Lending Library

Running a small business often means navigating a financial landscape where debt is vital to growth and sustainability. However, managing business debt can be a double-edged sword. On one hand, it offers liquidity and can fuel expansion; on the other, it can be a significant financial burden if not managed properly.

Understanding when to use business debt.

Debt is not inherently bad. When managed properly, it can help your business take advantage of opportunities and grow. But recognizing the right time and the right reasons for taking on debt is crucial:

Consider debt for investments that will grow your business.

Debt is often used for investments in areas like real estate, inventory, equipment, or acquiring another business that will increase profitability and contribute to long-term success.

Construction

In the construction industry, a loan can facilitate the purchase of state-of-the-art machinery or equipment that increases operational efficiency and allows you to take on larger projects.

Retail

For retail businesses, a loan can be pivotal in expanding inventory, especially before peak shopping seasons. Additionally, it can help acquire bulk inventory at a discounted rate, reducing overall project costs and increasing profit margins.

Healthcare

Healthcare providers can use loans to invest in new medical equipment, expanding their services.

Transportation

In the transportation sector, loans can enable the purchase of additional vehicles, such as trucks or vans, expanding service capacity. Investing in newer, more efficient vehicles can reduce maintenance and fuel costs, leading to higher profitability.

Restaurants

Restaurants can benefit from loans by renovating their space to increase seating capacity or create a more appealing ambiance. Additionally, funds can be used to upgrade kitchen equipment, enhance the efficiency of food preparation, and expand the menu to attract more customers.

Unexpected events and short-term cash flow problems.

Sometimes debt can be a solution to bridge a gap between a large, upcoming expense and liquid funds, as long as you have a plan to pay it back promptly.

For example, a construction or transportation company could use a business loan to cover ongoing expenses while waiting on final payment from customers.

Other factors to consider before taking on debt.

Before you approach a lender, there are several factors to evaluate to ensure that debt is the right decision for your business:

Your business metrics.

Evaluate your business's debt service coverage ratio (DSCR) to determine if you have enough cash flow to cover new debt payments comfortably.

Market conditions.

Consider the current economic climate and market conditions that could impact your business's ability to repay debt, such as interest rate fluctuations or industry-specific risks.

Your business's financial health.

Assess whether you have exhausted all other financing options and whether taking on debt aligns with your overall financial plan and business objectives.

The purpose of the loan.

Be clear on how the loan will be used and how it contributes to the long-term strategy of your business.

Time to increase revenue.

Once you've decided to take on debt to invest in your business, understanding the timeframe in which you can expect an increase in revenue is crucial.  For instance, upgrading equipment may yield quicker productivity gains and revenue increases in manufacturing sectors, while investments in marketing or expansion might take longer to show tangible results.

Debt management strategies

Identifying your financial position and setting the right strategies is essential for effectively managing your business debt.

Create a debt schedule.

Creating a debt schedule might sound daunting, but it's a straightforward process that can bring significant clarity to your financial management. Start by gathering all the relevant information about each debt your business owes. This includes lender names, the original amount borrowed, the current balance, interest rates, monthly payment amounts, and the maturity date for each loan.

Steps to Create a Debt Schedule:

1. List Each Debt: Begin with a spreadsheet or a table. List out each debt individually. This could include bank loans, credit cards, lines of credit, and any other form of debt.
2. Detail Loan Information: For each debt, record the total initial amount borrowed, the current balance owed, the interest rate, and the terms of repayment (such as the loan term or payoff timeline).
3. Monthly Payments: Note down the monthly payment required for each debt. This helps you understand how much of your monthly cash flow is allocated to debt repayment.
4. Update Regularly: Your debt schedule is not a static document. Update it regularly as you make payments or take on new debts. This will help you keep a clear picture of your financial commitments.

Manage your cash flow meticulously.

Effective cash flow management ensures you can meet your debt obligations and prevent undue financial stress. Start with detailed cash flow forecasts and consider seasonal trends in your business.

Increase your business revenue.

Boosting income through sales, diversifying your offerings, or exploring new markets can provide additional funds for debt repayment.

Cut unnecessary expenses.

Reducing costs by renegotiating vendor contracts, eliminating non-essential services, or finding more efficient operational processes can free up money to pay down your debt.

Negotiate with creditors.

If you’re struggling with high debts or interest rates, it's worth reaching out to your creditors to negotiate more favorable terms.

Use windfalls wisely.

Any unexpected funds, such as tax refunds or a robust sales season, can be used to accelerate your debt repayment.

Consider selling off assets.

If you have assets not vital to your business’s operations, consider selling them to generate funds for debt reduction.

Use the snowball or avalanche method for debt payoff.

If you are managing debt from multiple sources such as credit cards and struggling to pay it off, consider adopting a focused method for paying your debt off. The snowball method involves paying off the smallest debts first, gaining motivation as you extinguish individual debts. The avalanche method focuses on paying the debt with the highest interest rate first, saving you money in the long run.

Be cautious with loan stacking.

Loan stacking is when a business takes on multiple loans from different lenders in a short period. This can lead to confusion and overcommitment. Instead, be strategic about the timing and number of loans you take out.

Consider debt consolidation and refinancing.

Debt consolidation involves combining multiple debts into a single loan with a longer repayment period, potentially lowering your monthly payments. Refinancing involves taking out a new loan to pay off your existing business debt, usually to secure a lower interest rate or better terms.

Monitor debt and revise strategies.

Managing business debt is not a one-time action. It requires ongoing attention, especially as your business grows and changes.

Regularly review and update your debt schedule.

New loans or changes in interest rates can affect your overall repayment plan. Updating your debt schedule ensures you're always clear on your financial commitments.

Stay connected with your accountant or financial advisor.

Professional advice can be invaluable in navigating complex financial matters, including debt management and restructuring.

Be proactive in addressing potential issues.

If you anticipate having trouble making debt payments, communicate with your lenders early to explore possible solutions and avoid penalties or damage to your credit.

Debt can be a powerful tool for small businesses, but it must be wielded with care and sound judgment. By following the strategies outlined in this guide, you'll be better equipped to manage and eventually overcome your business debt, positioning your company for long-term success.

Remember, effective debt management is not just about repaying what you owe—it's about using your financial resources wisely to grow a thriving, sustainable business.

Given the potential impact financing can have on your business, you need to find the best place to get a small business loan. Lendio reviewed the largest SBA lenders and national banks to find the ones with the best small business loan options. Let’s look at some of the prime bank options available to you.

