An Entrepreneur who made it to the other side

It is inspiring to listen to entrepreneurs who have succeeded in taking their idea from start up, over the chasm and managed to get to the other side. Their stories can teach other early stage entrepreneurs a great deal but also inspire them to take the risks to get to the other side.

Ron Close is such an entrepreneur. He sold his company to AT&T and is now sharing his lessons with Ivey MBA students and MaRS entrepreneurs.
When you hear Ron's comments on how he lead his company through the ups and downs, it becomes clear that he was always someone who cared very strongly about the people. I particularly liked his comment that he knew his staff were smart and would act if given the information. It is tough being a boss but believing your staff might be able to surprise you means that they will - and often.

It is great to see nice guys finish first. Thanks, Ron.

To Listen to Entrepreneurship, Ron Close, MaRS, Ivey: Financial Post Executive.

Do check out the MaRS blog and Twitter.

What Private Equity Does For Your Business

For those of you who missed our recent CEO Roundtable, you can listen to the podcasts with the main speakers. Loewen & Partners and the Richard Ivey School of Business recorded interviews exclusively for the Financial Post Executive by BusinessCast (http://www.businesscast.ca/).
First up is McKinsey chatting about how they see private equity working for business owners and why this leap frogs bank money:
The Financial Post Executive: What Private Equity Does for Your Business - Sacha Ghai, McKinsey & Company
Then we have an entrepreneur who made his fortune and is now entrepreneur-in-residence with MaRS which incubates about 400 companies.
The Financial Post Executive: How Entrepreneurs Can Make the Leap - Ron Close, MaRS

Housing impact on the public markets

Not all private equity firms are White Knights

A cookie company crumbled with its private equity firm now piled high with law suites. It is a great example of how only 20% private equity firms actually add all the huge value you read about in the media.
Here is a case with a bad private equity firm in the NYT by J. Crosswell. To all business owners out there, be very careful how you pick your private equity partners. Loewen & Partners works with business owners to match them with ethical partners and we know these players who take advantage of bank leverage.
Here's what the company had to say:

“What soured me on this experience is that these private equity firms that come in and buy companies don’t look at a company to grow it. Whether it sinks or swims doesn’t really matter to them,” Mr. Pfeifer said. “They don’t think about the people whose livelihoods depend on that company. I hope I never have to go through that again.”

And here is a quote I got from Catterton's website to sum it all up:

Establishing a close working relationship with the management team of a portfolio company is a critical element in our operating philosophy and a key driver of our success. As a rule, we do not involve ourselves in the day-to-day operations of a portfolio company. Rather, we seek to create equity value in a company by assisting management in identifying the key strategic, operating, and financial priorities, and the resources needed to successfully execute against those priorities. We generally hold at least one seat on the Board of Directors and on key sub-committees of the Board.

Issues Facing Women Raising Capital

It has been suggested that limited access to "old boy" networks and a male-dominated financial industry has posed challenges for women seeking growth capital. Those conditions partially explain why women gain just 6% of the $69 billion of venture capital available in the U.S.,” says Ilse Treurnicht. “Still, women don't make it easy on themselves, either. A passive style, conservative attitude and inability to "talk the language" are just some of the factors holding women back.”
The good news: perceptions are slowly changing and there is money available for solid, high-growth firms that can adequately communicate their promise to investors. If you are female, grow some thick skin and deal with the stereotypes early on in your conversations. Here are a few:
• Woman entrepreneurs do not want to grow their business as quickly as men do.
• Female entrepreneurs just don’t ‘get’ how to source funding.
• Lack of networks is one reason for women’s challenges. When women were asked about their networks, they listed various men’s names. When those men were asked about their networks, they did not mention the women.
Before you write to your local newspaper to complain about the above list, take a breath. Let's go to the facts to verify these issues. What is true are the statistics on male- versus female-run businesses which illustrate that female companies may grow at a slower clip, but they tend to have a higher survival rate.
Understand that, when it comes to accessing private equity, Fund Managers favour the growth versus survival factor. It’s only logical that when you go about raising capital, your pitch must be at growing the business, otherwise leave private equity to the more aggressive CEOs. Keep on doing your slow growth but do not expect private equity investors to invest.
Barbara Orser, professor at Carlton, reiterates that critical point, “Here’s the bottom line for women: only entrepreneurs who start robust, high-potential businesses - and communicate that promise - will get the money they need.” Smart women understand that thinking, and reassure investors by spending more time on illustrating their ambition when reaching out to the VCs.

Are Women Capable of It?

I am invited to talk about women in business frequently which is always a pleasure as each and every time I learn something new from the audience. I will be speaking at Ivey about women and finance next week which got me thinking...

Over the years I have seen that consumers can be categorized into thousands of groups and the same can be done with women in business. I learnt from a London School of Economics podcast that anthropologists are busy in the corporate world studying arch types or categories of people. The lecturer went on to write her findings about the behaviour of groups of bankers in a book.

Fascinating.

I am of the generation of working women who tried to blend in with the guys, pretending that our shoulder pads and bow ties would help. Since then, we have come a long way in the world of work. To keep on growing, we women need to keep talking about how we are doing and how we can learn from each other.

Have we lost our ability to talk openly about women in work?

I remember back several decades when The Phil Donahue talk show did a fiery series of audience discussions on whether women should work in the armed forces. I can still see the reddened faces of the women as they stood up, facing off against each other with all their stereotypes of what could go very, very wrong. At first, these ideas seemed to support why women should not put on camouflage uniform.

Back then, I was agreeing with the women against women in the armed forces.

But Phil Donahue's ability to bring out all the stereotypes and look at them one-by-one, picking apart the logic, succeeded in convincing me that women who wanted to do the job should get the opportunity. Look where they are today. I learnt then that talking about stereotypes was a useful exercise to do instead of shouting sexism (which my university training sadly encourgaged me to do).

So I thought I would address women and financing and hope you will agree it is a positive to look at the stereotypes investors may hold and how women can overcome these.

After all, I worked through my stereortypes of women in the armed forces and my brother is married to a former soldier and, man ,can she fish, shoot, hike and camp.

Also, as an aside, Phil Donahue lost his crown as top American talk show host to Oprah Winfrey. Now there's a woman who knows how to do business.

Cash is King for General Motors

Governments around the world are being sucked into GM's financial situation. As GM wolfes down government (your) money, government leaders are learning how hard it is to be investors. "As we await the likely General Motors bankruptcy," says Edward Harrison of the site Credit Writedowns. "I think it bears discussing how political this process has been and will continue to be."
"General Motors is a monster company employing a quarter million people worldwide. It sells $150 billion in cars – or at least it used to. It is not just a producer of vehicles. It is also a supplier. It has been through several joint ventures and has owned a number of foreign manufacturers, Isuzu and Opel being but two. In short, the company is a very big player, financially, economically and politically. Yet, somehow you get the impression that many in the financial media think we could just turn the lights out and go home. This is just not the best option." Watch Edward explain this further:

Presenting Your Company to Fund Managers

If you are a start-up, enjoy this web site. More Cartoons.

