First, let me say unequivocally, the use of personal credit
cards can be a very risky means of financing business operations.
MasterCard and Visa weren't designed for this purpose. However,
with some creative planning and both eyes open to the costs
involved, personal credit cards can temporarily fill the gap
between raising startup capital and successfully ramping up the
company to positive cash flow.
Second, let me also clarify that the use of credit cards should
be replaced as soon as possible by more traditional bank financing
and/or leasing arrangements, once the firm has reached the
break-even point and monthly sales receipts can cover normal COGS
(cost of goods sold) and overhead expenses.
There are two basic categories where credit cards could be used
for the emerging small business as part of a larger financial plan.
The first category is for asset acquisition, when the firm needs to
secure telephones, a fax machine, a copier, PCs, printers, mobile
phones, scanners, and any other unique equipment and devices to
execute the business operations. Virtually every item here can be
had for little or no money down and relatively small (and
manageable) monthly payments spread out over time (normally 24 to
60 months). Large office-supply stores and outlets typically offer
special payment terms for their own credit cards as well as
personal credit cards.
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The key rationale in this strategy is that the business owner is
weighing the current utilization of the equipment and the present
value of tangible productivity gains against anticipated future
sales. Projected revenues are coming in perhaps three fiscal
quarters, so even at a 15 percent annual credit rate (1.25 percent
monthly), six to nine months of carrying a balance will only cost
the entrepreneur between 7.5 and 10 percent in addition to the
sticker price for these assets acquired. Paying back just the fully
amortized "minimum due" over 24 to 60 months would add
anywhere from 40 to 75 percent to the final cost, but the plan is
to pay these balances off with the first few rounds of revenue.
Another way to do this would be to make minimum payments for
four to six months and then pay off the balance in full through a
balance transfer with another card that, as of yet, has no
outstanding principal. Some cards might even offer a low
promotional rate for three to six months on such balance transfers.
Remember, this is simply a means to buy some time until consistent
sales are realized. But it can be devastating if sales levels never
happen as planned and the principal balances have no way to be paid
in full.
The second category for credit card use is working capital, or
cash-flow management. For example, when COGS are charged to a
credit card, the sponsoring bank may extend a 30-day grace period
until the principal balance is due. The firm may be able to
synchronize the account receivable from the buyer to match that
30-day time period, so the business can pay the balance at or close
to that due date.
Another strategy is to carry an outstanding COGS charge balance
for a completed invoice for the 30 to 90 days until the buyer pays.
Making the minimum payment due during that time means the total
cost to carry that receivable will only be 3.75 to 5 percent until
the principal can be paid in full. And the firm may also be able to
build that percentage "carrying cost" into the
company's pricing and gross profit margin.
One sequence of credit card use could look like this. The firm
makes the payment on COGS with credit card No. 1, then pays the
balance in full 30 days later with credit card No. 2 and avoids any
interest charges. The firm then pays that carried-forward balance
in full 30 days later with credit card No. 3 and has gained 60 days
total time for the buyer to pay the invoice. The ultimate goal is
to have access to cash to acquire needed assets now and to pay
bills on time--but remember to view the credit cards as a temporary
measure to get the firm out to the point of consistent revenue.
Once the company's sales stabilize into regular monthly
receipts, the entrepreneur should secure traditional loans for
assets and a line of credit for working capital through a
commercial bank.
David Newton is professor of entrepreneurial finance at
Westmont College in Santa Barbara, California. He is the
contributing editor on growth capital for Industry Week Growing
Companies and a moderator on small-cap stocks for eRaider.com. His
books include Entrepreneurial Ethics(Kendall-Hunt)
and How to Be a Small-Cap Investor(McGraw-Hill), named November 1999 book-of-the-month by
Money magazine and a 1999 Top 10 book by Forbes. His latest book
is How to Be an Internet-Stock Investor
(McGraw-Hill). He has written or contributed to more than 80
articles for publications including Entrepreneur, Your Money,
Business Week and Solutions, and has been a consultant to
emerging, fast-growth entrepreneurial ventures since 1984.
The opinions expressed in this column are
those of the author, not of Entrepreneur.com. All answers are
intended to be general in nature, without regard to specific
geographical areas or circumstances, and should only be relied upon
after consulting an appropriate expert, such as an attorney or
accountant.