US Bank: Best for smaller loan amounts.

US Bank offers a specialized business “quick loan”, which is a term loan from $5K to $250K with terms of up to 7 years and no origination fee. The loan is “quick” because it can be applied for online. Both unsecured and secured options are available. 

Products offered:

• “Quick” term loan from 5K-250K with terms up to 7 years
• Line of credit up to $250K
• Commercial real estate loans with terms of up to 15 years
• SBA loans

Online application: Yes

Huntington National Bank: Best for underserved communities.

Huntington National Bank is the number one distributor of SBA loans in the U.S. It also runs a program called “Lift Local Business” that supports minority, woman, and veteran-owned small businesses through loans with reduced fees and lower credit requirements.

Products offered:

• SBA loans
• Term loans
• Lines of credit

Online application: Yes- for current customers.

JPMorgan Chase: Best for no origination fees.

Chase offers term loans, lines of credit, commercial real estate, and SBA loans. The bank charges no origination fees on its term loan and has no prepayment penalty on loans less than $250K. 

Products offered:

• Line of credit up to $500K 
• Term loan up to $500K with terms of 1-5 years
• Commercial real estate loans from $50,000 with terms of up to 25 years
• SBA loans

Online application: No

TD Bank: Best online application options.

TD Bank is the 2nd-largest SBA loan distributor in the U.S. and offers an online application for any of its loan products for amounts less than $250,000.

Products offered:

• Line of credit from $25K-$500K
• Term loan from $10K-$1M with terms of 1-5 years
• SBA loans
• Commercial real estate loans of up to $1M with 5-year terms

Online application: Yes

Wells Fargo: Best for unsecured lines of credit.

While Wells Fargo offers fewer loan products to small businesses than other banks, it offers multiple unsecured line of credit options with no fee. For businesses with less than two years of business, they can apply for an unsecured line of credit of up to $50K. For those with two years in business or more, Wells Fargo offers a line of credit of up to $150K.

Products offered:

• Line of credit
• SBA loans

Online application: Yes

PNC Bank: Best for unsecured loan options.

PNC Bank offers multiple unsecured loan products including an unsecured line of credit and an unsecured term loan. The unsecured line of credit and unsecured term loan are both available for amounts from $20-$100K.

Products offered:

• Unsecured line of credit from $20K-$100K
• Secured line of credit from $100K
• Unsecured term loan from $20K-$100K with 2-5 year terms
• Secured term loan from $100 K with 2-7 year terms

Online application: Yes - for existing customers for limited loan products.

BayFirst National Bank: Best for fast SBA loans.

BayFirst, the third-largest SBA lender in the U.S. offers a specialized SBA 7(a) loan called “BOLT”. The loan is available for up to $150,000 with a 10-year term. The streamlined online application process can you get funded as quickly as six days.

Products offered:

• SBA loans

Online application: Yes

Bank of America: Best for building credit.

Bank of America offers a secured business line of credit to business owners with six months in business and $50K annual revenue. The credit line’s purpose is to help the business owner build business credit, so the lines start as low as $1000 and are secured by a refundable cash deposit equal to the line amount. Once the business has established its credit history and reached a revenue of $100K/year, the business can graduate to a larger unsecured line of credit.

Products offered:

• Secured line of credit from $1K
• Unsecured line of credit from $10K
• Unsecured term loan from $10K with 1-5 year terms
• Commercial real estate loans from $25K with terms of up to 15 years
• SBA loans

Online application: Yes

Eligibility criteria for bank business loans.

While some banks will have specialized products with more flexible requirements, the most common eligibility criteria for a bank business loan are:

• 700 credit score
• 2 years in business
• $100,000 annual revenue

Other lender options.

Community banks

Community banks have a smaller footprint than banks listed above, but your local community bank may have more flexible options and a more personalized customer experience.

Online lenders

Online lenders don’t offer bank accounts. Instead, they focus solely on lending. These lenders offer several alternative financing options like business cash advances and invoice factoring that can be easier to qualify for in addition to term loans and lines of credit.

Microlenders

Nonprofit lenders offer loans of less than $50,000 called microloans. Microlenders often have less strict eligibility requirements and frequently cater to specific locations or underserved groups.

Learn more about how to get a business loan.

Methodology

Lendio based its selection on the following criteria:

• The largest number of SBA loans originated according to SBA data.
• Largest national banks by assets held according to federal reserve data.
• Loan products the bank offers according to the bank’s website.
• Special features such as an online application, unsecured loan, or faster processing times as identified by the bank’s website.

A significant 23% of small businesses surveyed use artificial intelligence (AI) with 39% stating they plan to adopt AI. 

Small businesses are finding innovative ways to harness AI's abilities, from streamlining marketing efforts and enhancing customer communication to optimizing inventory management. Read on to learn more about how AI can benefit your small business.

Unpacking AI for the uninitiated.

Understanding AI and its potential may seem daunting, but clarifying its key concepts and applications can open up a world of opportunity for small businesses.

Machine Learning (ML)

ML empowers systems to learn from data, improving accuracy without explicit programming.

Natural Language Processing (NLP)

NLP allows systems to understand and respond to human language, enhancing customer service with sincerity and insight.

Robotic Process Automation (RPA)

RPA automates mundane tasks with precision, improving efficiency across sectors.

Predictive Analytics

This technology uses data and algorithms to predict future outcomes, aiding in inventory management, market trends, and client behavior analysis.

Generative AI

Generative AI revolutionizes artificial intelligence by enabling the creation of new, personalized content through machine learning.

How small businesses use AI.

Of the small businesses using AI the most common use cases include marketing activities at 56%, customer communications at 42%, inventory management at 33%, and fraud prevention at 26%.

Automation

Almost any repetitive task could be a candidate for using AI technology.

You’ve probably already used a chatbot for customer service — perhaps to receive technical support for a cable outage or make an online payment for property taxes. That chatbot and AI-powered knowledge base eliminated or reduced human time during your interaction.

One estimate says that the “average customer service call lasts six minutes. Four and a half of those minutes, or 75% percent of that time, is spent by agents manually looking for the right information.” Letting AI take its first shot at finding and presenting the information frees up customer service representatives to handle complex problems.

Email marketing software also uses AI. Remember those workflows you configured in your mail software to send customers a welcome email or invite them to use a discount code on their birthday? You can thank AI for that.

