Venture capital can be a necessary way of financing for a lot of firms that would like to develop significantly, specifically in technology or medical fields where capital prices are huge. That being said, the relationship involving the vc’s and shareholders from the business could be an extremely odd one.
Most businesses considering VC funding as a way to accelerate growth have unique ownership structures. Typically, there are just a few individuals owning a significant number from the shares. Moreover, he or she is usually the same individuals who started the business over completely from scratch. This gives them both a psychological and financial tie to the business.
The average venture capital fund manager is looking to get what? A company with serious prospects of going public or becoming purchased. There is no emotional attachment to the organization whatsoever. The only motivation that the manger has would be to make a winner for his fund to ensure he and the investors may make money and that he can attract investors for future venture capital efforts too. That is all.
The relationship relating to the fund manager and primary business people can be an odd one at times. On one hand, are highly motivated to find out the company grows significantly to ensure financial rewards may be reaped. At the same time, however, the businesses have an emotional attachment to “my” company while the fund manager views it as being a “product.” This can lead to a conflict involving the two parties.
Is there some magical answer for handling these differing views? Not really. Keeping the lines of communication open is a vital thing, but it doesn’t always work. The best that could be offered is for individuals considering venture capital funding to essentially realize that the emotional attachment that they have to their company has to be terminated. Once funding is obtained, they own a business that is a product, very little else. If that emotional leap cannot be made, then it’s often a big mistake to seek venture capital funding.