Business Banking In Canada

Banking and business borrowing in Canada is significantly different than in the United States. That is primarily driven by the fact that our banking system is uniquely different. In the U.S., borrowing finance is driven through various entities - which include major ' money center banks ', Commercial banks, community banks, and what are know as S&L's, ( savings and loans ). In addition the American landscape is populated by community banks.

The Canadian banking system is different, in that the country has chosen to adopt a more smaller ( by competitor ) banking system that is extremely concentrated and dominated by a handful of major players. Primarily these are:



* RBC ROYAL BANK,
* TD CANADA TRUST,
* CIBC
* BANK OF NOVA SCOTIA,
* BMO BANK OF MONTREAL,
* LAURENTIAN
* NATIONAL BANK OF CANADA

All of these banks support the Canadian Small Business Financing program sponsored by the federal government.

There is a decent sized credit union movement in Canada, and many of these credit unions are making forays into Commercial banking and financing. Many people tend to feel these credit unions have not yet accumulated either the talent or the capital pool to properly play in business banking and commercial lending.

We would point out that some time ago now the government introduced legislation to allow foreign banks to lend in Canada. These banks are known technically as ' SCHEDULE B ' banks, and are referred to a briefcase bankers in that they do not have the large branch networks that are the domain of our BIG 7 banks as listed above.

Capital for Canadian firms is traditionally much harder to secure in the Canadian banking system. Outside of the aforementioned CSBFL program that is federally underwritten the banks tend to secure small business loans with usually up to 100% of personal collateral. That of course has the customers pledging personal assets, savings, etc. There certainly are no ' templates ' for fast quick borrowing in the Canadian small business banking. Loan criteria is judiciously adjudicated by underwriters on a case by case basis, and as has been noted, relies heavily on the traditional three C's of credit -

- character
- capacity
- capital

And oh yes, let's add a 4th, and the banks favourite - Cash Flow!

As the Canadian banks have emerged from the current world economic crisis they do however seem to be placing more focus on smaller firms. For example new divisions for small business banking are being created within some players, seminars and trade shows are being offered, and they often sponsor local events.

Larger firms who in many cases do not meet the requirements of the Canadian banks when it comes to significant borrowing requirements are often forced to consider asset based lending arrangements with Canadian and U.S. commercial finance companies who have stepped in to play a role in this vital area.Even though the larger firms may in fact have been in business a number of years their balance sheets and income statements do not meet the borrowing requirements of the Canadian loan committees. During the 2009 world economic crisis and financial meltdown the Canadian banks were consistently lauded for being some of the best run in the world. However, the downside of this is that ' best run ' in many cases means risk averse and commercial borrowing in Canada is significantly more difficult than in other countries such as the U.S.

The Canadian banks have distinguished themselves by developing software and technologies that have put them at the forefront of commercial borrowing/lending.

In summary, the Canadian banking system is uniquely structured and Canadian business, both larger and small,should focus on the unique strengths of the system borrowing and banking needs. Not all companies will be successful and business owners should ensure their financial executives or advisors know who can best meet their borrowing needs.



Stan Prokop - founder of 7 Park Avenue Financial –

http://www.7parkavenuefinancial.com

Originating business financing for Canadian companies , specializing in working capital, cash flow, asset based financing . In business 7 years - has completed in excess of 80 Million $$ of financing for Canadian corporations . Core competancies include receivables financing, asset based lending, working capital, equipment finance, franchise finance and tax credit financing.

Solving Turn Around Financing And Business Finance Problems in Canada

Do You Know How And Where To Finance The Turnaround?


Information on turn around financing in Canada . How business owners can address and solve serious finance challenges and problems with success



There are strategies that troubled companies can use to save themselves from dire straits and regain their former financial success. These same sort of strategies are valuable for business owners and financial executives to understand how their firms can avoid financial turbulence and failure.

We must first realize that business failure or bankruptcy never happens overnight. Normally there is a gradual trend of financial deterioration that is sometimes exacerbated by industry troubles. No doubt in the current 2009-2010 environment the auto industry is a poster child for a troubled industry, as an example.

Naturally firms that are on the very precipice of failure or bankruptcy do not have many options or time left. It has to fix itself, or sink. No business owners or entrepreneurs want to face bankruptcy, liquidation, and other creditor issues.

Do financially failing firms survive because of a revival in products or their services, or have they in fact executed on improved financial management?

This is a challenging question, because the very financial problems that beset a firm hinder it in getting new sales, acquiring inventory, and regaining supplier credibility.
Also, lets be realistic, banks and other finance companies do not throw themselves at failing firms with financial offers of loans, lines of credit, etc. In fact what usually happens is that the company is forced to pledge some or all assets at much higher rates, sometimes simply accentuating the financial problems that were already there.