AI enables software to write email subject lines that generate better open rates or create a hyper-personalized newsletter. No more agonizing over an email subject line? Who wouldn’t cheer for that?

CRM

AI also integrates well with the customer relationship marketing (CRM) process.

For example, the wine industry realized that younger generations tend to use the Internet for wine purchases. Online merchants reaped the benefits of using AI-powered tools to help guide inexperienced customers to wines that matched their taste requirements.

AI can segment your customer list and create personalized call-to-actions based on where your customers are in their customer journey. Repeat customers may act upon a CTA that recognizes and rewards their past orders (e.g., “You enjoyed our apple pie last month. We have fresh ones available today!”). New customers may respond better if the CTA includes social proof (e.g., “Don’t you want to join 25,000 other savvy wine drinkers by signing up for our monthly newsletter?”).

Fraud Detection

AI can help detect abnormal patterns to generate alerts. Credit card companies have been using this function for a while—notifying you or even freezing your card when a suspicious transaction occurs. Your bookkeeping software might flag an entry as suspicious (it knows your car can’t hold $1000 worth of gasoline).

Microsoft suggests the benefits of detecting unusual behavior can actually go beyond stopping malicious or inaccurate transactions and potentially opening up new customer markets for your business. Their example is a plumbing-supply company that receives a large order from a non-traditional customer. A follow-up call reveals a new use case for plumbing supplies (artists need supplies, too!), and voila—a new customer market appears.

Another example is the insurance industry using AI and predictive analytics to help underwriters make risk calculations for complex customers. Would you want to guess the risk for a customer who recently completed a safe driving course but owns a Dodge charger and has a history of speeding tickets?

Manufacturing

Manufacturing businesses can use AI to help reduce the cost and time spent on quality checks (e.g., AI and robotics can check part tolerances quicker and more accurately than humans). AI can also predict equipment failure and maintenance needs reducing the “line down” syndrome that means lost revenue.

Inventory Management through AI

One compelling use case of AI in inventory management is its capability to predict demand and manage stock levels efficiently. For a small retail business, balancing inventory levels can be a tightrope walk between having too much (resulting in wastage or increased storage costs) and too little (leading to stockouts and lost sales). 

AI systems, using predictive analytics, can analyze historical sales data, seasonal trends, and even current market dynamics to forecast demand for products with remarkable accuracy. This foresight enables businesses to adjust their inventory procurement accordingly, ensuring they have just the right amount of stock on hand

Challenges of AI

Like any technology, AI growth has some hurdles ahead.

Bias in AI is a concern as engineers may program their own biases into the technology, or skewed or limited data may produce unreliable results. These biases could mean AI suggestions (e.g., who gets what medical treatment or the financing terms for a client) aren’t objective.

The “black box” problem—data goes through non-transparent algorithms to produce a result—suggests that end-users will still rely on their gut to validate AI suggestions. In simple terms, how many times has autocorrect presented the wrong word, and you had to override it?

The algorithms that underpin generative AI can sometimes make unpredictable associations or draw from less relevant data points, leading to results that may not align with expectations or reality.

The roadmap to AI integration.

Technology is a double-edged sword; its benefits are matched only by the responsibility to use it wisely.

Knowing where to start can often be as straightforward as comprehending your business's most pressing challenges and seeking out AI solutions equipped to address them. 

The 3 Cs – character, collateral, capacity – summarize the elements that a financier uses to underwrite a loan. This technique of assessing the client comprises both qualitative and quantitative measures.

Character

Character refers to the borrower’s reputation. The shareholders who are going to guarantee the loan and the management of the business will all come under scrutiny to determine if they are reliable and will repay the funds.

The lender will usually look at the credit history of the business owner to gauge honesty and reliability. Considerations may include:

• Whether or not they pay bills on time.
• Whether or not they’ve used credit before.
• How long they’ve been in business, and what positions they held before starting the business.
• How long they’ve lived at their respective addresses.

Lenders will also look at the credit scores of the owners of the business. This score is numeric, typically between 300 and 850, gleaned from the info in your credit report. High scorers generally have a lower risk. Each lender has its own standards, but many of them use credit scores to assist them in making their evaluations. It all depends on the level of risk they find suitable for a particular credit product.

Credit scores are weighted as follows: 35 percent payment history, 30 percent amount owed, 15 percent length of credit history, 10 percent new credit, and 10 percent types of credit in use. 

Collateral

Collateral is any asset used to secure the loan. Savings, real estate, inventory, accounts receivable, and equipment are all assets that could be used as collateral.

The lender asks for collateral because, in the event of insolvency, it can be sold or collected to generate funds to pay the loan. Since in the experience of most lenders asset classes such as prepaid amounts, goodwill, and investments will not raise any significant amounts, they are generally not considered for collateral.

If you’re using a property as collateral, its location and quality, and its adaptability are some of the features your future lender will look at.

Capacity

Most commercial credit officers refer to capacity as cash flow, and it represents the ability of the company to repay debt. Since a big down payment will reduce the risk of default, the lender will consider any capital the borrower puts into a potential investment. In short, the lender is looking at how much debt the borrower can comfortably handle. The following are usually requested from the borrower for the lender to evaluate cash flow/debt service:

• Business tax returns
• Historical financials, such as the balance sheet and profit & loss statements, interim financials, and/or projections
• Personal financial statements for each guarantor
• Rent rolls for leased property

If you’re considering a business loan, understanding the 3 C’s will give you a high-level understanding of what a potential lender will look for. Visit this post for more in-depth information on business loan requirements.

Even if you don’t know what ACH stands for, you’ve probably taken advantage of ACH transfers. If you’ve received your paycheck as direct deposit, sent a few bucks to a friend through Venmo, or paid your power bill online, you’ve used ACH.

ACH payments, which launched in 1974, have become such a common part of modern life that most people don’t even think about the mechanism that moves money in and out of their bank accounts.

For small businesses, understanding the basics of ACH is important on two fronts: you can make and receive payments through ACH, and ACH is a common method funders use to collect repayment of a business cash advance.

What are Automated Clearing House (ACH) transactions?

ACH is an acronym for “Automated Clearing House.” Essentially, it is the method banks use to send money between accounts electronically.

ACH is maintained, developed, and administered by the National Automated Clearing House Association (NACHA), a nonprofit funded by the financial companies that use ACH.

