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Steven Belkin, 26 years old and 2 1/2 years out of HBS, has decided to leave a group travel company he has run for the last year to start his own similar business. In the course of several months he has written a business plan, attracted several partners and employees, begun setting up the first tour they will offer, and approached venture capital firms and wealthy individuals to raise $250,000 in equity. He has not yet succeeded in finding investors. At the same time he has gone into personal debt to cover expenses. Now he must reconsider his financing strategy.

Duncan Field, having left employment in the cable television industry, is attempting to find and buy a cable system with a financial backer. Traces Duncan's career path preparing for this move, shows development of his financial backing, follows his search, and describes an unsuccessful acquisition negotiation. Duncan must decide whether or not to place a large, forfeitable deposit on a system he wants to acquire, but on which he has no information from the current owner.

Factors that potential owners should evaluate prior to starting a new venture include: type of business, yearly income, and balance sheet net worth; potential market size; the advantages of multiple-product businesses over one-product businesses; the superiority of repeat sale products to single-sale products; the avoidance of elementary and unfashionable products; the intensity of initial capital outlay; pricing in relation to gross profits; the existing market's profit structure; division of stock ownership; and future prospects of the venture's price earnings relationship.

Bill Foster has assembled a team to begin a new computer company. He must now develop a financing strategy in view of the various kinds of capital available for new ventures.

Resource poverty distinguishes the management of small businesses from that of big businesses. An examination of fundamental financial concepts, such as cash flow, break-even analysis, return on investment, and debt-equity ratio demonstrates how small businesses adapt these financial management tools to their particular situation. An emphasis on liquidity, rather than profit, helps small businesses overcome the problems of strained financial resources, lack of trained personnel, and short-range management perspective imposed by a volatile competitive environment.

An entrepreneur was investigating the feasibility of opening an Italian fast food franchise called Rosa's Palas. He spoke to the franchisor concerning a few franchise break-even points, and his return on investment for his restaurant. With this information, the entrepreneur felt he could decide whether he would invest in the franchise.

An entrepreneur was investigating the feasibility of opening an Italian fast food franchise called Rosa's Palas. He spoke to the franchisor concerning a few franchise break-even points, and his return on investment for his restaurant. With this information, the entrepreneur felt he could decide whether he would invest in the franchise.

Reliance on growth of sales to solve financial dilemmas indicates weakness. Standard accounting techniques such as marginal income and break-even accounting encourage growth, but do not consider how fixed and variable overhead expenses affect profits. Cost analysis is an inadequate system; simplifying and shrinking production is the best way to ensure return on investment. Simple actions like improving the efficiency of accounts receivable procedures and reducing useless inventory frees cash quickly. Liquidating fixed assets for capital also serves to shrink overhead and improve efficiency.