What would Marx Do?

When it comes to banking, many governments are now owners or part owners of their nation's banks. For retail banking (which has become a commodity) this may be a good development. Leave the higher risk financing to private equity and keep the meat and potato transactions for retail banking. It means that the people are not left drowning from this popped, speculative bubble while the bankers who created this situation are sitting on piles of bonus money.

Marx would approve of state ownership of retail banking. When you look at the losses to ordinary people's lives, Marx may have a point even if his personal grooming might have been "challenged".

It has become obvious now that the “old normal” was simply unsustainable. The “new normal” must be very different. It is far from clear that the industry and government recognise this grim truth. Here's a good article along this theme:

By Martin Wolfe:

Jacoline Loewen is a partner at Loewen & Partners, private equity for companies over $10M in revenue.

Three Ways Private Equity Helps Grow Your Business

In these economic times, your private equity partners will advise you to forget the fads and get back to basics. With all of the latest and greatest concepts webcasts, podcasts and blogs vying for your attention, you would think that growing your business was as complicated as building the space shuttle. The fact is, there are only three ways to expand business...
Option #1 – Increase the number of customers
You increase the number of customers you have by reaching new customers with your existing offering or developing a new offering. Ideally you will leverage the offering you have to enter a new market or expand the reach in your exisiting market. Three key questions to answer to increase the number of customers are:
Who has a real need for the product/service I’m selling? Does my product meet that need in a manner that either saves money or provides additional value?
How much, if anything, are they spending to address that need today?
How many of those potential customers are there? How do I reach them?
Answering these questions meaningfully necessitates market research. Market research is like eating your broccoli – the idea is not appealing but it does the right job in keeping you healthy. Research teaches you a great deal about what you will need to know to effectively reach these new customers such as what to say, how to say it and to whom.
For example, in my industry which is finance and involves investing in companies, many of the big players have had a brick smashed to their heads. Private equity and venture capital funds are in bad shape. The market research done by the top funds and consulting firms like McKinsey and Company show that funds invested in smaller companies are faring better and enjoying higher returns. With this information, many or the funds are now looking for smaller companies. Reducing their size of company as a potential client opens up the customer pool.
Could you reduce one of your criteria to include a whole new category of client?
Option #2 – Increase the frequency of purchase
The shampoo companies used the wash, rinse, repeat mantra. This ordered their customers to use double the shampoo that is actually required. How many times have you washed your hair twice?
The quickest path to increasing the frequency of purchases is by making it as easy as possible for your existing customers to do business with you repeatedly. Another way to look at this is providing additional customer value – and ultimately building customer loyalty. If you make it easier for customers to buy from you, relative to your competition, then you will continue to win their business. This, of course, assumes your products or services are comparable or superior to your competitors.
Outside of customer loyalty programs, here are a few areas to consider improving:
- Responsiveness to requests, phone calls, emails
- Accessibility to the customer’s primary contact
- Consistency in offering
- Simple contract and pricing
- Bite-sized projects
- Follow-up and follow-through on meetings
- Accurate and timely billing.
While these may seem like common sense, consider how many vendors you no longer use because they were too difficult to do business with. Don’t become one of them to your customers. Option #3 – Increase the number of units sold
By default you will increase the number of units sold when you increase the number of clients and frequency of purchase. But you can also increase the number of units sold by understanding how to add value. If you want to sell more products or bill more hours, providing a value-add benefit or solution will begin to strengthen your customer relationship. If you are to consistently add-value to the customer relationship, you need to fully understand how your customers interpret, define, and quantify the value they receive from your products and services.
Here is a consumer example: A restaurateur offered existing customers 20 percent off for parties of 4 during lunch and early dinner. The idea was to add value to her existing clients by providing them with a benefit they could share. Result: Her lunch business went up by 88% in one month and by 53% over the campaign. On the frequency side, she experienced 71% retention of her customers when she dropped the campaign after 3 months.
Finally, don’t forget, to see real results, private equity will remind you to start with what you already know about your customers. It is the market research, customer knowledge you already have, that is literally a hidden goldmine of profit that can grow your business and increase your company's top line. It is this customer-focused information that will provide the foundation for generating more sales, retaining and cross-selling customers, and acquiring new customer business. Armed with customer-focused information, you will know which is the best way to grow your business.

Jacoline Loewen assists companies in raising capital and can be reached at www.loewenpartners.com. She is the author of Money Magnet:How to attract investors to your business (http://www.moneymagentbook.ca).

The stimulus package Washington is not talking about

A Trillion dollars is sitting in private equity's pockets, looking for good business opportunities. Yes, I said a Trillion.
Already, companies are beginning to link with private equity which is a new type of money which came on board within the last decade for small and mid sized companies. The banks have had a massive slap down and will be risk adverse for the next economic cycle at least. This leaves private equity to fill the role of higher risk lender or partner. By the way, if you are a business owner,do understand that Private equity is a misnomer as it also includes debt.
Listen to this podcast from Business Week on the money private equity is beginning to spend. You will understand why optimism about the economy is beginning to grow and private equity will play a large role.
View Private Equity Stimulus Package.

The public markets are calming down

The huge mood swings in the market are slowing as this chart shows - volatility is lessening.

I was chatting with a financial investment team and they had an interesting view. They are in their fifties and commented that the 24 hour talk shows obsessing over the market are disrupting confidence. They added that Black Monday back in 1987 was disruptive too but because CNN, BNN and so on were not around (just Nolton Nash on the CBC), everyone got back to business, trying to make sure their investment practices were sound.

Jacoline Loewen is a contributer to Trusted Advisors' Survivial Kit and a partner with Loewen & Partners.

