That's the engine of personal and national prosperity. A good business plan shows where income will come from -- and when -- in enough detail that people may be willing to lend against future earnings. It may involve purchasing used equipment -- sometimes at ten cents on the dollar -- so that you can mortgage the equipment or get seller financing for nearly the full purchase price. Inventory comes from vendor financing.
Building leases can be negotiated with landlord financing. If you have foot traffic, negotiate vending machine suppliers. If you have excess floor space, sublet it to another business. If you can't make the numbers work, get inputs from local business professors and students. Goldstein's book is full of such strategies. I haven't read it, but there's a chapter of highlights in his "Starting on a Shoestring" book. It's easier to buy a business than to create and build one, especially if you have no money.
Safer, too. An established business has an income stream and inventory or physical assets that you can borrow against, plus current or potential suppliers who will put up money in return for your repeat business. If the owner is looking for a buyer, it's almost always possible to take over the operation for no personal cash investment -- and no sale of equity to venture capitalists or partners. The owner may even help with the financing, as will the broker who arranges the sale.