So what are the financial strategies that a firm can undertake to avoid financial failure when it has been losing sales, not generating profits, and generally traveling down a potential death spiral?
There are three or four solid strategies that can save the firm. The first is ' assets '. The second is liabilities and debt, and the third we will simply call ' maneuvering'.


Strategy 1:


Assets have value. They can be sold, re financed,, or pledged to secure new financing. This type of strategy works best when it works for all parties, the company and the lender, or the company and another firm. However lets be clear that this is somewhat of a one shot strategy. It either must work or it doesn't. Asset maneuvers have 3 stages of success: assets can be used to get a new loan, assets can be sold, or they can, in somewhat of a worst case scenario, be liquidated.


Strategy 2:
On the other side of assets on the balance sheet is debt and equity. Debt can be structured properly to ensure the lender gets a reasonable reward, and the company is able to both repay and survive. There are too many types of debt to consider for the purposes of this article - suffice to say that creativity in debt is somewhat unlimited. A firm could issue debt, as an example, and repay only when the company is earning profits again.This would normally entail higher rates, but again, as we have stated, the transaction has to make sense both for customer and lender. A solid alternative solution is to simply re - structure existing debt at new rates and amortizations.


Alternatively to debt a company with promise can bring in new equity or ownership. This is somewhat more risk for all as dilution of ownership is usually significant when a company is failing and bring in new equity capital.

Strategy 3: A firm sometimes has to look to the outside for help. Since the owners and managers are often too close to the problem it is somewhat of a classic case of not seeing the forest for the trees. Outside consultants and industry experts can often bring a solution to the table. They have insights that management simply did not possess.

These strategies include developing new sales and product strategies, bring in new management, or considering a strategic merger.

In summary, anyone who has worked through several business cycles over a number of years knows that companies can in fact be saved. Some go on to be the new super stars of their respective industry. The company must clearly uncover what the problem is, and then adapt strategies, financial or otherwise, to fix those problems.


Speak to a trusted, credible and experienced Canadian business financing advisor who can assist you with ‘ the turnaround ‘!






Stan Prokop - founder of 7 Park Avenue Financial –

http://www.7parkavenuefinancial.com

Originating business financing for Canadian companies , specializing in working capital, cash flow, asset based financing . In business 7 years - has completed in excess of 80 Million $$ of financing for Canadian corporations . Core competancies include receivables financing, asset based lending, working capital, equipment finance, franchise finance and tax credit financing.
Info re: Canadian business financing & contact details :


http://www.7parkavenuefinancial.com/turn_around_financing_business_finance_problems.html

How to Get Your Canadian Business Equipment Financing Lease Approved

Tips for Asset Financing Success



Information on how equipment financing solutions can be successfully obtained . Asset lease financing for business growth / success






What is my rate?' is a question I am often asked by customers when they work with us with respect to equipment and lease financing. They are surprised when we tell them that they get to pick their own rate! (All customers want the lowest rate!)


We are not trying to be facetious when we make that statement. What we are saying is that the over all credit quality of a customer, as perceived by the lender ( that's important!) is in fact set by the customer, thereby driving a final approval on rate, term and structure of the proposed financing request.


The role of the customer, or their trusted advisor is to understand the basic credit information requirements and how the overall risk to the customer and their industry will be perceived by the lender. The irony of a lot of business leasing is that the industry for the most part used historical analysis to project future ability to pay. That is a difficult concept for the customer to handle more often than not - as an example the customer may have lost some money last year, driving a negative cash flow figure. Prospects have improved, new orders are coming in, and yet the business has a problem in getting new financing.


The customer needs to ensure that the information and ' story ' make the transaction become more ' approvable'.


Critical categories in the information submission by the company are as follows:


Length of time in business

Personal credit history of the owners

Relationships with other financial institutions

Quality of the financials (Some customers submit balance sheets that don't balance!)

Additional collateral available if necessary

Summary of key financial info such as depreciation, cash flows

Positive focus on management and its background and experience



If the customer is qualified to make such a submission a solid package as per our list noted above should lend itself towards an approval at current market rates and structures. If the customer feels they are not properly qualified to make such a submission they are strongly encouraged to used a qualified intermediary who knows the industry and, more importantly, knows the specific weighting given by a lender to the above noted submission requirements.


