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Raising equity is something different from selling shares. In a capital increase the money flows into the company; in a share sale it flows to the shareholder. The structure, the valuation and the expectations of the capital provider differ considerably between the two cases.
Whoever seeks growth capital therefore does not sell their life’s work but gives up part of the future increase in value — in return for funds that debt capital cannot provide in this amount or at this level of risk.
Equity is not the cheaper alternative to debt. It is the right answer in three situations.
When the required amount exceeds the debt capacity derived from earnings and free cash flow, further debt merely shifts the problem.
Development work, new markets, a new business model: risk a bank does not finance because there is no repayment plan for it.
A thin equity ratio limits every further debt financing. Fresh equity raises the scope a bank is willing to underwrite in the first place.
Between a silent partnership and a genuine shareholding there is a range of forms that differ considerably in their consequences.
A genuine shareholder position with voting and information rights, usually accompanied by an advisory board.
Capital without shareholder status, remunerated by a fixed and a performance-related component and not visible externally. See taking on a silent partner.
An intermediate form: equity-like in its balance sheet effect, debt-like in its remuneration. See profit participation rights and mezzanine capital.
Equity for a defined growth step in an established company. See growth capital.
The type of capital provider determines the rules more strongly than the amount.
A long horizon, entrepreneurial in approach, often without a fixed exit date.
Professional, with a return expectation and a defined exit horizon, as a rule with reporting obligations and an advisory board seat.
Industry knowledge and market access, but also proximity to your own business — a minority stake held by a competitor is never merely capital.
A capital provider who does not fit the ownership culture costs more later than the valuation gained at the outset.
The stake follows from the capital need and the valuation before the increase. A higher valuation is not automatically the better outcome if it is bought with preference rights that take effect in a later sale.
The shareholders’ agreement has to settle the points that matter for the coming years: information and consent rights, composition of the advisory board, tag-along and drag-along rights, pre-emption rights, rules for further financing rounds and exit scenarios.
On the valuation basis, see company valuation.
If you need capital for growth, the initial conversation clarifies free of charge which form of participation fits and which capital providers can be considered.