Used by millions of companies, the federal government, and all banks, the amount of money that moves through NACHA’s network is staggering. In 2019, some 24.7 billion payments were processed through the ACH network, a figure that has grown by more than 1 billion payments every year since 2014.

Not only are bill payments, salaries, and charitable gifts sent through ACH—Social Security, tax refunds, and other government benefits are deposited through ACH as well. Because of this, the federal government regulates the ACH network along with NACHA. NACHA estimated that the total value of all payments processed through ACH in 2019 was more than $55.8 trillion.

How do ACH payments work?  

While the result of an ACH transaction is similar to writing a check, the process is different.

ACH transactions are instructions to move money electronically from one bank account to another. These transactions can either be initiated by the person sending the money (credit) or the person receiving the money (debit). They are processed in batches and the transfer of funds takes place between banks.

Before banks are contacted, authorization must be provided by the people involved. To receive a direct deposit as an employee, for example, you must sign an agreement with your employer. To pay a bill through ACH, you must authorize the transaction first. Oftentimes, you agree to the transaction once, and then the direct deposits or automatic payments continue until you want them to stop.

In all ACH transactions, instructions are sent from an originating depository financial institution (ODFI) to a receiving depository financial institution (RDFI), which are usually both banks—sometimes even the same bank. The instructions from the ODFI can be to either request or deliver money.

How does ACH work for employee direct deposits?

If an employee agrees to be paid through direct deposit, the employer’s bank is the ODFI in this instance. The employer shows the ODFI that the employee approved the transaction. The ODFI verifies this information and submits it to the ACH network. The ACH network routes the transaction to the RDFI of the employee. The RDFI makes the money available by crediting it to the employee’s bank account; at the same time, the ODFI is debiting money out of the employer’s bank account. Finally, the ACH network settles the transaction with both banks.  

The process sounds complicated, but because it is automated and electronic, it usually only takes 1 to 2 business days.

How to pay employees using ACH.

To set up direct deposit for your employees, you should talk to your bank (i.e., the ODFI in this case) about what information they need and how much it will cost you.

Interested employees will agree to direct deposit and provide you with a bank account and routing numbers. You then provide this information to the ODFI.

When payday comes, you submit your payment files to the ODFI. The ODFI then submits the transaction to the ACH network, which results in your employees receiving funds in their accounts soon after.

Depending on your agreement with your bank, you will be charged a flat fee or a percentage based on the amount moved through the ACH network.

How does ACH work for accepting payments?

The system is the reverse when a person is paying a company like a consumer buying a product through Square or paying an insurance bill online. The ODFI would be the insurance company’s bank. The money would flow from the RDFI to the ODFI.

How to accept ACH payments.

To accept electronic payments for your goods or services, talk to your bank. Banks, credit card processors, and merchant account providers all offer various ACH services that vary in cost.

Especially if your operation is very small, new, or both, a popular way to accept ACH payments is Square, Venmo, or other mobile payment processors. Many businesses opt for these new payment processors because the fees are easy to understand, and it allows them to provide for customers who want to pay with plastic.

How funders use ACH payments.

Many funders who offer a business cash advance will utilize ACH to receive repayment on the advance. This is why you may occasionally hear this type of funding referred to as an “ACH loan.” 

A business cash advance provides access to money upfront based on expected future revenue. The funder will then set up an automatic withdrawal via ACH of a preset amount on a daily or weekly basis.

Difference between ACH payments and wire transfers.

Wire transfers are another common way to send money between bank accounts, but these transactions are different from ACH payments in several ways. ACH payments only work within the United States, while wire transfers can be sent around the world. Wire transfers are immediate, which can be beneficial but has also made this method of payment popular with fraudsters. The cost of wiring money is typically quite high, too, compared with the relatively slight cost of ACH transfers.

You may also hear about Electronic Fund Transfers (EFTs), a blanket term that encompasses ACH payments, wire transfers, and pretty much any time money is exchanged electronically. All transactions that require a PIN code are EFT, too, including using an ATM or paying with a debit card at a grocery store.

Why use ACH?

The benefits of ACH are pretty clear: it’s fast, accurate, and relatively cheap. Because it is utilized by the US government and all the major banks, ACH is highly regulated and secure. 

The fees range depending on your bank and how much money you process through ACH, but they are generally less expensive than what credit card processors charge. The low fees and overall convenience are major reasons why many businesses turn to ACH.

Additionally, ACH will make a huge dent in the amount of paper your business has to handle. Maintaining a check registry has long been a headache for most small business owners, while the automation and simplicity of ACH make payments much more streamlined. And no one has ever lost an ACH payment in the mail.

The drawbacks of ACH

By automating your payroll with ACH or enrolling in repeating payments, you may feel like you have less control of your cash outflows.

As a practice, you should always pay close attention to your bank accounts, even if you use ACH often. Automated payments can overdraw your account. You might also continue paying for services that you stop using if the payments are automatic and you stop paying attention.

Keep in mind that ACH payments can only happen between 2 bank accounts based in the U.S.

You must also consider the costs involved with ACH, even though they are typically lower than most other electronic payment options.

How much will it cost?

The cost of using ACH transfers will depend on the financial institution, how much money you are transferring, and how regularly you transfer money. Banks may also charge rates that are different from mobile payment processors like Square, so you should do some research on what options are available to you.

Many ACH processors will charge a flat fee on every transaction, often between $0.25 and $0.75, although some processors charge as much as $1.50 per transaction. Other companies will charge a percentage on each transaction, usually between 0.5% and 1.5%.

ACH transfer fees are almost always lower than credit card processing fees, which can range from 1.5% to 4% on each transaction.

Is ACH secure?

Because it is regulated by federal law, ACH transfers are one of the most secure ways to move money between bank accounts. To prevent fraud, NACHA requires a significant amount of identifying information from every person, business, and bank involved in the ACH process.

With such safety, speed, and convenience, it makes sense that so many small businesses adopt ACH processing into their banking practices.

The U.S. Small Business Administration offers a few different real estate loans to help business owners purchase, renovate, and build properties that support their companies. There are two primary SBA commercial real estate loans to choose from: the 7(a) loan and the 504 loan. Each one is designed for different purposes and has its own terms and eligibility requirements. Read about both options so you can pick the right one for your small business. 

SBA 7(a) loans.

SBA 7(a) loans are a versatile source of funding for small business owners that can be used for real estate. Here's how they work.