What every business owner should know

It truly makes me grateful to live in Canada when I read Shakedown by Ezra Levant which exposes how far the pendulum has swung in the so called name of human rights. The government’s Human Rights Commission ruled that a restaurant employee had her human rights abused because her feelings were hurt by the kitchen staff’s music (she put in her complaint four years later). The Human Rights Commission also ruled against the owner of a hairdressing salon because of the horrendous human rights abuse suffered in that Dickenson workhouse where a male hairdresser was called “Loser” by the other staff. If these are human rights abuses, Canada is a mighty fine country. But organizations like Human Rights Watch who fight against violence in other countires, must be aghast at the hijacking of the words “human rights” by the HRC who, as Ezra Levant points out in his book, are making a mockery of those very words.
Ezra opens by describing his own situation as the owner of a business accused of human rights abuse but, to his credit, quickly puts that aside and tackles a full blown investigation of the HRC cases – a human rights audit if you like. Even if he has cherry-picked the vexatious cases, there are too many, and I was particularly disturbed by the cash payment rulings against small business owners. Ask any tax accountant, most small business owners do not have a great deal of cash and often go without a monthly salary or contribution to a pension just to keep going – unlike HRC agents with their salary (many over $100,000), indexed pensions and benefits.
Using his education in law, Ezra unpacks case after case illustrating the imbalance between the person making the human right’s complaint and the business owner. The complainant gets a lawyer (funded by tax payers), does not need to face the business owner they are accusing, may get a cash payment ($50,000 has been paid), may get a written apology even published in the paper.
Now, when was the last time you saw an embezzler’s letter of apology to a business owner in the newspaper?
If the complainant’s case is dismissed, they are not required to cover the costs to the business owner as a real court case dismissal would require. It gets worse: the HRC can enter your work and home, seize any property they want without a warrant – good Lord, is this Zimbabwe?
For all of us non-lawyers, Ezra illustrates how hundreds of years of legal framework and code of conduct gets swept aside by these HRC agents pursuing frivoulous complaints. Is there not enough salt in the soup at your company’s canteen? Gee, file a human rights complaint to your local HRC and you could end up with some cash.
I wondered if the HRC had industrial relations or business expertise. Ezra fills us in. The head of the BC HRC’s education is nursing. Well, that explains it. She’s got Head Matron Syndrome: she thinks she’s thundering down sterilized, scrubbed halls of a hospital, patients tucked meekly between starched sheets, nurses and orderlies all bowing their heads obediently in fear. That head nurse has real power – that’s for sure.
The deadliest part of Ezra Levant’s book is his description of his own interrogation. The HRC government agent does not have the slightest clue about the damage she is inflicting on a business owner or on the future well-being of our society. She does not realize how these claims will tarnish the very good work done by so many government employees.
As Mark Steyn explains in the foreword, “Go to YouTube and look at the videos of Ezra Levant’s interrogation, you will not find some jackbooted thug prowling a torture chamber but a dull bureaucrat asking soft spoken questions in a boring office. Nevertheless, she is engaged in a totalitarian act.”
Of course, I would not want to call that HRC agent a “Loser” for fear of hurting her feelings. Then she could complain her human rights were abused and I will be dragged through five years of court proceedings, fined and forced to write a letter of apology printed on the pages here in The Women’s Post.
As these crazy Human Rights case rulings become public with the help of Ezra, the repercussions for our business community will be chilling. These human rights cases make entrepreneurs feel angry and downtrodden. Why take the risk, stress and responsibility to run a restaurant or hairdressing salon when you can get slapped with a human rights case that can cost you your business? Heck, let’s all become government employees because as Ezra Levant makes very clear in his book, Shakedown, just like Rodney Dangerfield, business owners don’t get no respect.

Why private equity is taking money from public markets

The mighty company of GM is now worth a $1 per share, a level not seen since the 1930s. What is odd is that of the 22 insiders listed (see Yahoo Finance) a full 10 of these "officers" and "directors" have zero shares in the company. Mr. Wagoner, the previous CEO was holding a mere 35,290 shares currently valued at about $38,500. All insiders together own a total of only about $145,000 worth of shares in the company. And this is not a recent development. The more pronounced insider sales occurred in 2007/2008 and this raises lots of questions particularly with regard to the requests for bailout money.
These company executives apparently did not have much faith in their own firm and yet, they expected the US taxpayer to effectively own them - hmm...
So where are bailouts going? I hope the American people can demand answers.
If a private equity fund was asked to invest in such a company and they didn't see the same commitment from the senior executives, why should they put in money? The US taxpayers should ask the very same question or rather, the US government, on behalf of the US taxpayers.
Yet another example of the difference between private equity fund boards and public market boards. When you are putting in your own money, you want clear answers and results.

What is Private Equity?

One way to describe private equity is, simply put, privately-held money invested into privately-owned companies that are not listed on the stock market.
Investments could be your Uncle Jim’s $1M he put into your brother’s video gaming company. This is private, it is not listed on the public market where the shares can be bought and sold by anyone. This definition, however, omits the key difference that sets private equity far apart from alternate capital.
One of the leading private equity players, David Rubenstein of The Carlyle Group, gets to the nub. “Private equity is the effort made by individuals with a stake in a business.”[i] These individuals will put capital in, try to improve the business, make it grow, and, ultimately, sell their stake.

Jacoline Loewen is a partner with Loewen & Partners which has raised over $100M for owners of companies.
[i] Rubenstein’s definition sourced from the website www.bigthink.com/business-economics/6380>.

Private Equity can be alarming

Private Equity is such a tough type of financing to help owners of companies understand. The big deals done get the media attention. Some of the stories told are alarming for owners.
It is only in the last decade that this type of money has now become available in all sorts of formats for business owners of mid-sized companies. These stories do tend to fly under the media radar.
This is why Loewen & Partners runs CEO Round tables with Ivey Business School to showcase private equity. Yesterday, we had McKinsey and Company and Bill Wignall giving detailed presentations to a room of business owners. Here is the take away from Paul Hogendoorn, owner of OES.

"It’s both a professional benefit and a pleasure to attend your CEO events. Yesterday was no different. (BTW, my most recent column again referenced a key take-away from a previous event).
My big take-aways from this last one were:
- It’s OK not to need PE money
- Know specifically what you want to use any investor PE money for
- The structure of a deal can make even an otherwise unattractive deal workable
Ken enjoyed it to. Much of the first presentation was greek to him (and therefore intimidating – which was consistent with my first experienced a couple years ago), but he recognized the value in gaining some exposure to it, and he really enjoyed the second speaker."



The second speaker was a professional manager, Bill Wignall, who gave his experience in accessing Angel, Venture Capital and Private Equity Fund money. It was a great day and it is always gratifying to see that you are helping business owners.

Companies with Debt Are Attractive to Private Equity

There are millions of private equity dollars out there looking for good businesses and smart owners. Even if you think your operation is not up to snuff—perhaps it’s not large enough, making too little profit, or employing too few people—you may be surprised how highly others value it.
I can say this because in my experience, I have often been astonished at which businesses are liked and coveted by investors—yes, even those that are not currently profitable.
McGregor Socks, a long serving Canadian company is such a case. After struggling to adapt to the fast changing global market, McGregor knew it needed to add China as a destination for knitting up Canadian-designed creations. It was a private equity fund that put up the money since they already had experience in China. Bringing in partners is a difficult transition but with supportive investors, an excellent Canadian brand continues to fill store shelves (look for a pair of McGregor’s the next time you need socks).
Jacoline Loewen is a contributing author to Peter Merrick's book, The Trusted Advisor's Survival Handbook.

