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What are the avenues available to businesses with weak credit profiles or to companies pursuing credit transactions that are perceived as too risky by credit providers? Many companies apply for credit at banks, finance companies or equipment leasing firms and are routinely rejected due to the high degree of perceived credit risks. When approaching a credit provider, it is helpful to understand what can be done to reduce the risk of a credit transaction in the eyes of the provider. Never accept a credit rejection without considering credit enhancements. Here are a few tips on credit enhancement to help guide you in approaching the credit process:

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1. Credit enhancements are modifications to credit transactions that improve the risk-reward relationship for credit providers. Enhancements can be real or merely perceived by the receiving party. Also, they can be tangible things like real estate and equipment or they can be intangibles like future rights or options.

2. Use credit enhancements to strengthen credit transactions and to improve pricing or terms. They may be used to entice credit providers to approve credit transactions that would otherwise be unacceptable because of the perceived risks. They can also encourage credit providers to make transaction approvals faster.

3. Credit enhancements usually fall within one of these general categories: improvement in credit terms favoring the credit provider; additional collateral; guarantees, insurance or third party assurances; increased pricing, compensation or upside gain potential; or granting of specific rights or options.

4. Some specific enhancements include: granting a security interest in additional equipment, real estate, inventory, accounts receivable, intellectual property rights or other company assets; pledging cash; pledging securities; third party guarantees; surety bonds; letters of credit; pledging cash value of insurance; increase in transaction rate; additional fees or other transaction compensation; shortening the term of certain transactions; granting first refusal rights on future transactions; permitting call options; obtaining re-marketing guarantees or agreements.

5. When considering using credit enhancements to improve your transactions, use these guidelines: try to get a fair and objective assessment of your credit profile and the inherent transaction risks from a knowledgeable credit person; take inventory of the possible credit enhancements your firm can provide; evaluate the cost of possible enhancements to decide whether using them will be worthwhile; if there is time and opportunity for a second chance to present your transaction to the credit provider, present it first without the credit enhancement or with the minimum enhancement you think acceptable; of the credit enhancements available to your firm, decide which ones will be effective and the degree of enhancement necessary to achieve your objectives.

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6. It helps to develop a credit enhancement strategy in the planning stage of your transaction. Start by understanding the transaction s credit strengths and weaknesses. Decide which enhancements available to your firm will help strengthen the risk profile of the transaction. Try to assess the credit provider s sensitivity to various types and degrees of credit enhancement. Later, if the credit provider turns down your transaction or proposes unacceptable terms, ask the provider to suggest enhancements that will make a difference in the decision. You may be able to negotiate further, once you have this information.

7. All credit enhancements have a cost. In many instances the cost is the opportunity cost of not having the credit enhancement available for future use. Before offering or providing a credit enhancement, do a thorough cost-benefit analysis to make sure the potential benefit is worth the cost to your firm.

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Though it is not always possible to enhance a credit to the satisfaction of credit providers, you should understand the value of credit enhancements and know when they may be useful. By carefully considering potential credit enhancements, you can often improve the pricing and terms of your firm s credit transactions. If your firm has a weak credit profile, use of a credit enhancement might make the difference between obtaining financing or being rejected.

About the Author

George Parker is a Director and Executive Vice President of Leasing Technologies International, Inc. ( LTI ). Headquartered in Wilton, CT, LTI is a leasing firm specializing nationally in equipment financing programs for emerging growth and later-stage, venture capital backed companies. More information about LTI is available at: www.ltileasing.com.

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Risk is embedded in every opportunity a business faces. And poor risk management can result in large financial costs, or even failure. Risk points can emerge anywhere: small scale project delays, the misguided actions of an employee, or a fire in an inventory warehouse.

This article will help any small business owner or manager better understand what risks are out there, and more importantly, how to better control them.

First, I ll explain why a systematic analysis of risks is important and illustrate a simple risk management architecture. Then, I ll talk about how I helped companies better identify and manage a variety of risks.