The amount of information required around each component is more often than not determine by the size of the transaction or the lenders total exposure to that customer. In many cases small ticket transactions (those under $ 25,000.00) are adjudicated via a credit application and public reporting sources such as Equifax or Dun and Bradstreet. Typically 60-70% of all small ticket transactions are approved.


In summary, customers who want to get a prompt and of course positive lease approval should focus on providing a clean package of required information that will ensure a prompt approval based on specific industry requirements around the transaction size and asset type.

Knowing that the lender will focus on future potential of the firm, the management experience, and the collateral asset are valuable data points for any business seeking a business equipment financing lease.
Speak to a trusted, credible and experienced Canadian business financing advisor who can assist you with your equipment leasing needs when it comes to solid, ( and quick ) approvals .

7 PARK AVENUE FINANCIAL
CANADIAN EQUIPMENT LEASING EXPERTISE



Stan Prokop - founder of 7 Park Avenue Financial –

http://www.7parkavenuefinancial.com

Originating business financing for Canadian companies , specializing in working capital, cash flow, asset based financing . In business 7 years - has completed in excess of 80 Million $$ of financing for Canadian corporations . Core competancies include receivables financing, asset based lending, working capital, equipment finance, franchise finance and tax credit financing.

Info re: Canadian business financing & contact details :

http://www.7parkavenuefinancial.com/equipment_financing_lease.html

Sources Of Canadian Business Capital And Debt Financing

Financing Solutions For Growth ( And Survival ) In Canada


Information on sources of business capital in Canada . The proper choice in equity and debt financing helps guarantee success for Canadian business owners / managers





Businesses that are growing require sources of capital. The capital in a company of course comes from the owner or borrowed funds. Generally speaking business owners prefer to borrow rather than sell equity in the company, as that sale of equity dilutes the ownership position, i.e. they own less of the pie!

Debt vs. Equity


New equity can come from friends and family, venture capital firms, and angel investors. These parties are looking for good management, integrity, owner financial stake, and growth potential.



However, in the current difficult financial environment many lenders are in fact insisting that business owners put more of their own money into the company. There is never an easy answer when it comes to the debt or equity question.

When businesses borrow funds there is a cost to that capital - as interest on that debt reduces over-all profits. New equity in the company of course does not reduce those earnings, however the profits are distributed more widely and the earnings are proportionately reduced.


Borrowing funds of course comes with risk, as those loans must be repaid. Business owners sometimes get caught in the trap of financing long term projects with short term money - they are therefore at the mercy of having to always roll over that debt, and potentially also seeing rates go up, sometimes dramatically. Also, a business can carry only so much debt, at which point cash flow becomes a potential problem if the company is over leveraged.


Currently rates are very low for businesses that have access to capital. Therefore in many cases it might make sense to lock into longer term loans in the current attractive rate environment.


When the business owner has made the decision to purse business loans the old Boy Scout model works very well - BE PREPARED! Business owners that do their homework will usually be successful. Lets not forget the banks and finance firms are actually in business to loan funds. Naturally collateral, or additional collateral certainly improves the chances of debt financing success and loan approval.


Debt and equity financing as a sources of capital should be used for the right reasons - expansion, seasonality of business, increased inventory and working capital that will increase sales. Funds that need to address business inadequacies such as poor management, financial losses, falling sales, etc are very difficult to come by!




Solutions for debt capital include :

Real Estate / Asset Leasebacks
Bridge Loans
Term Loans
Government Loans
Unsecured Cash Flow Loans/sub debt


Additionally assets can be monetized without the necessary addition of debt ; These include:


Receivable Inventory Financing ( or combinations thereof )
Supply chain financing
Royalty finance
Tax Credit Monetization

In summary, business owners should carefully consider the positive and negative effects of additional debt or equity capital. Once they have made an informed decision, either on their own or with a credible, experienced and trusted Canadian business advisor they should consider the cost of that capital and how it is best achieved.

7 PARK AVENUE FINANCIAL
CANADIAN BUSINESS CAPITAL EXPERTISE




Stan Prokop - founder of 7 Park Avenue Financial –
http://www.7parkavenuefinancial.com
Originating business financing for Canadian companies , specializing in working capital, cash flow, asset based financing . In business 7 years - has completed in excess of 80 Million $$ of financing for Canadian corporations . Core competancies include receivables financing, asset based lending, working capital, equipment finance, franchise finance and tax credit financing.
Info re: Canadian business financing & contact details :
http://www.7parkavenuefinancial.com/business_capital_debt_financing.html

How ‘ Not ‘ To Be Great At Mismanaging Cash Flow . Fixing Working Capital With Solid Financing Solutions

Become A Good Manager Of Cash Flow Assets



Information on cash flow and working capital financing solutions for the Canadian business owner / manager who is challenged by the right way to manage business growth and finances .



