interest in the leased equipment and structuring transactions that amortize. Taking advantage of the obvious cost advantage of venture leasing over venture capital, startup companies have turned to venture leasing as a significant source of funding to support their growth and to build equity value faster. Additional advantages to startups of venture leasing include the traditional leasing strong points — conservation of cash for working capital, management of cash flow, flexibility, management of equipment obsolescence, and serving as a supplement to other available capital.

How do venture leasing firms evaluate transactions’ Venture lessors look closely at several factors. Two of the main ingredients of a successful new venture are the caliber of its management team and of its venture capital sponsors. In many cases the two groups seem to find one another. A good management team has usually demonstrated prior successes in the field in which the new venture is active. The better venture capitalists have successful track records and direct experience with the types of companies they financed. The best VCs have industry specialization and many employ individuals with direct operating experience within the industries they finance.

After determining that the caliber of the management team and venture capitalists is high, a venture lessor looks at the startup’s business model and market potential. During this evaluation the lessor considers questions such as: Does the business model make sense’ Is the product/service necessary’ Who is the targeted customer and how large is the potential market’ How are products and services priced’ What are the projected revenues’ What are the production costs and what are the other projected expenses’ Do these projections seem reasonable’ How much cash is on hand and how long will it last the startup according to the projections’ When will the startup need the next equity round’ These, and questions like these, help the lessor determine whether the business plan and model are reasonable

The most important question facing a leasing company financing startups is whether there is sufficient cash on hand to support the startup through a significant part of the lease term. If the venture is unable to raise additional capital and runs out of cash, the lessor stands to lose money on the transaction. To mitigate this risk, most experienced venture lessors require that the startup have at least nine months of cash on hand before proceeding. Usually, startups approved by venture lessors have raised at least $ 5 million in venture capital and have not yet exhausted a healthy portion of this amount.

Where do startups turn to get venture leasing’ Part of the infrastructure supporting startups is a handful of national leasing companies that specialize in venture leasing. Like the Connecticut-based lessor introduced to Waitley, these firms have experience and expertise in structuring, pricing and documenting transactions, performing due diligence, and working with startup companies through their ups and downs.

Most venture lessors provide leases to startups under lines of credit so that customers can schedule multiple takedowns during the year. These lease lines typically range from as little as $200,000 to over $ 5,000,000, depending on the start-up’s need, projected growth and the level of venture capital support. The better venture lease providers also assist customers, directly or indirectly, in identifying other resources to support their growth. They help customers acquire equipment at better prices, arrange takeouts of existing equipment, find additional working capital funding, locate temporary CFO’s, and provide introductions to potential strategic partners— these are all value-added services the best venture lessors bring to the table.

While Craig Berman’s story is only an illustration based on an actual financing, many venture capital-backed startups are discovering that venture leasing can leverage venture capital to boost shareholder value. These startups are then able to use their venture capital for growth activities that build enterprise value, like product development, bringing in management talent and expanding their marketing efforts. Since venture leasing is more cost effective than venture capital, requires no board representation or loss of management control, and usually results in little or no equity dilution, this rapidly growing financing for start-ups is reaching the radar screens of many savvy entrepreneurs.

George Parker is a Director and Executive Vice President of Leasing Technologies International, Inc. (‘LTI’), responsible for LTI?s marketing and financing efforts. A co-founder of LTI, Mr. Parker has been involved in secured lending and equipment financing for over twenty years. Mr. Parker is an industry leader, frequent panelist and author of several articles pertaining to equipment financing.

Headquartered in Wilton, CT, LTI is a leasing firm specializing nationally in direct equipment financing and vendor leasing programs for emerging growth and later-stage, venture capital backed companies. More information about LTI is available at: http://www.ltileasing.com.

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Residing in a far corner of the financing panoply is a financing vehicle known as venture lending. This form of financing is used by start-ups supported by venture capitalists as a means of funding working capital and equipment acquisitions. A less expensive form of financing than venture capital, start-ups use these loans to extend the runway between equity rounds and to avoid ownership dilution.