Eligibility

For-profit companies that meet the SBA's definition of "small business" may apply for a 7(a) loan. In addition to demonstrating the need for financing, the owners must be financially invested in their companies and have tapped into other resources before applying—including their personal assets.

When using an SBA 7(a) loan for real estate, you must meet the following occupancy requirements, depending on the loan purpose:

• Existing real estate purchase: Property must be at least 51% owner-occupied
• New real estate construction: Property must be at least 60% owner-occupied

Use of loan funds.

SBA 7(a) loans can be used for a variety of reasons, such as working capital, inventory, and debt refinancing. For real estate-related financing, you can apply to use the funds for any of the following:

• Purchasing or leasing land
• Improving street or parking
• Purchasing, building, or improving a building

Repayment terms

Small businesses may borrow up to $5 million with a 7(a) loan, with payments spread out over up to 25 years. Interest rates are based on the current prime rate, plus an additional percentage ranging from 2.75% to 4.75%. You'll also need to make a down payment, which is set by your lender in your loan offer. This ensures you have a vested interest in keeping up with your loan payments over time.

SBA 504 loans.

504 loans from the SBA are designed to help with large asset purchases, including real estate. It has a few key differences when compared to a 7(a) loan.

Eligibility

Small businesses can apply for the 504 loan if the business has a tangible net worth of under $15 million and has had an average net income of under $5 million (after federal taxes) for the previous two years.

The 504 loan comes with the same owner-occupancy requirements as the 7(a) loan: existing real estate purchases must be at least 51% owner-occupied, while new construction must be at least 60% owner-occupied. 

Use of loan funds.

504 loans can be used for purchases, construction, or improvement projects. Eligible projects include:

• Purchasing existing buildings or land
• Purchasing or building new facilities
• Improving or modernizing existing facilities, land, streets, utilities, parking lots, and landscaping

Repayment terms

With a 504 loan, you can borrow up to $5 million for most purchases, or up to $5.5 million for eligible energy efficient or manufacturing projects. These real estate loans come with a 25-year repayment term. Interest rates are tied to the five-year and 10-year U.S. Treasury issues, with a pegged rate above the current rate. 

The business owner is typically responsible for 10% of the costs as a down payment. Another 40% is borrowed from a Certified Development Company (CDC), and the remaining 50% is borrowed from a bank or credit union.

SBA 7(a) vs. 504 loans.

Both the SBA 7(a) and 504 loans can be used for real estate, however each has its own different perks and drawbacks. While the SBA 7(a) program offers broader versatility in how funds can be utilized without necessitating specific job creation or community development criteria, the SBA 504 loan program may provide advantages such as the possibility for greater loan amounts and more favorable interest rates.

See a full comparison between the two loan types here.

Which SBA real estate loan option is right for your business?

Choosing between the SBA 7(a) and 504 loan programs for real estate purposes depends on several factors unique to your business needs and objectives:

• Type of real estate purchase: If you're looking to purchase or refinance owner-occupied commercial property, the 504 loan offers benefits specifically tailored for real estate projects. However, if the property acquisition is part of a broader business financing need, the 7(a) might be more appropriate.
• Project size and scope: For larger projects that significantly contribute to local economic development, the 504 program is designed to support major investments in real estate and equipment. Smaller or more general real estate needs may be better suited to the 7(a) program.
• Loan terms and interest rates: The 504 loan program typically offers lower interest rates and longer repayment terms, especially for real estate purchases, making it a cost-effective option for substantial long-term investments. Consider your business's capacity for repayment when choosing.
• Down payment requirements: The down payment for a 504 loan is usually lower than that of the 7(a), making it more accessible for small businesses with limited upfront capital but solid growth potential.
• Economic development and job creation: If your project will contribute to job creation or meet specific public policy goals, the 504 loan provides not just funding but also potential community development benefits, which could influence your decision.

Evaluating your business's financial needs, growth projections, and the specific requirements of each loan program will help you make an informed decision about which SBA real estate loan option is right for you.

How to qualify for an SBA real estate loan.

Qualifying for an SBA real estate loan involves several key steps and criteria that potential borrowers must meet to be eligible for financing. Whether you're considering a 7(a) or a 504 loan, the basic qualifications include:

• Business size and type: Your business must meet the SBA's size standards, which vary by industry. Generally, it should be a for-profit enterprise and operate within the United States.
• Creditworthiness: Applicants should have good credit scores and a history of financial responsibility, both personally and in business. The SBA and lenders will review your credit history, including your business credit report and personal credit score.
• Down payment: While down payment requirements can be more favorable for SBA loans compared to conventional loans, borrowers should be prepared to make a down payment. The specific amount varies, with 504 loans typically requiring at least 10%.
• Operator requirement: For most real estate loans, the SBA requires that the business occupies at least 51% of the property for existing buildings or 60% for new constructions.
• Financial statements: Applicants must provide comprehensive financial statements, demonstrating the business's profitability and sustainability. This includes balance sheets, income statements, and cash flow projections.
• Business plan: A detailed business plan must be submitted, outlining the business's objectives, market analysis, management team, and how the loan will be used to support growth and stability.
• Collateral: Although the SBA offers a guaranty on the loan, borrowers are still required to provide collateral, which can include business assets, real estate, and personal guarantees.

Meeting these qualifications does not guarantee loan approval, but it is the first step in the application process. It's essential to work closely with an SBA-approved lender or a Certified Development Company (CDC) for 504 loans, who can provide guidance tailored to your business's unique needs and help you prepare a strong loan application.

How to apply for an SBA real estate loan.

Applying for an SBA real estate loan is a comprehensive process that requires careful planning and preparation. Here’s a step-by-step guide to navigating the application process effectively:

1. Determine eligibility: Before applying, ensure your business meets the SBA’s eligibility requirements for either the 7(a) or 504 loan program. This includes size standards, the nature of the business, and creditworthiness.
2. Choose the right program: Based on your business needs, decide whether the 7(a) or 504 loan program is more suitable for your real estate project. Consider factors such as the type of real estate, project size, and interest rates.
3. Find an SBA-approved lender or CDC: For a 7(a) loan, you’ll need to work with an SBA-approved lender. For a 504 loan, you’ll partner with a Certified Development Company (CDC) alongside a third-party lender. Consult the SBA’s website or contact your local SBA office to find approved partners.
4. Prepare your documentation: Gather all required documents, including financial statements, a business plan, ownership and affiliate business information, and any necessary legal documents related to your business and the real estate transaction.
5. Complete the application: Fill out the loan application forms provided by your lender or CDC. Make sure to complete every section accurately to avoid delays in processing.
6. Undergo a loan review: After you submit your application, your lender or CDC will review your documents and may request additional information. This review process will assess your project's viability, creditworthiness, and adherence to SBA requirements.
7. Loan approval: If your application is successful, you will receive a loan approval decision from your lender or CDC. This phase includes discussions on terms, rates, and any closing conditions that must be met.
8. Closing: Once all conditions for the loan are fulfilled and approved, you will proceed to closing, where the loan documents are signed, and the funds become available for use according to the terms of the loan.