Cash flow and working capital solutions in Canada. If there is one myth about success with growth and financing solutions it’s that sales and revenue growth will get you there. It won't.

As the Canadian business owner and financial manager well knows it takes more than that to get lenders, ( bank and non bank ) to get a good feeling about financing your firm . At the end of the days it’s about ' protecting ' their financing and collateral interests in your company.

Unfortunately there are ways to be totally ' not great ' at proving that you're a good cash flow business owner/manager.

In financing, more often than not it’s about ' the assets '. So while we can easily get caught up in fancy formulas are EBITDA and other calcs the reality is that it’s your assets and their turnover that determine your real working capital health. Mismanaging those assets makes you a great ' mismanger ' of cash flow and working capital.

America’s great cash flow and investment manager, WARREN BUFFETT once said ‘Does management think the tooth fairy pays for (future) capital expenditures?).

Naturally term debt lenders focus on your long term viability to generate payment for their loans. At its very simplest it’s about your cash flow from the management of your working capital accounts (A/R and inventory) that pays bills, not the fancy EBITDA formulas that reflect how much your assets have actually depreciated.

So when profits and ebitda calcs are positive we meet clients that still are having a challenge paying suppliers and meeting payroll obligations.

So what we are saying is that it’s important to understand that sales revenue and profits and the ' value ' of your company, if you're focusing on just those, have made you a great Mismanager of cash flow and working capital.

It's all about know how your firm can access cash from assets , as well as being able to plan for future needs . That's where a bit of planning comes in - putting together a sales and receipts forecast, discussing these needs with bank or non bank lenders. The biggest mistake we see in this area from clients is they are not properly analyzing cash timing of collections from accounts receivable.

If your cash flows are negative through this plan process the solutions are pretty clear, and limited:

Take on term debt

Have shareholders put in more money

Delay payments to suppliers

Really increase sales!

And finally - convert assets into cash

Converting assets into cash via receivable financing, sale leaseback, or comprehensive asset based lending lines of credit is our personal favorite, mainly because they monetize assets without really creating new debt.
Use these solutions and tips to avoid being a MISMANAGER of working capital solutions for your firm . Speak to a trusted, credible and experienced Canadian business financing advisor on how to achieve the right solutions for financing your firm for health, growth and success.

7 PARK AVENUE FINANCIAL

CANADIAN BUSINESS AND CASH FLOW FINANCE EXPERTISE



Stan Prokop - founder of 7 Park Avenue Financial –

http://www.7parkavenuefinancial.com

Originating business financing for Canadian companies , specializing in working capital, cash flow, asset based financing . In business 7 years - has completed in excess of 80 Million $$ of financing for Canadian corporations . Core competancies include receivables financing, asset based lending, working capital, equipment finance, franchise finance and tax credit financing.
Info re: Canadian business financing & contact details:

http://www.7parkavenuefinancial.com/cash_flow_working_capital_finance_solutions.html

The Operating Cycle - My Washing Machine Or My Business Cash Flow ? !

The 'operating cycle is a distinct part of any business. Frankly we believe that most business owners intuitively know it exists - they just didn't know it had a name.

The operating cycle is the repetitive pattern of a turnover of a businesses current assets and liabilities. Let's examine that in a bit more detail. In essence each business establishes within their company, and probably within their industry, a repetitive pattern of turnover.

In the first phase of the operating cycle a business, unless it is a service business, buys inventory and materials which they will resell to customers. Normally these goods are obtained on credit. The company buys product, and obviously has an account payable to that supplier. So we find that company paying their supplier, cash goes down and inventory goes up. So far so good.

In phase two of the operating cycle the company sells product to a customer. More often than not it sells on credit - this generates accounts receivable - the good news is that the company can finally record sales, or revenue.

In phase three, the final phase of our operating cycle, the company collects the receivable and converts the entire process we have gone through back into cash.

Yes, our analysis is over simplified, and of course behind all these processes the company has administrative and sales costs that back up the entire operating cycle. All of these costs are in some manner related to the final sale and have some sort of contribution in that regard.

We also need to remember that through the entire process bank loans or working capital facilities regularly turn over. Hopefully !

Each company and industry has a different operating cycle - within each industry some companies are clearly doing better than others. How is your company doing?

One of the best know ways to measure a firms operating cycle is a formula created by the DUPONT COMPANY many years ago - not surprisingly the formula is called the DUPONT FORMULA!