What is Risk Management?
Simply, risks are threats to your business or project. They are situations or events that can affect the outcome of your decisions and actions. Therefore, risk management is the identification, evaluation, and mitigation of risks to a business or project.

Why is Risk Management Important?
All businesses exist for one clear reason: To make a profit. Poorly managed risks have tangible and dramatic effects on the bottom line. Therefore, sound risk management is important to ensure that your business can overcome any problems and continue to grow profitably.

Threats to a small business or project can come from a variety of sources. In 2002, The Risk Management Standard categorized risks into four areas: Financial, Operational, Strategic, and Hazard. Strategic risks can emerge from competitors, customers, or markets of a company. For example, the technological features of a companies product may become obsolete. Operational risks can affect how the company operates internally. Systems such as IT, material procurement, and accounting responsibilities can be compromised by employees. Financial risks can hinge on financial market performance, such as foreign exchange fluctuations. The last type- Hazard risk- can be the most damaging. Events like natural disasters, manmade disasters, and crime can permanently disable a company.

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How to Build an Effective Risk Management Strategy
An effective risk management strategy must be systematic and robust. It also must be straight-forward, and simple to implement.

An effective risk management strategy will have three stages:
Identify
Evaluate
Mitigate
During the Identify stage, owners and/or senior managers need to thoroughly examine the business from many different perspectives. All risks facing all areas of a company need to be identified. This should be done with as many people involved as realistically possible to give a complete picture.

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During the Evaluate stage, each risk is given a probability of occurrence and a severity of occurrence ranking (This can be done with a simple 1 to 5 scale; 1 being rarely occurring and minimal damage ). This allows senior management to more clearly understand the extent of potential damage.

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During the Mitigate stage, the resulting risks are controlled through a variety of methods. For example, traditional insurance is one way to remove hazard risk. Financial risks can be managed through capital market hedging transactions. Operational risks are minimized by clear check and balance procedures and management oversight within the company. Strategic risks can be minimized by better documentation, such as protecting intellectual property rights.

How I Have Managed Risk
My experiences have given me a clear appreciation for the importance of systematic and robust risk management. What I talk about next is how I identified, evaluated, and mitigated various risks at three different companies in three different industries.

While I managed a Midwestern real estate portfolio for Cohen-Esrey, risk emerged in several areas. The easiest risks to identify and mitigate were the hazard points, such as fire and water damage for an apartment building. More complex issues, such as Slips and Falls on icy steps required us to put traditional insurance in place with a covenant that said employees would also work to minimize any liability by removing snow in a timely fashion. Other problems and solutions were less clear cut. At one point we had issues with employees walking off with tools from the property workshops. To mitigate this problem, we restructured our recruitment and selection process. Vendor relationships also became a liability issue. Only clear communication on a timely basis minimized such vulnerability.

Although most small businesses won t encounter the risks I mitigated at HSBC brokering financial derivatives, the experience built my appreciation for risk. Our team worked on behalf of many global banks hedging financial market risk. Although the market place conventions and contracts were similar, each transaction was done for a different reason. We analyzed the interest rate environment, advised traders as to how to better hedge their risk, and then brokered very large transactions. These experiences instilled in me the importance of understanding and transferring risk.

Managing a Customer Relationship Project for Reuters is where my risk management became a formalized business process. My job was to coordinate and implement a CRM initiative that stretched over 10 months and included staff on several continents. To better understand what issues would affect the timetable and budget, the team put together a Risk Matrix. This illustrated three key issues: what each risk point was, its potential occurrence and severity, and who was responsible for mitigating it. At every meeting the team would review the Risk Matrix and identify any future risk points. As with most projects, communication is key, and this encouraged a high degree of communication and accountability.

Risk is embedded in every opportunity a business faces, and poor risk management can have profound effects on the outcome of any business endeavor.

Putting an effective risk management system in place is the first step for a small business owner, who can then confidently exploit new business opportunities.

About the Author

Adam C. Park is a business development consultant based in Chicago, USA. He has written articles concerning Effective Team Management, Deeper Cultural Understanding, and Improving Customer Loyalty. He can be reached at acpark@comcast.net.

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