6 Reasons to Read Money Magnet: Attracting Investors to Your Business

I just finished reading Money Magnet. Thank you for writing/recommending it! The information you shared will save me a lot of time instead of reinventing the wheel. I like reading materials from people like you who can share specific industry insight (eg. when you described what VC Rick wants to see in slides). Some of my key takeaways include but are not limited to the following:

1. Targeting qualified investors based on their mathematical fit and specifically asking them to clarify their full criteria


2. How to be investor ready/the legacy investor concept.


3. An investors’ protection/clauses (ensuring that I negotiate unnecessary ones).


4. Knowing common pitfalls/key criteria investors like


5. Ensuring that I answer the 4 investor-ready questions and


6. Investor-friendly methods of structuring a presentation
   

Why Private Equity is Taking Over From Banks

5 Questions Board Directors Can Learn From Private Equity

If Private Equity gets involved with a company, as either a minority partner or over 50% ownership, there are usually five major thrusts of reform.
These translate into five key questions that directors should pose to senior management and expect a thoughtful analysis in response. If you are a Board Member, take note and try asking them at your next Board meeting:
1. Have we left too much cash on our balance sheet instead of raising our cash dividends or buying back our own shares?
2. Do we have the optimal capital structure with the lowest weighted after-tax cost of total capital, including debt and equity?
3. Do we have an operating plan that will significantly increase shareholder value, with specific metrics to monitor performance?
4. Are the compensation rewards for our top executives tied closely enough to increases in shareholder value, with real penalties for nonperformance?
5. Have our board members dedicated enough time and do they have sufficient industry expertise and financial incentive to maximize shareholder value?

Jacoline Loewen is a partner with Loewen & Partners and has been a Board Member for Bilingo China, Innovation Exchange, The Women's Post, Strategic Leadership Forum and more.

US Debt May Crowd Out Private Investment

Deficits are a way for governments to use tax payer money and public spending to stimulate the economy when private demand is weak. This works as long as a country closes its deficit and pays back its borrowings after its economy starts to recover.
The trouble is that government borrowing risks crowding out private investment, driving up interest rates and potentially slowing a recovery still trying to take hold. That is why the American Federal Reserve announced an extraordinary policy this year to buy back existing long-term debt — $300 billion over six months — to drive down yields. The strategy worked for a while, but now the impact of that decision appears to be wearing off as long-term interest rates tick up again.
Then there is the concern that the interest the government must pay on its debt obligations may hurt future generations. The Congressional Budget Office expects interest payments to more than quadruple in the next decade as Washington borrows and spends, to $806 billion by 2019 from $172 billion next year.
GRAHAM BOWLEY and JACK HEALY report in the Wall Street Journal, May 3, 2009: “You’re just paying more and more interest and having to borrow more and more money to pay the interest,” said Charles S. Konigsberg, chief budget counsel for the Concord Coalition, which advocates lower deficits. “It diverts a tremendous amount of resources, of taxpayer dollars.”
Of course, no one is suggesting the United States will have problems paying the interest on its debt. On Wednesday, even as it announced its huge financing needs for the latest quarter, the Treasury said financial markets could accommodate the flood of new bonds. “We feel confident that we can address these large borrowing needs,” said Karthik Ramanathan, the Treasury’s acting assistant secretary for financial markets.
One worry, however, is that there are fewer eager lenders to buy all that American debt. Most of the world is in recession, and other nations have rising borrowing needs as well. As other nations’ surpluses turn to deficits, America will face competition in global financial markets for its borrowing needs. For the moment, the United States is actually benefiting from a flight to quality into Treasuries brought on by the global financial crisis, which helped reduce rates to record lows this winter. But the influx will not continue forever.
China has lent immense sums to the United States — about two-thirds of its central bank’s $1.95 trillion in foreign reserves is believed to be in United States securities — but it has begun to voice concerns about America’s financial health.
To calm nerves and fill the deficit hole, the government is getting creative. The Treasury is ramping up its auction calendar, holding more frequent sales of government debt and selling the debt in expanded amounts. It is now holding sales of its 30-year bond each month, up from four times annually.It is also resuscitating previously discontinued bonds, such as the seven-year note and the three-year note, to try to mop up any available money all along the yield curve. There is even talk of issuing billions of dollars of a new 50-year bond, though the idea has not won official approval

Even Facebook likes private equity

Facebook is looking to raise money from 'God's gift to finance'....Private Equity.
"Facebook meets private equity firms to raise capital," reports the Dow Jones Newswires, 30 Apr 2009. Facebook has held a series of exploratory meetings with private equity firms on raising additional capital but the two sides are about $3bn (€2.2bn) apart on what the social networking website is worth, The New York Post reported, citing sources close to the situation.

Pitching to Raise Capital

“Do you know how many business owners stand in this room and fifteen minutes into the meeting, I still don’t know who the customer would be or what the product would do for them?” says Michael Della Fortuna, an investor in private companies.
“What don’t you like?”
“It’s the lack of a big, driving goal. Imagine if General Montgomery spent all his time discussing how war ships and planes were built - and their fire power - instead of getting on with the big picture for D-Day. It’s the same for entrepreneurs. They must show the vision of D-Day, the milestones to get Normandy done and what the results should be. Cost – reward. They must show they can use the left side of their brain to steer their earnings before interest, taxes, depreciation, and amortization (EBITDA).”
Michael takes a breath and continues. “It’s never the technology alone that gets money out of the customer’s wallet. Ask Beta, Eight Track tapes, Lotus Notes, and all those companies with the way-cool technology that overshot the customer’s need. If you spend your twenty minutes telling me about your technology, I can’t stand it! It means you’re just not CEO material.”
“You hate seeing pitches?”
“Nope, I just get bored out of my skull by people who have not taken the time to expand their skill set. Owners bogged down in their product are like finger nails down a blackboard.”
Crikey! No wonder business owners get intimidated by pitching to investors. It is why I tell company owners who are about to raise capital that pitching to the fund managers is fifteen minutes under a hot, hot spotlight. When you get before the investors with the big bucks, you may have been invited for an hour, but in reality you have just fifteen minutes to break through and get them wanting to know more. For those silver-tongued owners who can communicate their business situation effortlessly, they will attract the finance partners to take their company to the next level. For those lesser mortals (most business owners) they could learn a lot from Andy Warhol’s phrase “fifteen minutes of fame” when prepping for pitching.
Make no mistake, the initial pitch is a short time to explain your value and, quite frankly, this process annoys the heck out of owners who know their companies are solid performers with a good financial record. They bristle, “Can’t these guys just read the business plan and we can email the PowerPoint?”
Eeeer, no. Private equity investors put their money (and it is often their own cash) into management and the pitch is their first opportunity to assess the team. Put yourself in the place of these investors. Imagine that you must make an investment decision. How would you make your decision? Would you choose the owner who froths at the mouth about their fabulous technology that U of Waterloo admires? Then there’s the owner who is obviously a great manager but the product is iffy. Lastly, you meet the owner who talks in broad brush strokes about the technology, how it will translate into cash, but also how much your investment could earn you over the next five years. The entrepreneur who can communicate and is thinking about my investment gets my vote – n’est pas?
For many owners, it can come as a surprise the extent that quality of management influences the investors. Most fund managers will tell you they would rather put their money into the great management team with a B product, rather than the less than stellar team with the A product because leadership is what gets results.
One of my clients, Angella Hughes of Xogen, swept me up in her enthusiasm because of her ability to get across her business value. Angella said, “Water is a scarce resource, not here in Canada but across the world, and it is dwindling every year. We have a cheap way of purifying water.” Ok, got that and I know fund managers in the green sector would agree. She pitched a brief investment thesis in a few words that people can grasp. She understands that there is time to get to her technology and complex business model in the second half of the meeting, once the value has been established. If she spoke about her water purification technology too early, her science would only serve to numb the interest of her investor audience.
The best case scenario is to get plugged into advisors and investors who really know and love their industry before you decide to take on private equity. “Even if they aren’t looking for capital at that time,” says Robyn Lawrie Rutledge, an investor with TSG Consumer Partners. She advises, “When the time is right for both parties, there will be a relationship in place which will lead to a more streamlined process and a stronger partnership out of the gate.” You might not have to burn under that fifteen minute spotlight by then.
I don’t want to suggest that pitching is like taking in a Staples “Easy Button” and the fund mangers will punch it, writing you a fat check. Simple is never easy. Deep preparation is needed and those who do it, get the funding. The investment community is globally small and, by golly, if you treat the visit to any investor with the same forethought as a chat with a friend in the school parking lot – well, put it this way, you don’t deserve the money. If you are one of the many business owners not comfortable with the communication required to finesse a capital raise, for heaven’s sake hire a professional corporate finance expert. Or find yourself a partner who can communicate.
Jacoline B. Loewen is the author of Money Magnet and managing director at Loewen & Partners, a private equity and venture capital firm based in Toronto. Jacoline works with the owners of companies to access capital. Jacoline can be reached at www.moneymagnetbook.ca.