Remember, each SBA real estate loan application is unique, and the process may vary slightly depending on the lender, CDC, and specific circumstances of your business and real estate project. It’s advisable to seek guidance from financial advisors or consultants experienced with SBA loans to ensure a smooth application process.

Learn more about how SBA loans can help you grow your business and increase your efficiency.

If you can’t beat them, buy them. And even if you can beat them, maybe still buy them. 

When it comes to the top dogs, we’ve seen successful competitor acquisitions like Facebook buying WhatsApp, T-Mobile acquiring Sprint, and Amazon purchasing Zappos. But we’ve also seen other not-so-successful competitor acquisitions like when Sprint bought Nextel or when Google acquired Motorola.

When the giants fall, it makes a big bang. However, most of these behemoth companies are still alive and kicking.

For small businesses, the margin of error is much thinner. An acquisition flop doesn’t usually end in a setback—it ends in layoffs and bankruptcy.

But if you get it right, wow, can your small business hit the jackpot. You could score customers, increase revenue, accelerate growth, win top-notch employees, and ultimately secure a more concrete piece of the market.

If you’re considering buying out a competitor, a few critical questions have likely come to your mind. Should you buy out a competitor or crush them instead? If you decide to buy them out, how will you finance the acquisition? What will you need to do to make sure the acquisition ends up a major success rather than an epic fail?

All great questions, and that’s why we put together this definitive guide to buying out a competitor. Read through this guide, and you’ll find all the answers you need to make the best acquisition decisions for your business.

Why should you buy a competing company?

Any merger or acquisition is risky—so why should any business gamble with it?

Well, with great risk comes great reward. Here are a few reasons you might want to buy out a competitor:

• Reduce competition. With the competitor gone, your customers have one less alternative. You won’t have to keep lowering your product prices or paying more in pay-per-click (PPC) bidding wars. You may be able to raise prices for your products (without upsetting customers), or the economies of scale might reduce costs and allow you to lower prices while maintaining a profit.
• Acquire a competitive advantage. If your competitor has intellectual property, digital marketing leverage, or prime real estate that gives them an advantage, you could buy the company and all the assets. This way, you won’t have to use employees and money to build the technology yourself, compete for digital prowess, or fight for locations.
• Accelerate growth. Organic business growth can be painfully slow. By acquiring a company, you could double your revenue, customer base, and team overnight. 
• Grow your team. If your competitor has a group of stellar engineers or salespeople, acquiring their business could get the dream team on your side (if they decide to stay, that is).
• Expand your customer base. Acquiring your competitor gives you instant access to their customer base. If your product is a complement, then there are tremendous cross-sell and up-sell opportunities.

The disadvantages and challenges of a competitor buyout.

Buying out your competitor isn’t all unicorns and rainbows, though. There can be significant challenges and downsides.

Before you rush into anything, be aware of these potential backlashes:

• Loss of key employees. Founders, leaders, and other tenured employees may use a buyout as a catalyst for an exit. You’ll need to have worst-case-scenario plans and resources ready to replace them. The acquired business likely heavily relied on these key players—you can’t just go with the flow if they leave.
• Increased debt. Buying out a competitor isn’t cheap. You’ll likely need to borrow money (sometimes a lot of it), and that will affect your profitability and capacity to invest in other areas of your business.
• Integration conflicts. Integration struggles are real. Some integrations will come Day 1, and others will roll out slowly over months and years. Keep in mind everything that will be impacted: software, personnel, salaries, benefits, processes, offices, titles, culture, and the list goes on. 
• Broken processes. A company’s go-to-market strategy or product road-mapping process may work for their business and employees but not work somewhere else. If you buy out a competitor, make changes very slowly. Forcing a new acquisition to operate exactly as the parent company could break what they’ve built. If it ain’t broke, do you really need to fix it?

None of these consequences should stop you from buying out your competitor, but they are factors you should keep in mind.

When to acquire a competitor.

Deciding to acquire a competitor is a significant strategic move that can redefine your company's future. It's a decision that should be based on a combination of timing, financial stability, and market position.

Timing

Timing is crucial in the acquisition process because it can significantly impact both the cost of the acquisition and its ultimate success. Engaging in acquisition when the market is favorable, such as during an economic downturn when company valuations are lower, can allow for a more cost-effective expansion. Conversely, acquiring a competitor when your company is experiencing robust growth and market share can solidify this leading position, preventing competitors from gaining ground. Additionally, timing can influence the integration process, where market stability can offer a smoother transition and better acceptance from customers and stakeholders.

Financial stability

Financial stability is crucial when acquiring a competitor because it ensures that the acquisition does not jeopardize the acquiring company's existing operations and financial health. A strong financial foundation allows a company to absorb the costs associated with the acquisition, such as the purchase price, integration expenses, and any unforeseen financial challenges that may arise. It also positions the company to leverage additional resources for growth opportunities and to manage the debts more effectively, maintaining investor confidence and market stability throughout the transition period.

Market position

Market position holds critical importance when acquiring a competitor, acting as a litmus test for the potential success of the merger. A strong market position can afford the acquiring company greater leverage in the integration process, enabling it to maximize the benefits of the acquisition, such as expanding its customer base, enhancing product or service offerings, and eliminating a competitive threat. Furthermore, a company with a solid market position is better equipped to weather the integration challenges, such as brand cohesion and customer retention, ensuring that the acquisition contributes positively to its long-term strategic goals.

Top 5 questions to ask before buying out a competitor.

Buying out your competitor could establish you as the top dog, or it could send your business spiraling out of control.

When the timing is right, the most critical factor is not if you should make an acquisition, it’s who you should acquire. Just like when you open a restaurant menu, you don’t want to start salivating over the first thing you see. Especially if you’re at Cheesecake Factory—you have a whole book to read first!

