Against the grain : lessons in entrepreneurship from the - download pdf or read online

By Karan Bilimoria

Cobra Beer is a real company good fortune tale. it truly is nonetheless one of many quickest growing to be beer manufacturers within the united kingdom, with a present turnover of £126 million at retail price. it's exported to over forty five nations all over the world, and is accessible national in additional than 6,000 indian eating places, 5,000 grocery store retailers and off-licences, and approximately 6,000 bars, golf equipment and pubs. This e-book will get to the guts of why & how Cobra has Read more...

summary: Cobra Beer is a real company good fortune tale. it truly is nonetheless one of many quickest transforming into beer manufacturers within the united kingdom, with a present turnover of £126 million at retail price. it really is exported to over forty five nations all over the world, and is out there national in additional than 6,000 indian eating places, 5,000 grocery store retailers and off-licences, and approximately 6,000 bars, golf equipment and pubs. This e-book will get to the guts of why & how Cobra has constructed into one of many world's best-loved manufacturers, and gives nice company insights for each entrepreneur who desires to carry their imaginative and prescient to lifestyles

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Additional resources for Against the grain : lessons in entrepreneurship from the founder of Cobra Beer

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Warhaftig asked how much I thought my business was worth. One million pounds, I replied. So Warhaftig told me that if I could prove that at least one investor agreed with my valuation of the company and raise £50,000 by selling 5 per cent of my equity, then Midland would lend me the balance of £195,000. 47 AGAINST THE GRAIN It was the best offer I had received and so I set about finding someone willing to take a 5 per cent stake of my business for £50,000. This was where a good network of contacts and advisers proved useful.

Usually, however, reasonably early on the founder delegates responsibilities by hiring specialist managers for the various functions, such as operations, marketing, IT, finance and so on. 48 FIRST STEPS I had appointed a chief accountant some time ago but, with my accountancy background, I still assumed responsibility for raising finance, major negotiations with banks, even meetings with the auditors. By 2001, however, it was clear that the company was expanding so quickly that I couldn’t cope with being both chief executive and finance director.

47 AGAINST THE GRAIN It was the best offer I had received and so I set about finding someone willing to take a 5 per cent stake of my business for £50,000. This was where a good network of contacts and advisers proved useful. Chande knew a potential investor, Pierre Brahm. Brahm had a very successful estate agency and a substantial property portfolio. He invested in Cobra in October 1993. Chande and Brahm are two key figures in the Cobra success story. The loan came through in December, the day before my wedding day, making the happiest day of my life that much happier; especially as I avoided giving up a third of my company.

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