Canadians watch the US bear market rally

With such a large part of Canada's GDP dependent on the American economy's health, I find private equity investing is being held hostage to he stats south of our border. As of this moment, the USA general market is still only showing a bear market rally.

The benchmark index had three instances of testing the 875-877 resistance area. The index tried again this week and traded as high as 871 on Friday but fell just short of a real test of last week's close. This area appears to be a strong resistance level and Americans need to see more strength in the coming week(s) to rise above this important level and lead the way higher.

Posted by Jacoline Loewen, Loewen & Partners and author of Money Magnet.

Housing Prices Still Falling to Correct Value

Top 7 Questions of Private Equity

What are the top 7 Questions Investors want to know about your business? Once you read this, cover them in Your Business Plan!
By Jacoline Loewen.
Most business plans are dull and, frankly, too crafted and full of motherhood statements such as market leader. Well what does it all mean and will it honestly set your potential investor on fire? Most probably not. Here are the top seven questions an investor will be wanting you to answer. So get your story written up in a dynamic business plan:
1. What's the opportunity?
It's not enough to say you've spotted a problem and a way to fix it. Investors despise those marketing studies that say "this market is expected to grow 250% a year for the next 10 years, and if we can capture just 1.7% of the market, we'll all be multi-billionaires." Instead, you need to show how your approach will work better than any previous attempts to exploit the opportunity, and how you'll make money doing so.
2. What’s your competitive advantage?
Don’t get put off by the jargon – it simply means what does your business do well. As Woody Allen said, you only have to be five minutes ahead of the competition. Maybe you have management team with a distinct skill set that a rival company couldn't easily match. Investors probably won't be impressed if you claim your advantage is having a head start on the competition — not unless you have a barrier to entry, such as a patentable product or process that would make it hard for new rivals to imitate your offering.
3. What’s your big vision?
If you are planning to be the big boy in all of Mississauga, don’t count on getting funding. If you are wanting to go international, there are consulting firms who will help your set up channels to access markets elsewhere. Show this big thinking capacity.
4. What is the secret of your future sales success?
Investors know that selling is a special talent, and one that many young companies don't have on board. They'd love to hear that you have a rainmaker on your team, or a proven sales technique that can easily be taught to others. Or perhaps you have signed on with a top sales firm who will represent your product to the USA market.
5. What have you learned from the competition?
The more specific your answer, the better. For instance, "competitor X impresses us by being so systematic in asking new customers what they like and dislike about its service. We plan to take that idea a step further by responding immediately to customer dislikes." Also, consider what is the worst thing your competition could do to your business and address this.
6. How will you use the funds you raise?
Buy a Porsche? I don’t think so! Investors are more concerned than ever that their money be spent in ways that most directly generate revenue and profits. They'd rather hear you itemize how you'll use it to hire three more salespeople and develop sales support literature than on product innovation research.
7. What are the risk factors?
Your realism in this area will reassure investors. If it's likely that competition in your industry will intensify over the next six months, then tell them you expect this to happen and explain how you plan to respond.
Jacoline B. Loewen is a managing director at Loewen & Partners, a private equity and venture capital firm based in Toronto, Ontario. Loewen & Partners works with the owners of growing, privately held companies to access capital. Jacoline can be reached at 416 961 0862 or Jacoline at loewenpartners.com.

Private Equity Myth #5: Private equity investors are only interested in your exit strategy.

When a private equity firm invests in your company, they do expect to exit their investment within the next five to seven years. Since the firm has limited partners who expect liquidity at some point, they can't hold their investment forever. However, this doesn't mean that your company will have to sell your company or take it public. Alternatives might include recapping the company with bank debt, swapping out one investor with a new private equity investor, or raising capital from a strategic partner.
In any event, your private equity partner has a vested interest in growing your company over the next several years up to the exit event. Their goal during this period is the same as yours: to increase the value of your company by expanding the business.
Focus on what's important, put the myths to rest
Whether to take on private equity is a complex decision, requiring in-depth analysis of your personal and business goals, the market environment, and the financing options available. Focusing on these important considerations -- rather than on common misperceptions -- will help you make the right decision. It's time to put the myths to rest.

Jacoline Loewen is a partner at Loewen & Partners, Toronto, Ontario, Canada office, a private equity and venture capital firm. Jacoline can be reached at 416 961 0862 or jacoline at loewenpartners.com or http://www.loewenpartners.com

Private Equity Myth #4: Taking venture capital means you lose control of your company

If you take on a minority investment, you can continue to control your company -- making all operating decisions and having the ultimate say over strategic issues. Selling less than half of your company leaves you in charge, while providing liquidity to you and other early shareholders.
Just remember though, that more work goes into your company the more ownership you give over to investment partners. You will get more heavy lifting, the higher the percentage the investors own.
In the book Money Magnet, by J. Loewen, there is a chapter devoted to this topic.

Jacoline B. Loewen is a managing director at Loewen & Partners, a private equity and venture capital firm based in Toronto, Ontario. Loewen & Partners works with the owners of growing, privately held companies to access capital. Jacoline can be reached at 416 961 0862 or Jacoline at loewenpartners.com.

Private Equity Myth #3: Private equity investors don't add value because they haven't been in an operating role.

