Types of Business Models
Models built to your needs
The type of business model you need will depend entirely on your objectives. Any model you have developed should be customized and provide support around financing, cash flow, or strategic decisions for your business.
Expand your financing options
Are you searching for seed financing, equity financing, or something in between? Either way, the goal is the same—convincing prospective lenders or investors of your business’ potential.
It’s critical to understand your desired financing audience—and then build finance-driven models and cap tables with that audience in mind. In doing so, you’ll have the right metrics in hand to tell an engaging business story and secure the financing you need by:
- outlining your business model for debt or equity financing purposes
- showcasing your projected cash flow and balance sheet
- breaking down investors’ individual returns (and exploring how different investments could alter their ROI)
- using cap tables to explain different investment positions (e.g., the IRR and ROI investors can expect to receive based on the round of financing in which they enter)
- determining the potential impact of warrants or options (e.g., both on investors’ cap tables and on the business over time)
Manage cash flow
Managing cash flow is vital part of any business. With a fine-tuned financial model in hand, you can dramatically enhance your cash flow management process. All too often, however, companies get stuck with inflexible budgets and forecasts that only tell part of a story.
When it comes to money, knowledge is power
Budgets and forecasts don’t exist in isolation. Rather, they’re merely part of a bigger picture—tools to help organizations achieve their goals and surge into the future. That’s why, before building any business model you need a firm understanding of your corporate strategy.
Budget for the future
Sometimes growth timelines and budgets don’t align the way you initially envisioned. Are you looking to aggressively expand? Contemplating moving your distribution centre to a new location? A business models can help you determine if you have enough cash to do so—or if an alternative approach would make more business sense.
Forecast your results, easily
Whether you’re looking to anticipate future growth for internal purposes—or you need to show lenders or investors how different scenarios will impact their precise return—a user-friendly model makes it easy to get the information you need, when you need it. So, regardless of the user, you only require one model—not 20.
Stay on track
At times, more frequent budgetary reviews are the secret to achieving your corporate objectives. We can help by creating models that offer automated reviews on a regular basis, allowing you to determine if you’re on track—or if you need to return to the forecasting drawing board.
Farber’s strategic alliance with The Marquee Group allows us to collaborate seamlessly on engagements requiring expert financial modeling solutions. B. Riley Farber has adopted Marquee’s unique methodology—allowing our teams to collaborate and deliver powerful financial models and analysis, while supporting decision-making and optimizing outcomes. Learn more.
Supporting strategic decisions
A great business model can do more than simply tell you if a business decision is profitable. If integrated properly with your overall strategy, it can also provide a clear picture of where you want your business to go—and what decisions can hinder or help it get there.
A sound business model will help your business improve its forecasting ability, more accurately assess risks, and make more informed business decisions while anticipating potential challenges.
An integrated approach
Our integrated models help companies uncover solutions to common business challenges—such as seasonal cash flow and inventory management issues—as well as determine if a complex decision, such as moving a manufacturing plant to a different jurisdiction for tax purposes, makes sense.
With the click of a button, you can consider countless variables—and quickly identify the hidden and overt costs—to determine if the pros of an opportunity outweigh the cons, or vice versa.