The formula looks at relationships, or ratios, in the balance sheet and income statement and provides solid ways of measuring the operating cycle and how it affects a company's profit, and operations. It provides a lot of insight into how a company can improve profitability by emphasizing asset turn over and showing how it's important as sales.

Even a non- financial person should be able to understand this - we are simply saying that if a company can buy something, sell it, and collect the money fast and start all over that will increase profits over a company who takes twice as long to repeat that entire process. Sales are not always the be all and end all! A company, using DUPONT, can show that even if they make a little less on each sale, but turn over inventory and receivables faster, can do as well or better than the competitor.

In summary, a true understanding of the operating cycle allows a business owner or financial manager to focus on expenses, asset turn over, and margins, and see the inter - relationship of all these three components of a business. Understanding and improving your operating cycle with the right type of financing will make your firm a leader, not a laggard, in your industry.

7 PARK AVENUE FINANCIAL
CANADIAN BUSINESS CASH FLOW FINANCING



Stan Prokop is the founder of 7 Park Avenue Financial. See

http://www.7parkavenuefinancial.com

The company originates business financing for Canadian companies, and is a specialist in lease financing, working capital financing and acquisition financing on behalf of clients.
For more information, or questions ->

http://www.7parkavenuefinancial.com/business_financing_services.html

Ready To Reboot Your Computer Financing Strategy? Make Equipt Leasing Your New Friend With Benefits For Tech and Software Finance Needs

Avoid A ‘ Forced Fit ‘ . Make Leasing Work For You, Not Against Your Firms Goals


Information on computer financing in Canada . How does the business owner / manager address tech finance software and hardware leasing issues .



There's probably no better time for a (business) friend with benefits than when it's time for computer financing. The whole area of tech finance, whether its computers, software , etc just begs for some solid help, and it's often proven that leasing finance solutions come through just when you need them most - in the world of costly and complex technology assets

We maintain to clients that you need though, to make lease finance work for you, it shouldn’t be a ' forced ' solution.

The whole area of lease finance gives you a positive outlook that you at least have a chance of beating the high price of technology, the fear of obsolescence , and that constant looking over your shoulder ( via the internet ?) at what your competitors are doing .

And let's face it, your boss, or maybe you're the boss are looking to cut expenses, not increase them or take on debt. Fundamentally, whether they admit it or not, most Canadian business owners and financial managers want to acquire the best asset without burning through those valuable credit lines and other accesses to capital.

The good news for Canadian business is that the whole spectrum of technology is in fact financeable, and, as we've noted that includes software, which is a surprise to some. Software is typically financed as a full lease to own scenario, so the key benefit quite often is simply the fact that you are matching the benefits of the software with the cash outflows of a lease finance scenario.

We're making the assumption here that the business owner, CIO, or financial manager has done what most refer to as a ' lease vs. buy' scenario. Here the business person takes into account the life of the asset, all the software licenses and support they will need for the asset, as well as the final outcome re: disposition of the asset. THIS JUST IN - IT'S A SHOCKER! - Computers don't last and don't hold their value! Many experts and industry analysts actually estimate that you'll have another 25,000.00 of costs associated with the acquisition of, for example, of $ 100,000.00 of new technology.

There has naturally been a dramatic change that can't even be properly being described in tech assets for your firm. Today its not just servers, pc's, laptops, netbooks, etc, new focus is on cloud computing and wireless solutions. And all that can still be financed. It always seems to come back to the funding.

It's often the use of lease finance that becomes the solution for the ' budget breaker. Continuously replacing tech assets often calls for budgets to be ' broken ' and that's where leasing plays a key role, eliminating the challenges of fiscal deadlines and fixed spending plans. Some stats from leading IT guru firms indicate that over 50% of all companies, large and small have lease lines of credit available for the financing of their technology. Those solutions include the two main forms of tech finance, capital ' lease to own' scenarios, and operating ' lease to use ' solutions. It's important you pick the lease ' friend with benefit' that suits you most.

Speak to a trusted, credible and experienced Canadian business financing advisor who can assist you with a reboot of your tech and software financing needs.


Stan Prokop - founder of 7 Park Avenue Financial –

http://www.7parkavenuefinancial.com

Originating business financing for Canadian companies , specializing in working capital, cash flow, asset based financing . In business 7 years - has completed in excess of 80 Million $$ of financing for Canadian corporations . Core competancies include receivables financing, asset based lending, working capital, equipment finance, franchise finance and tax credit financing.
Info re: Canadian business financing & contact details :

http://www.7parkavenuefinancial.com/computer_financing_tech_finance_software_leasing.html