Most entrepreneurs have ample experience with operating issues. In fact, that's one of the main reasons private equity investors should not try to micromanage portfolio companies.
However, they can add value by challenging management to think outside the box.
Investors who have backed many different companies at rapid growth stages can recognize patterns that may not be obvious to the management team. They may have a network of relationships that can also assist companies in recruiting talent at the board and management level. They can often help companies explore strategic partnerships with other firms.
Jacoline B. Loewen is a managing director at Loewen & Partners, a private equity and venture capital firm based in Toronto, Ontario. Loewen & Partners works with the owners of growing, privately held companies to access capital. Jacoline can be reached at 416 961 0862 or Jacoline at loewenpartners.com.

Private Equity Myth #2: Valuations are the only consideration

Valuation is certainly an important consideration since you want to get a fair price when you sell your company. However, it's equally important to partner with an investor who shares your goals and who will work with you to achieve them.
When you focus exclusively on valuation, you risk ending up with a partner who doesn't understand your company, your growth strategies, or your industry.
Let's say, for example, that you sell your company to an investor whose expectations for your business are unrealistically high. You may obtain a good price for your company, but that relationship is likely to sour as the business fails to meet the investor's expectations. On the other hand, an investor with a more nuanced understanding of your company would work with you to increase its value in a realistic and sustainable way.

Jacoline Loewen, author of Money Magnet, shares her insights on attracting investors. Ms. Loewen works in Toronto, Ontario.
Jacoline B. Loewen is a managing director at Loewen & Partners, a private equity and venture capital firm based in Toronto, Ontario. Loewen & Partners works with the owners of growing, privately held companies to access capital. Jacoline can be reached at 416 961 0862 or Jacoline at loewenpartners.com.

Myth #1: Private equity is a win-lose game

First myth to check out is that the investors win, entrepreneurs lose.
According to this myth, private investors somehow make off with the value of your company -- perhaps buying at a too-low price and cutting you out of the eventual rewards that you'd earn from going public or selling to another company. Remember, though, that private equity investors only make money if the value of your company appreciates -- and, in most cases, the entrepreneur retains a substantial interest in the business. After all, it's in their best interest to help you grow your company and increase its value. Almost by definition, if the investor wins, the entrepreneur wins.
Moreover, a private equity investment provides entrepreneurs with the opportunity to diversify their assets. You receive cash for part of your share in the company, which you can spend or invest as you see fit. As a result, you immediately reduce your exposure to events at a single company, in a single industry -- and can access cash that you may need for retirement, college tuition, or major purchases.
Jacoline B. Loewen is a managing director at Loewen & Partners, a private equity and venture capital firm based in Toronto, Ontario. Loewen & Partners works with the owners of growing, privately held companies to access capital. Jacoline can be reached at 416 961 0862 or Jacoline at loewenpartners.com.

J Loewen is the author of Money Magnet: Attract Investors to Your Business and is a partner with Loewen & Partners, working with business owners to raise capital and restructure finances.

The Five Myths of Private Equity

Misperceptions about private equity can prevent an entrepreneur from making a rational decision about taking on outside investors. There are five common misperceptions and I am going to spend the next week discussing why entrepreneurs should be wary of them.
As venture capital and private equity continue to make news headlines, entrepreneurs may find it challenging to distinguish fact from fiction.
- Do investors win at the expense of entrepreneurs? Are investors out to wrest control from management?
- Is an investor's sole focus on the final liquidity event?
Without question, misperceptions can prevent an entrepreneur from making rational, fact-based decisions. During my 20 years working with business owners, I have come to identify what I call "The Five Myths of Private Equity."

Jacoline Loewen is the author of Money Magnet: How to Attract Investors to Your Business and her book can be found at http://www.moneymagnetbook.ca

Myths of Private Equity

Focus on what's important, put the myths to rest
Whether to take on private equity is a complex decision, requiring in-depth analysis of your personal and business goals, the market environment, and the financing options available. Focusing on these important considerations -- rather than on common misperceptions -- will help you make the right decision. It's time to put the myths to rest.
Jacoline B. Loewen is a managing director at Loewen & Partners, a private equity and venture capital firm based in Toronto, Ontario. Loewen & Partners works with the owners of growing, privately held companies to access capital. Jacoline can be reached at 416 961 0862 or Jacoline at loewenpartners.com.

BMO hires leveraged lender

Andy Willis has a great blog in The Globe & Mail. Here he is talking about how the wagons are beginning to circle:
BMO Capital Markets is getting ready for the return of private equity funds by hiring an experienced leveraged finance expert in its New York office.
Eric Luftig, a veteran of GE Capital Markers and CIBC World Markets, joined the U.S. investment banking arm of Bank of Montreal as a managing director. The Manhattan-based executive is now responsible for debt and equity private placements in BMO's leveraged finance group.
Bank of Montreal is one of several former mid-tier players in U.S. private equity to upgrade its talent at a time when most Wall Street firms are cutting head count. The credit crunch has trimmed the ranks of lenders to private equity funds, while improving the terms on which loans get made. That makes this sector far more attractive to Bank of Montreal and domestic rivals such as Royal Bank of Canada, which has also added expertise in this area.
“Eric's experience in private placements, including 20 years of solid deals, complements our team's overall mandate as we look to broaden our lead role participation in the leveraged financing arena,” said Jim Moglia, New York-based executive managing director and co-head of the BMO Capital Markets' leveraged finance group. This team deals in both leveraged loans and high yield bond financings.

The Big Dreams Private Equity Favours

For all of you who need some inspiration, here is a great story sent to me by Elliott Bay, founder of the kids' camp - Real Programming 4 Kids:

In 1883, a creative engineer named John Roebling was inspired by an idea to build a spectacular bridge connecting New York with the Long Island. However bridge building experts throughout the world thought that this was an impossible feat and told Roebling to forget the idea.

It just could not be done.

It was not practical.

It had never been done before.

Roebling could not ignore the vision he had in his mind of this bridge. He thought about it all the time and he knew deep in his heart that it could be done. He just had to share the dream with someone else. After much discussion and persuasion he managed to convince his son Washington, an up and coming engineer, that the bridge in fact could be built.Working together for the first time, the father and son developed concepts of how it could be accomplished and how the obstacles could be overcome. With great excitement and inspiration, and the headiness of a wild challenge before them, they hired their crew and began to build their dream bridge.

The project started well, but when it was only a few months underway a tragic accident on the site took the life of John Roebling. Washington was injured and left with a certain amount of brain damage, which resulted in him not being able to walk or talk or even move.

"We told them so."

"Crazy men and their crazy dreams."

"It`s foolish to chase wild visions."

Everyone had a negative comment to make and felt that the project should be scrapped since the Roeblings were the only ones who knew how the bridge could be built. In spite of his handicap Washington was never discouraged and still had a burning desire to complete the bridge and his mind was still as sharp as ever.He tried to inspire and pass on his enthusiasm to some of his friends, but they were too daunted by the task. As he lay on his bed in his hospital room, with the sunlight streaming through the windows, a gentle breeze blew the flimsy white curtains apart and he was able to see the sky and the tops of the trees outside for just a moment.