If your industry and market resemble a Cheesecake Factory menu, you’ll want to take your time and consider the options. When dining, there are usually good, better, and best possibilities. When acquiring a competitor, there’s likely a good, bad, worse, and worst option.

To make sure you make the right decision, weigh these 5 critical factors first:

1. What do the financials say?

We’re not just talking about current revenue and expenses. Dig deep into the numbers.

Numbers help you detach emotionally from the acquisition to take a more objective approach. Don’t fear the numbers—embrace them!

Your competitor may be boasting some impressive figures, but a more in-depth look into the financials might reveal that numbers are trending down in the past few years. Or maybe you notice the business is profitable, but expenses are accelerating faster than revenue growth.

You’ll also want to examine the cost of the acquisition. Will your competitor’s revenue offset the price of buying them out? Do they currently have any expensive debts? How long will it take to recoup the cost and start seeing a profit?

Finally, you’ll want to make sure the numbers the business provides are legit. “I’ve lost a lot of money on acquisitions in the past by not making sure that their books, sales, and other systems match up,” said John Rampton, founder of Due. “Have a firm go in and audit everything. Then audit it yourself. Any company that doesn’t allow you to take a look at everything and take the engine apart isn’t worth your time.”

2. How will the customers react? 

Imagine if Pepsi bought Coca-Cola or if Microsoft acquired Apple. How do you think legacy customers would respond? Not well. Not well at all.

Even if all the numbers add up, you’ll still need to consider the emotional impact on customers and employees. Direct competitors, like Nike and Adidas, will have a more difficult time converting customers and employees. Indirect competitors, like YouTube and Vine, would face less of a challenge.

“I like to think about my company and our acquisitions as many chapters in a detailed overarching narrative,” said Rob Fulton, founder of Exponential Black Labs. “Does it make sense to the customer, and do our products and acquisitions flow from one chapter to the next?”

Make sure your competitor’s customers and your customers will be on board with the acquisition. The last thing you want to do is add jet fuel to another competitor’s marketing fire.

3. Do the company culture and values fit?

Typically, when companies look at acquisitions, all they think about is money, money, money. But meshable culture has financial value, too.

Take BerylHealth, for example. A private equity firm tried to acquire BerylHealth for 9x its EBITDA (Earnings Before Interest, Tax, Depreciation, and Amortization). CEO Paul Spiegelman declined the deal, but he left with a firm resolve to improve his company’s culture. His focus and investment in culture paid off—2 years later, a company offered 22x the EBITDA to acquire BerylHealth.

“We were able to sell our culture,” said Spiegelman. “They weren’t buying us just for the business we had or the platform we would build for them; they honestly believed in what we had built.”

When you look to acquire a competitor, make sure you’ll be able to integrate the 2 company cultures. If it’s a sizable acquisition, you won’t get away with forcing the acquired employees to fit your mold—you’ll need to reevaluate and realign to make sure the culture fits the new combined business.

Be thoughtful and intentional with this process. “Most leaders want to complete the integration process as quickly as possible in order to reap the financial benefits of the transaction,” said Debbie Shotwell, Chief People Officer at Saba. “This can come back to bite them. I believe in taking a step back, planning, and taking your time with your integration strategy.”

4. Why is the company willing to sell?

If the owner is experiencing a major life event (illness, relocation, retirement, divorce, etc.), then it makes sense to sell the business. If that’s not the case, why are they willing to sell their business?

There are right and wrong answers.

If the company believes in the combined vision and future of your business, then that’s a good reason. If things are slipping and they’re looking to abandon ship, that’s a scary reason.

You need to know precisely why the business is willing to be acquired so you can avoid any unpleasant surprises down the road.

5. What is the market overlap?

You want to acquire a competitor with as little overlap as possible. Your competitor’s clients chose an alternative over you once already, and they may decide to go with another company instead of sticking with you post-acquisition.The best target for an acquisition is a competitor in nearby markets instead of the same market. This play allows you to expand your market rather than force your product or service on customers.

How to finance a small business acquisition.

It’s (almost) never a good idea to buy out a competitor with cash. Business acquisitions are a pricey business. You don’t want all your working capital thrown at the investment, especially after a buy out that will require additional integration costs. 

So, where will you find the money for the acquisition? You have a few options:

• Your business’s capital. Like we said before, it’s not a great idea unless you have mountains of cash sitting idly in the bank.
• Seller financing. The business you’re acquiring provides you with a loan that you pay back over time.
• Small business loan. You find a business acquisition loan to finance the buyout.
• Leveraged buyout. You leverage the new business’s assets to help finance the acquisition, but you’ll usually need to pair this with a loan or seller financing.

As America’s leading marketplace for small business loans, we’re a tad biased, but we believe a business acquisition loan should be one of your top financing considerations.

Using a business acquisition loan.

A business acquisition loan is pretty straightforward—it helps you buy an existing business or franchise.

No stacks of cash, crazy-rich uncles, or convoluted financing schemes required. There isn’t a “business acquisition loan,” per se, but there are small business loan products that work perfectly for acquiring businesses. Here are the top 4 options.

1. Business term loan.

Business term loans are the classic financing you think about when you hear the word “loan.” You get a lump sum of cash that you pay back with predictable monthly payments, usually at a fixed term and a fixed interest rate.

2. SBA 7(a) loan.

With an SBA 7(a) loan, you could get up to $5 million in financing for whatever your heart acquires. Contrary to the name, the government (Small Business Administration) does not actually lend the money—they just guarantee all or a portion of the loan to decrease the risk for lenders.

3. Startup loan

If an opportunity to buy out a competitor arises but you don’t have years of business experience under your belt, a startup loan may be your best bet. They’re not too different from term loans, but they’re offered by lenders who are willing to accept borrowers with lower revenue, credit scores, and years in business.

4. Equipment financing

In some situations, the purchase price of the business you’re acquiring might be majorly determined by the value of the equipment you’re purchasing. When that’s the case, equipment financing should be a top consideration. Plus, you get to use the equipment as collateral for the loan, so there’s less risk for you.Fortunately, you don’t have to go from bank to bank inquiring about all these loans to find the best deal. Just use our free 15-minute application, and our nifty sci-fi algorithms will find you the perfect business acquisition loan with the perfect lender. Simple, quick, free—the way it should be.

