When an entrepreneur considers whether to sell their company or only give up a stake, the issue is not just price. The key decision is about the role they want to play in the next phase: exit completely or remain involved alongside a new partner.
In recent years, more and more entrepreneurs have considered introducing a holding structure before selling their company. The rationale is clear: optimize taxation, separate assets and make the overall structure more efficient.
When an entrepreneur considers selling their company or finding an industrial partner, the process is often viewed as a contact-driven activity, with a strong focus on costs and success fees.
When an entrepreneur begins to consider selling their company, the first question often concerns its value. However, what the market recognizes does not depend solely on financial performance, but on how those results are built, sustained, and replicated over time.
For many entrepreneurs, selling a company is not an impulsive decision. It is often the result of a reflection that develops over time: personal changes, new industrial opportunities, complex generational transitions or simply the desire to realize the value created over the years.
For many entrepreneurs, their identity coincides with the company they have built. Years of work, daily decisions, operational responsibilities and personal relationships make the business much more than an economic activity. It becomes part of their personal story.
Deciding to sell your company is a strategic choice. Deciding how to manage the process is equally critical.
Choosing an M&A advisor for your SME is a strategic decision that directly affects the outcome of a sale or acquisition.
When an entrepreneur begins to consider selling their company, the question is almost always the same: how much is my SME worth? The most common answer is a number obtained by applying a multiple to EBITDA. It is a useful reference point, but it is not the price.
Many acquisition-driven growth strategies fail not during negotiations, but much earlier. The issue is not a lack of opportunities, but the absence of clear criteria.