It seemed that there was a message for him not to give up. Suddenly an idea hit him. All he could do was move one finger and he decided to make the best use of it. By moving this, he slowly developed a code of communication with his wife.

He touched his wife's arm with that finger, indicating to her that he wanted her to call the engineers again. Then he used the same method of tapping her arm to tell the engineers what to do. It seemed foolish but the project was under way again.For 13 years Washington tapped out his instructions with his finger on his wife's arm, until the bridge was finally completed. Today the spectacular Brooklyn Bridge stands in all its glory as a tribute to the triumph of one man's indomitable spirit and his determination not to be defeated by circumstances. It is also a tribute to the engineers and their team work, and to their faith in a man who was considered mad by half the world. It stands too as a tangible monument to the love and devotion of his wife who for 13 long years patiently decoded the messages of her husband and told the engineers what to do.Perhaps this is one of the best examples of a never-say-die attitude that overcomes a terrible physical handicap and achieves an impossible goal.

This is the type of person that private equity seeks - a strong sense of wonder at what is possible and someone who perseveres to finish the project. Quite a story.

Sent to Jacoline Loewen, author of Money Magnet by Elliott Bay M.Sc. (Mathematics)President, Real Programming 4 Kids

Toll Free: 1-877-307-3456

Toronto: 416-469-9676

Email: rp4kelliott@gmail.com

http://www.realprogramming.com/

How Bear Markets Turn

This current market is great for technical analysts who are too often ignored. Looking at the market currently, any clues are welcome.

Take a look at this interesting slide show of the past century of market data. You will quickly see how it illustrates that technical analysts do have a very useful role.

Henry Blodgett has posted the slide show on trends of bear markets.

Bear Market Bounce?

The concern is that this bear rally is just around optimism and wishful thinking rather than reality. Also, the blogs are full of worries that no one will invest in the public market ever again.

In the long overview of public markets, there is a small window where they make a strong profit before they do self correct.

There are cycles.

Private equity investors are also impacted as the market affects their company revenues too. We are all connected in this complex financial system.

Technically, it is yet too early to call out a bottom formation since the intermediate trendline is still downward sloping and must be broken to move higher. Until we see a clear reversal of this trend, the charts suggest a bear market rally that needs additional momentum to break the bearish trendline and form a true reversal. A break above 850 on the S&P500 and a subsequent re-attempt of the previous double top around 877 should give impetus to such a trend reversal.

In the meantime, call a client and keep moving forward.

Managing private equity portfolios in the downturn

I am posting notes taken by Shailen Chande at the last CVCA conference. This is the up date on managing private equity portfolios.

Portfolio company management:
- Critical to proactively manage portfolio company performance through a downturn - increased focus on dashboard reporting and managing expectations
- Cash flow "Quick Hits": Dial back growth; Focus on streamlining direct costs as opposed to SG&A; Aggressively manage working capital
- Very rarely are cuts too deep - need to react to current environment quickly and prepare for the worst - revisit downside case

There you have it and Shailen Chande can be reached at Shailen Chande at hotmail.com

What is new with valuations and structuring of transactions?

I have more from Shailen Chande who attended the CVCA conference. Here is what Shailen has to say about Valuation & Structuring transactions:
- Valuation of Canadian PE deals never reached the heights of their US counterparts - many Canadian sponsors sat on the bench and leverage levels were relatively prudent.
- For the most part, there is not widespread acceptance of the "new world" amongst sellers - deals getting done are when sellers are distressed.
- Lack of transaction comps post Fall 2007, significantly deteriorating current trading and lack of visibility through 2009 make valuation incredibly difficult - greater emphasis on diligence.
- To mitigate valuation concerns, recent transactions have seen a greater emphasis on earn outs and vendor take backs - trend will likely continue.
- Most interesting opportunities have a restructuring angle - need to structure for the downside case.

By the way, you can reach Shailen at Shailen Chande at hotmail.com.

Two ways of looking at things

There are always two ways to see a situation.
Take this economy, for example.

My friend Andy Fireman, an Angel investor involved in interesting companies, picked up my day with this comment:

"We need to think of this economy as perhaps the best opportunity we will ever see in our lives. The question is: how do we capitalize on this. Interesting story I heard ... Joe Kennedy Sr was worth only $4 mil in 1929 ... But by 1933 he was worth $180 mil. For him, the Great Depression was a golden opportunity.
So, how do we turn this economy into an opportunity?"

Thanks, Andy. I love positive people.

How do you know who can help you to raise capital?

If an investment banker can't provide the following, DON'T HIRE THEM:
1. Experience and knowledge of innovative financing structures to maximize client value (by proof of past clients)
2. Direct relationships and established contacts with a breadth of private equity funds - ability to present a deal and know the funds will listen.
3. Produce an extremely high quality financial model and written report in a manner that will attract fund managers.
4. Prepare some 75% of the due diligence material material required by a fund - save the client the time and effort
And most importantly:
5. Be capable and experienced enough to negotiate the best terms for the client with the fund. Fund managers negotiate financing deals for a living, whereas most entrepreneurs negotiate a major financing once or twice in a lifetime. A good I-banker evens the scales.


Hope that helps!

CVCA's PD session on Deal and Valuation trends

I received a summary of the latest CVCA event from Shailen Chande. It's worth a peak:
Market overview:
- PE deal activity has been crippled by significant expectation gaps between buyers and sellers and a lack of financing
- Current baseline LBO structure for a "middle of the fairway" business - EV: 5.0-6.0x EBITDA; Total debt: 2.0-2.5x EBITDA
- Shift towards smaller deals - Larger US sponsors are looking at equity tickets in the region of US$200m
- 2009 has seen positive inflows into leveraged loan and high yield funds marking a potential return to mainstream lending
- Increasing number of GP's are returning LP commitments and/or reworking terms - fundraising market is limited, although there is demand for distressed/turnaround funds
- Increasing number of mid market US sponsors looking North to Canadian carve outs and/or distressed situations
- 2007/2008 funds will make for some of the best vintages given unprecedented buying opportunities

Is anyone getting any money?

I see Jeff Frost is asking on the Venture Capital forum on Linkedin if there is any money being loaned or invested. Here in Canada, our banks have moved onto the list of top largest banks in the world which really is quite remarkable. When you fly across the country, most of it seems unoccupied! Also, we only have six cities with a population over a million while China has 100 cities with 1 million plus people.
So to get back to the question -is anyone putting money into companies?
Yes.
First up the government is handing out sugar plums to early stage companies. But since our banks are very conservative - as they should be we have come to appreciate - it has made room for a very healthy private equity fund industry.
If you have a business generating over $10M in revenues, you are of interest to a private equity fund in your field of expertise. Old style manufacturers, do not despair, as you are of interest too.
Last night, Loewen & Partners had a board meeting with one of our clients who is doing very well with global clients. Two years ago, when we first met, it was not a pretty picture. What happened? We matched the owner with a private equity fund who bought a 35% stake in the business. They also pushed him to do the strategic changes he had always meant to do. We raised capital - over $15M for the company and they had revenues of $35M and a downward trend. So you can see that there are possibilities where your Canadian banker may not wish to go.
The smiles around the table make private equity a great business.

