Most business owners and financial managers know the story - the bank has the money, you need it. Term loans can be a tough negotiation for any business owner. Part of that is simply because the final conditions imposed upon the bank can be somewhat restrictive.

As simple as it may seem, the business owner has to think like the banker - that allows one to reverse the negotiation stance to some degree. Also, it's all about 'strategy'.

We would point out also at the outset that there are a number of banks, and an equally larger number of independent finance firms that offer term loans. The business owner should ensure he is aware of the market players, and who offers what. The goal tends to always be the same though - get the largest loan at the best rate. Not easy to achieve!

Business people as we have said, should have a solid strategy in the entire process, and believe me it's a process.

Borrowers can benefit by doing research into the banks current market and objectives in commercial finance. There will be issues and objections raised by the bank on the owners submission - they should be dealt with in a manner that keeps the loan submission positive in nature. Thousands of books are written on the art of negotiation, and no business owner can expect to reasonably get the full amount with all terms that he or she asked for.

Term loans are generally for long term assets. They are paid by future cash flows and earnings. That bring two bear two key source of information that should be properly prepared - what has the business done financially, and what has it he potential to achieve - i.e. a forecast.

Banks focus on cash flow - so they will want to carefully look at what the risk is to those future cash flows. Business people should be prepared to talk thoroughly about their own particular industry, many industries are currently out of favor - example: automotive; many are sought and in favor: 'Green' industries - (solar, et al).

The owner should anticipate what risks the bank or other lender will perceive in their industry - they should be prepared to talk to those risks. Owners should also remember that although they need this term loan now for this asset, that the bank will also want to look into what else they might need in the future, which might have the ability to restrict the cash flow somewhat.

Unfortunately more often than not the lender looks to historical cash flow to reflect future cash flow - therefore is a company has lots of changes in sales and profits over the years the why's and wherefores around these need to be discussed and presented.

While the focus is definitely on cash flow the balance sheet will definitely come under scrutiny. Weaknesses in the balance sheet need to be tabled and discussed.

Banks love 'ratios'. We have called them 'number relationships' in previous articles.

It is highly recommended that the business owner review and understand some of those 'ratios 'which will come under scrutiny. Typically those are liquidity, operating, and fixed asset coverage ratios.

In summary, all banks and other finance firms have very similar and basic analysis models around term loans - they involve industry and financial statement analysis, focusing as much on the past and future as the present. It behooves business owners and financial managers to understand some of those metrics used by banker, which should, in the long run, limit loan restrictions and get the business owner the capital he or she needs.

Most business owners and financial managers aren't necessarily aware of the methods and factors that banks utilize to control and monitor their loan facilities with commercial customers. We are talking about two types of loans essentially, term loans, and also operating lines of credit, also called 'revolvers' by some. (Revolver - the credit line revolves, it goes up and down on a daily basis...)

Banks essentially use several different strategies to ensure they have maximum control and influence on the business borrower.

Banks often are reluctant to allow maximized borrowing from other parties for asset growth. Why? This is because when a customer has to service the additional non- bank debt they might be unable to service the banks loans. Banks have very well known and published cash flow ration and they want to ensure their customers can meet these rations on the bank debt. Naturally if a bank feels comfortable with a customer growth and cash flow profits they are much more likely to approve a third party financing. If they aren't comfortable they may ask the company to at lease temporarily defer bonuses, dividends, or, in the case of a public company, a stock repurchase.

Bankers of course usually know the company very well, as a relationship and financial history has developed over the years. They will often want to have input into the company's growth direction in an effort to ensure the customer is not going down a path that in their opinion, might lead to liquidity loss or profitability loss. This sort of 'advice' from a bank can come in a number of manners, one of which is simply providing a debt to equity ratio that cannot be overlooked by the customer.

Business owners know that it is no ones best interest for the bank to trigger a default on a loan - it's clearly a case where both parties have a lot to lose. However if a bank feels on a number of fronts that the customer is spiraling downward they will take steps to ensure their loans are provided for.

What are some of those downward spiraling scenarios? They include:

Cash flow deterioration

Asset erosion

Working capital problems

Again, the worst case scenario is the bank 'calling the loan '. We have agreed this benefits no one, so the bank usually prefers (as does the customer!) to return to the bargaining table. At this time business owners are strongly cautioned to prepare a corrective action scenario to satisfy the bank. It is at this time that the bank normally considers an interest rate increase, or more restrictive covenants.

We also want to point out to business owners that banks want to ensure that there is a proper ' matching ' of financing. By that we mean that the bank does not want the customer to borrow short term to finance long term scenarios. For this reason working capital ratios are put into place.

Finally banks utilize whets known as a 'negative pledge 'clause. This forces the company to consult the bank when pledging other assets or selling unencumbered assets. If such sales are agreed to the proceeds are usually used pay down the bank.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

London Ontario business loans

 

 

 

 

 

In summary, it benefits business owners to understand the whys and wherefores of bank strategy and influence and control around business loan scenarios. Understand where the bank is coming from allows a business owner to more proactively plan financing growth with a view towards successful financing.