How long does it take to buy out a competitor?

The timeline for acquiring a competitor can vary significantly based on a range of factors, including the size and complexity of the deal, regulatory hurdles, and the negotiation process. Generally, smaller acquisitions can be completed within a few months, while larger, more complex deals may take a year or more to finalize.

The initial stages of the process involve preliminary discussions and due diligence, which is critical for assessing the target company's financial health, legal standing, and operational fit. Following this, the negotiation of terms and the drafting of contracts can span several weeks to several months, depending on the parties' agreement speed and the deal's complexity. Regulatory approvals, a crucial step, can also extend the timeline, especially in industries that are heavily regulated. Throughout this period, maintaining open communication and a clear strategic vision is essential for both parties to facilitate a smooth transition and integration post-acquisition.

Tips to make your business acquisition a success.

Despite being long and painful, the actual transaction of buying out your competitor is just the first step in a successful business acquisition. That’s not to say you can’t pop the champagne and enjoy the victory (you earned it!)—just know the hardest part comes next.

Once the bubbly starts to fizzle, it’s time to get back to work. To make sure your business acquisition doesn’t end up like poor ol’ Motorola (who?), follow these post-acquisition tips:

• Have capital on hand. Don’t drain all your money on the acquisition—you’ll need capital for everything that comes next: integration, onboarding, travel, rebranding, legal fees, and so much more. If you don’t have one yet, go ahead and secure a business line of credit to deal with additional expenses and any surprises. 
• Communicate, communicate, communicate. When it comes to acquisitions, there’s no such thing as too much communication. Make sure employees, customers, and stakeholders are all on the same page. Get these communications prepared, reviewed, and revised in advance so you’re ready to go on Day 1. Take the initiative and provide answers to predicted FAQs as soon as possible.
• Integrate slowly. Don’t rush into forging one team immediately. Take things slow. Let the teams and businesses continue to operate independently at first. Then, begin to roll out changes gradually. Sometimes, complete integration isn’t necessary—don’t force anything. You acquired your competitor because they’re doing something right—don’t break it.
• Study the culture. After the acquisition, take some time to analyze the culture of the business you bought. What’s going right? What’s going wrong? “It’s important to understand and respect that regulations and processes are in place because they have led to success in the past,” said Glen Willard, franchise owner of River Street Sweets. “Develop a plan that includes how your suggested changes or improvements will benefit the business as a whole, and take it to the top.”

Ready to buy out your competitor?

Now that you know what to expect from a business acquisition, how are you feeling? Are you confident about your decision to acquire a competitor?

If not, don’t worry. You’ll never be 100% sure of the outcome. That’s the life of a small business owner—always weighing risk and reward.

While you can’t guarantee a flawless acquisition, you can do everything in your power to set your business up for success. Take your time and do it right—a top-notch competitor acquisition could change the course of your small business forever.

It’s important to have people in our lives who we can turn to for advice. Examples include business mentors, trusted friends, religious leaders, therapists, or family members. Sometimes we already know what we want to do and are just looking for confirmation. Other times, we are clueless and legitimately need direction.

When facing 2 diametrically opposed options, the guidance of others becomes even more crucial. It’s reminiscent of the classic song from The Clash:

Should I stay or should I go now?

Should I stay or should I go now?

If I go there will be trouble

And if I stay it will be double

So ya gotta let me know

Should I cool it or should I blow?

Should I stay or should I go now?

If I go there will be trouble

And if I stay it will be double

So ya gotta let me know

Should I stay or should I go?

We often find ourselves in similar situations. Should we keep our day job or quit? Should we discontinue a struggling product or try to rescue it? Should we expand our office space or work with what we already have?

The situation is heightened for entrepreneurs because of the level of personal investment. You have spent a lot of money and dedicated countless hours to your passion. So you want to make sure you’re making the right decisions and protecting everything that you’ve already sacrificed to get where you are today. And that gets tricky when you get conflicting advice.

“Though it’s known that you shouldn’t listen to all criticism and advice you receive as an entrepreneur, how do you respond when your trusted advocates, mentors, and investors give you conflicting advice?” asks small business expert Tori Utley. “It can put you in a difficult place as an entrepreneur with much to question and consider. It’s helpful to have mentors that will help you navigate the uncertainties of startup and professional life while giving you meaningful insight when you need it most. But when insights from equally qualified, equally invested, and equally credible people start to conflict, it’s you, the entrepreneur, who must ultimately make a decision.”

How to handle conflicting feedback.

Trust us—there will be crucial moments in your business career where the advice you receive couldn’t be more different. Here are some tips for managing the contradictions so you can find the best possible way to move forward:

Take time to reflect.

OK, you’ve received feedback that seems to conflict. Start by allowing time to process the various insights. You might even realize that you’ve misinterpreted some of the feedback and that it is more complementary than you originally thought.

Get a third, fourth, fifth, and sixth opinion.

The funny thing about a stalemate is that it can quickly turn into a landslide victory. Suppose you talk to 2 trusted advisors and get differing opinions. The situation might look dire, but if you talked to 3 other folks and they all agreed with 1 of the original opinions, you could take this near-total consensus as the ultimate green light.

Test the advice.

When possible, it can be helpful to test the advice you get. Let’s say that 1 adviser tells you to go all-in on social ads for your product launch, while another adviser says that display ads are the only worthwhile option. Rather than toss 1 of these advertising tactics, do a series of small tests and find the winner.

Look for the reasons behind the advice.

There will be times when you might be surprised by a differing opinion from 1 of your mentors or colleagues. Take a step back and consider why they feel the way they do. A person’s background and circumstances shape their views, and you might realize that the advice is less relevant to you in this particular situation than advice from another source.

Stay true to yourself.

Your gut has gotten you this far, so don’t tune it out now. It’s essential that you gather insights from respected sources, then follow through on the action that feels best. Nobody on earth understands your business better than you, so it stands to reason that you should be the ultimate decision-maker.

Embracing the beauty of conflicting feedback.

It can be understandably frustrating to get contradictions when all you want is a clear sign pointing you in the best direction. But it’s important to have differing opinions in life because they introduce you to new ways of thinking and challenge your assumptions.

Your small business needs insights to thrive, not an echo chamber. So be sure to always seek out feedback and opinions from your team of trusted advisors. As long as you use proper evaluation strategies and then follow your gut, you’ll be able to lead your business to a brighter tomorrow.