Is private equity taking away bank business?

Now we can fast forward to 2009 and a completely different picture emerges.

China now holds the top 3 spots and America’s largest bank, JP Morgan Chase is merely in 5th place. You can do a whole range of further comparisons but the overwhelming conclusion must be that the financial world today is far different from a decade ago. And the power players have clearly shifted. If power were to be measured by the strength of financial institutions, 2009 must be considered a much more egalitarian world. No longer could the fate of things to come be dictated by one superpower only. An interesting thought considering the upcoming G20 meeting.

"Also to be factored in is the amount of money being given out to companies by private equity," cautions Jacoline Loewen, author of Money Magnet. "A lot of the business done by banks is shifting to private equity which does not show up on these charts."

Private equity and the bank share of market

In the book Money Magnet, Jacoline Loewen talks about how the unthinkable does happen. Like the music industry, technology is transforming the traditional banking and public markets.

"One of my themes is that private equity is slowly talking the higher risk bank lending and redoing this relationship," says Loewen. "Instead of being only a lender, the private equity people actually get a board seat and buy inot the business. Effectively, they are now a part manager too. It can seem high stress to an owner used to a nice lifestyle business but if you are going to earn a great deal more money, perhaps you can think about it."

Here is a chart to show the beginning of the big shifts in the world economy.

Rewind to 1999 to get a glimpse of the top 20 global financial institutions (based on market capitalization). The U.S. had 11 banks listed in the top 20. UK had 4 top 20 banks. Another interesting fact, the top 20 were dispersed among only 5 countries. US banks looked pretty good.

Green Technology is a Money Magnet

A survey, published by Environmental Entrepreneurs and CleanTech Ventures, shows that $2.9bn was invested in clean technology firms in 2006, up almost 80 per cent on the year before.
I predict Green is the new "bubble", with the growth set to continue, by 2010 investment in the sector could climb as high as $19bn. Here is a stimulus package!
There are already the market behemoths - like Google - just five firms attracted $600m of the total investment.
The reports says shifting public opinion and growing policy support for green technologies were two of the main raising agents that helped the sector attract more cash than even medical devices, telecoms, and semiconductor sectors. Biotech and software are still more attractive overall ($4.92bn and $5.25bn receptively), but have seen nothing like the same growth.
Green Technology is a Money Magnet and if you want to read more, check out the book.

Will this crisis end all future crisis?

There is one thing, however, that is clear to me.
The banking business has been around for a thousand years, it’s the life blood of any economy and it’s not going to go away. This crisis, when it’s all over, will have taken huge capacity out of the international banking and financial business. Those banks that survive this turmoil will be extraordinarily well positioned to do outstandingly well and I think that includes the Canadian banks.
In 1873, there was a financial panic and banking crisis in Paris and Baron Rothschild said the time to buy is “when there is blood in the streets”. Well, we must be getting close.
Booms, busts, bubbles, panics, crashes and bankruptcies – to some extent we’ve seen it all before, but somehow the system always survives, adapts and moves on to bigger and better things and, in time, I am sure it will again.
Also, we should remember that the U.S. economy is;
- the most entrepreneurial
- the most innovative
- the most competitive
- the most flexible and
- by far the most resilient in the world
For two centuries, it has demonstrated time and again an enormous ability to bounce back.
This time it may just take longer.
Will this be the financial crisis to end all crises – not a chance.
Twenty years from now, this crisis will be ancient history and long forgotten, and the young people running the businesses at that time will set out to do the same thing all over again.
Nevertheless, hope springs eternal and I hope the lessons of the past year and a half are indelibly ingrained;
- on central banks
- on regulators
- on Boards of Directors and most especially
- on top corporate management
so that the financial business may once again become an industry of choice for investors.

Step to recovery

The second key to economic recovery in the U.S. is the consumer and the key to the consumer is housing.
The consumer accounts for about 70% of GDP in the United States. Most recessions over the past fifty years have been caused by excessive inventories or over capacity.
This is different. This is a consumer led recession.
There is too much consumer debt and it won’t turn around until consumers have restored their family balance sheets and are confident once again to start spending. The American consumer has over-borrowed and overspent for a decade and is now tapped out. Irrespective of much lower interest rates and the prospect of lower income taxes, I believe we have moved into a multi-year period of consumer retrenchment and thrift.
The consumer in the U.S. is shell shocked.
Their equity and retirement portfolios are down but, far more importantly, 68% of American families own their own homes and home prices are down by more than 20% and likely to fall further.
If the value of your home drops by 25%, it shakes your confidence.
As a matter of interest the average Canadian carries 2 credit cards whereas the average American carries more than 6.
The average credit card balance per family is $2,000 in Canada and over $8,000 in the U.S. On top of all this, the job market is uncertain. In this environment I expect consumers to pull back and the U.S. personal savings rate, having fallen for more than twenty years, will now start a gradual rise back to the traditional range of 6% to 8% or higher.
The only way consumers can restore their balance sheets is by saving more and spending less – and spending less will delay recovery.

Step 1 to Recovery

So, where does the economy go from here?
My views are no better than anyone else’s except to say that this credit crisis and economic downturn has turned out to be vastly more serious than anyone anticipated every step of the way.
Notwithstanding the major stimulus plan currently under consideration in the U.S., I’m not sure why that should change.
Accordingly, I would anticipate a longer and deeper recession than many observers envisage at this time.
I wish I had a more definitive view, but there are just too many unknowns.
The first step to recovery
We need the stabilation of the banking business in the U.S. and the U.K.
At this stage we still don’t know which banks in the U.S. and Europe are going to survive in their present form – or who is going to own them. To date, various initiatives to repair these banks have failed, but a new plan is under consideration in the U.S. and due to be announced in the near future.
If this fails, there’s a real possibility, even a likelihood, that some of these major banks will have to be nationalized or perhaps put in “conservatorship” a la Fannie Mae and Freddie Mac.
Business owners will have to look to other sources of capital, such as private equity. In Money Magnet, there is a chapter on how to find funds and what they like to see.

Where can I raise capital?

Starting in July, the Ontario government will run a fund to begin investing in clean technology, life sciences, and digital media and communications technology companies.
The money will be doled out over five years and the fund will match small to medium private-sector investments and receive an interest in the companies it backs.
News of the fund comes about a month after a report that found that financing activity in Canada's venture capital market dropped to its lowest level in 12 years in 2008 as the economic downturn choked the flow of funds to small start-up companies.
If you want to raise capital, read Money Magnet to learn how to get the cheque books opening. Read more at Reuters.