Venture lending is in the midst of a strong rebound that started in 2003. This segment is recovering from a sharp decline that followed the bursting of the ‘New Economy’ bubble earlier in the decade. During the late 1990s, prior to the bubble burst, equity investments in start-ups topped $100 billion. That staggering amount of investment stoked unprecedented growth in debt transactions to start-ups, which reached almost $ 5 billion during the same period. The technology meltdown and economic slowdown that followed caused start-up lending to contract to around $836 million by 2003. By 2006, as the market steadily improved, loans to start-ups recovered to around $ 2.5 billion.

Although venture lending is rebounding, it appears as vulnerable today as it did at the beginning of the decade. Earlier in the decade, a confluence of factors sent shock waves through the start-up lending segment. Rising failures and delinquencies by start-ups, a slowing economy, a contraction in venture capital investing, overaggressive lending practices and questionable lender business models sparked widespread faltering in this lending segment. Publicly-held venture lenders like LINC Capital and later Comdisco, that embraced this segments higher yields, rapid growth rate and favorable perception on Wall Street, were slammed by investors. Ultimately, these companies foundered as their losses mounted, they violated their credit agreements, and they were cut off from essential equity and debt capital sources.

Similarly, large diversified finance companies with start-up loan portfolios reeled from mounting portfolio losses. Venture lending groups within Transamerica, DVI and GATX eventually folded or were jettisoned as a result of the turmoil. Smaller, private lenders were largely closed off from new funding to support their venture transactions, forcing many of them to abandon lending to start-ups or to liquidate their portfolios. The few lenders and leasing companies that remained gravitated to more stable segments of the market. Many curbed their volume dramatically by focusing on smaller, better collateralized transactions.

Banks and investors that supported venture lenders also reeled from the fallout. As several lenders either collapsed or faltered, the banks and investors that financed these companies realized huge losses. As a result, many lenders and investors began to shun start-up lenders and other risky transactions.

Today, havoc in the sub-prime lending market and a possible economic slowdown threaten to derail venture lending. Some of the same lenders and investors who participate in the high-risk end of the securitized mortgage arena also participate directly or indirectly in financing these lenders. These financing sources are now running scared.

Lastly, most lenders to start-ups rely heavily on their borrowers receiving multiple equity rounds to achieve loan repayment. During the technology meltdown of 1999-2002, many venture capitalists focused almost exclusively on supporting the most promising companies in their portfolios. The weaker portfolio companies were subjected to a Dr. Kevorkian-style triage process that saw many of them abandoned. As a result, many of these start-ups starved from the lack of capital and failed. If this process is repeated, assuming there is an economic slowdown, it could spell big trouble for venture lenders.

Will venture lending become an unwilling victim of the sub-prime debacle — one of the minor rail cars dragged by the sub-prime locomotive over the proverbial cliff? Only time will tell. Much will depend on the performance of the economy during 2008 and on the responses of the banks, institutional investors, start-ups, venture capitalists and the lenders who participate in the start-up market.

George Parker is a twenty-five year industry leader, co-founder and Executive Vice President of Leasing Technologies International, Inc. (“LTI”). He is author of several articles and e-books, including “Using Venture Leasing As A Competitive Weapon” and “101 Equipment Leasing Tips”.

LTI provides superior financing solutions to emerging growth companies and venture capital-backed start-ups. Visit http://www.ltileasing.com/ to learn how LTI’s innovative equipment financing can help you get a jump on competitors

photo credit: Haeroldus Laudeus

International Business is a multi-billion dollar industry in the United Kingdom alone and international trade is increasing by the year. If you think your future lies in the international trade industry, here are some tips to help you establish your own international business successfully.

The first step towards doing international business is deciding on what you want to do. You will need to decide on what product or item you are going to trade in and the countries you want to trade with. If you are not sure about these two things, contact the embassies and consulates of different countries and research the trade that takes place between your country and theirs to help you identify the commodity that is most in demand. Most consulates will be based in the capital city of most nations, but you are also likely to find information you need on their website online.

Research your own governmental laws to ensure that there are no trading restrictions with the country you are interested to trade with. Should there be restrictions make sure that your plans comply with them. Study your country’s licensing requirements, if any. A number of commodities require a license to trade, and depending upon the product that you have chosen, this may apply to you as well. You should also be well informed on the tax procedure involved for your international business and may have to contact your country’s taxation department for any registration requirement they may have for an international import-export business.

