Get Creative TOGETHER WITH YOUR Financing Strategies

Companies want to know how exactly to start acquiring assets a growing business needs but can’t necessarily purchase immediately. One specific question area within this topic handles whether there are any techniques the seller can help in the purchase of capital equipment. And the answer is certainly yes. The deal works something similar to this example.

A metal fabricating company must upgrade its assembly line equipment. New machines and accompanying apparatus will run about $630,000 from a national merchant. This will require the very least cash deposit of $200,000, with the $430,000 balance borrowed from a bank and quarterly payments for a decade. Another option is to undergo the OEM’s commercial leasing office and put $100,000 right into a front-end lease capital reduction and make 60 monthly premiums. By the end of the five years, there’s an enormous residual to repay to possess the machinery, or the assets revert back again to the OEM-lessor.

But a third alternative works such as this. The company locates a more substantial firm within its industry that’s interested in selling a few of its semi-automated metal fabricating machines that are just 6 years old and also have been very well-maintained to the OEM’s specs and service agreement. They are almost fully depreciated by the owners. The tiny firm agrees to cover the transport costs to get the machinery and move it to the brand new site. They also consent to pay for all of the legal costs of the paperwork to cover the exchange transaction. From the large company’s perspective, the gear has gone out of its factory (free), and the legal documents for transfer will be ready to go aswell (also free).

The tiny firm agrees to create quarterly or monthly premiums to owner based initially on the variable output actually manufactured on the gear, then later at a set monthly payment no matter output. This covers 18 months (the original variable output period as the machines get ramped-up to new output requirements), accompanied by 42 months of fixed payments. Through the 60-month term, the tiny firm also agrees to create two balloon payments toward the main (the price). One will be after 3 years and the next after four years. Owner agrees to carry the offer at a low interest (prime plus 200 basis points), gets the machines as collateral on the repayment, and in addition includes a commercial asset-liquidator at the prepared to come in and get rid of the assets in case the buyer cannot keep up with the payment schedule. Furthermore, owner might request that the customer pledge various other tangible assets as collateral on the repayment of the machinery balance as time passes.

Which entire deal happens at a much reduced price when compared to new equipment from the OEM (perhaps around 62 cents on the dollar, or simply $390,000 in this specific case). As the buyer covers all of the removal, transport and legal costs, owner was ready to help the buyers get setup with the prevailing maintenance firm that handles major service of the machines two times per year and allowed the customer to utilize the large firm’s regular maintenance manual and the individual with the expertise at the large company who has handled this in the last six years. Overall, the large firm got its old equipment removed free, converted the near-fully depreciated asset into 60 months of cash in-flows, and the customer got the gear it needed at a lower life expectancy cost, with lower payments, less upfront out-of-pocket fees (just transport and legal) and could tap into the prevailing service-maintenance process for continued operations.

Seller-carried paper is a superb way to create your own business financing option which has good benefits in comparison to new-asset terms from the OEM as well as your local bank.

David Newton is a professor of entrepreneurial finance and head of the entrepreneurship program, which he founded in 1990, at Westmont College in Santa Barbara, California. The writer of four books on both entrepreneurship and finance investments, David was formerly a contributing editor on growth capital for Industry Week Growing Companies magazine and has contributed to such publications as Entrepreneur , YOUR CASH , Success , Red Herring , Business Week , Inc. and Solutions. He’s also consulted to nearly 100 emerging, fast-growth entrepreneurial ventures since 1984.

The opinions expressed in this column are those of the writer, not of Entrepreneur.com. All email address details are designed to be general in nature, without regard to specific geographical areas or circumstances, and really should only be relied upon after consulting a proper expert, such as a lawyer or accountant.

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