Once you are aware of the regulations and licensing requirements involved in your international business, evaluate payment methods that you would need to use to transact financially and ensure that you choose a payment method convenient for both you and your international partners. Ensure that you understand exactly how they work and the risks involved.

Consider using a custom broker. Ideally, issues that may arise at country borders are best handled by experts who know the local authorities and the procedure involved. If you are considering an export business, you may also want to consider using a freight forwarding service. The service provided by freight forwarding agents include shipping and custom of goods exported to other countries.

Lastly, participate in international trade forums, use resources like the International Chamber Of Commerce website and locate and use other resources online that will come in handy in international import-export trade. Study the business culture of the country that you wish to transact for better business relations.

Get sufficient insurance coverage for your goods involved in international trade. Finally, remember that you need to be patient. International trade does not yield results immediately. Once you have set up the basic infrastructure and established contacts on both sides, it may even take you months to earn your first dollar from international import-export trade.

Bob writes for the Cardiff Shipping company and about Bristol Freight Forwarding in the UK and internationally.

photo credit: jurvetson

Today’s credit crisis is the worst disruption to the global financial system in the lifetime of almost everyone alive today. This is truly ground-breaking stuff, and no one can be at all sure where it will end.

The fact that governments around the world have been forced to take the extraordinary step of guaranteeing inter-bank loans in an attempt to unfreeze bank-to-bank lending is a stark pointer to the paralysis in international financial markets, a paralysis born of mutual uncertainties about the extent of bank exposures to overvalued or worthless securities. This situation within the financial sector is at the heart of the difficulties being visited upon companies whose forward performance projections are based on assumptions about continuing debt financing.

The implications

As rapidly as this situation has arisen, and as deeply as it has bitten in that short time, we are still in the early stages, and it is almost impossible to predict what will be the full implications and where the turnaround point might be. One thing is already certain, however. The business models on which many companies have thrived over recent years are now dead. Not only that, but businesses whose business models can and do survive will have to cut their cloth to suit the radically changed landscape. Any business owner or manager hanging on and hoping for an orderly return to the status quo ante will be in for a very rude shock.

Businesses large and small will have to revisit business plans and budgets, and especially forward cashflow projections, as a matter of urgency. Any business model based on continuing high – and rising – asset values, and any predicated upon the continuing availability of easy credit, will require serious revision, and very quickly. Any company employing such models needs to go back to basics and completely re-evaluate their business plans from the ground up.

Trading enterprises lucky enough to be selling the necessities of life are relatively well positioned at the current time. Any operating at the whim of discretionary spending patterns, however, are especially vulnerable.

Variables affecting business performance

The performance of all businesses is affected by a range of variables. Some are common to almost all companies in a particular industry or sector – economic growth rates, salaries for administrative staff, material costs, etc. Some are common to a few, while others are specific to the circumstances of particular companies. The net effect of this is that each and every business has a unique matrix of variables which affects its performance.

The need for customised financial models

Identifying what these variables are is fundamental to understanding the implications of favourable or unfavourable movements in their values. Understanding these implications, in turn, can only be achieved through the employment of rigorous and comprehensive technical/financial models.

t is not enough, however, to test movements in one variable at a time. When testing existing or new business models, it is imperative that base-level variables are all accounted for, and that any permutation or combination of variables can be tested simultaneously. This is the only way to assess the likely impact upon financial performance of a range of scenarios, both anticipated and left-field. And it can only be achieved through the use of customised technical/financial models which have been designed specifically for this purpose.

Using revenue projections as an example, financial models which require the insertion of anticipated revenue amounts, without any attention to the base-level variables underlying them, are worse than useless. Such an unsophisticated approach has no place in modern commerce, and certainly not in the wake of the greatest financial crisis we have ever seen. It is only through identifying and attaching values to every base-level variable with an impact upon forward performance that companies can hope to arrive at meaningful revenue projections.

Speedy action, attention to detail and the employment of sophisticated tools is the way ahead for companies worried about their future in the wake of this crisis.

Greg O’Connor is Managing Director of Wingarra BMI – http://www.wingarrabmi.com – a specialist business consultancy which works with clients to road-test alternative business models, and to optimise those found to be most profitable. Its specialty is in identifying and mapping all variables likely to impact upon the financial performance of a new project or business or business unit, and in designing and constructing robust and customised technical/financial models which allow all combinations of these variables to be fully tested.

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Running a business is not a child’s play. Moreover, managing small business bookkeeping is again a Herculean task. We all are very well aware of the fact that managing and maintaining financial records consume lots of time and personnel resources. Hence, there is one solution that can solve a problem of bookkeeping for small businesses. What is bookkeeping and how does it help in saving time and money? The answer to your query is that bookkeeping is a process that involves maintaining of records of the various transactions that have taken place throughout the year.

The functions of small business bookkeeping includes looking through the total revenue, profit, loss and expenses, dates of the transactions and various other minute financial details incurred by the company. This brings us to the conclusion that bookkeeping is one of the most vital aspects of a business irrespective of it size. In fact, small business bookkeeping needs to be maintained more accurately because once they know their financial status very well they can think of expanding themselves. Small business bookkeeping provides many advantages of maintaining financial records. It helps the owner or a manager to know the accurate financial status of the company business, small business book keeping also helps these small businesses to know their accurate financial position that further assists them to understand the profit and loss that the business is coming up with. It additionally helps these businesses to be financially and legally precise.

Small business bookkeeping consists of the details, such as the daily transactions, turnover, loss, if any and other such details as these details can help small businesses to get loans. Maintaining small business bookkeeping is also a huge task like maintaining a bookkeeping for any big business. Therefore, it is always very important to get professionals who are thorough with their work even if the work is being done for small business book keeping. So, hurry and call a small business bookkeeping executive to get your task done in no time. Hiring professionals to do bookkeeping helps the businesses to understand their financial position as it further helps it to grow and also keeps a good track of the bookkeeping of the business.

Small business bookkeeping should be done on a regular basis as it helps to maintain the financial records regularly. The executive provided by the small business bookkeeping will maintain the daily transactions as it helps to keep a track of the smallest of the financial expenses or gains. If there is a hindrance in the regularity then it might become a major issue resulting in losing the track of the small business bookkeeping causing loss to the company. It can be done either manually or with the help of computers. The basic purpose of the accountant or bookkeeping service is to maintain an accurate record for the company. This is usually done by maintaining a monthly spreadsheet of the expenses incurred daily and another to show the sales, purchase, gross, and net profit. Small business bookkeeping is of great help to a business and this has been proved repeatedly and it is isndeed, the best way to keep out of unwanted troubles.

Alvis Brazma gives advice to business owners about how to manage their business efficiently without any hassles. To know more about Accounting outsourcing services,Small business accounting,Retail accounting, Small Business Bookkeeping visit this leading internet source: http://www.impacctusa.com

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Maintaining consistent cash flow is one of the biggest challenges faced by small and medium scale business enterprises today. The cash flow constraints particularly occur in businesses that offer credit facilities. According to cash flow management experts many debtors have a tendency of failing to honor their pledges to clear their debts within a stipulated period of time that may between 30 and 60 days. It is during such circumstances that a business entity may be required to rise to occasion by supplementing its operations through sourcing of funds either internally or externally to boost the cash flow.

One of the convenient ways of sourcing for funds is invoice factoring. Factoring refers to the process of speeding up cash flow in your business by selling the credit worthy invoices for cash. The viability of factoring as one of the most effective debt collection methods has been a blessing to many small and medium scale business enterprises. This cash flow tool has been around for many years and has effectively evolved into a very important moderator preferred by many small business enterprises for use in competing effectively with larger businesses. Therefore by factoring invoices, small or medium scale business entrepreneurs can offer flexible terms of sale with the confidence that they will have cash for their sales within a short period of time. By so doing, your business will regain ground and your cash flow needs will be resolved without you having to waste time and money calling and seeking for your debtors for payments.

Today, there are several companies that have invented pragmatic, friendly and convenient methods of supplementing cash flow for business without burdening business entrepreneurs with excessive interest rates and time wasting application procedures. I recommend cash flow management experts to both current or prospective business entrepreneurs. This site contains amazing information about financial offers for cash infusion programs that are designed to assist business entrepreneurs overcome cash flow crisis. This particular blog contains direct links a leading international financing company, the MBS Financial LLC. Business entrepreneurs seeking to regain control of cash flow in their business can access the credit application pages for a quick loan at MBS through the direct links recommended by cashflow management experts

I. Paul is a financial adviser and freelance writer.