An SME generating €5-10 million in revenue may be large enough to attract a buyer, but size alone is not enough. Profitability, revenue quality, niche positioning, independence from the founder and growth potential all influence whether there is a real market for the business.
A letter of intent can define the price, transaction structure, exclusivity, conditions and the business owner's role after the sale. Understanding what you are agreeing to before signing is essential to protect your alternatives and maintain control of the negotiation.
Receiving more than one offer for your company does not mean choosing the buyer with the highest price. Cash at closing, earn-outs, warranties, the entrepreneur's future role and certainty of completion can significantly change the final outcome.
Many SMEs own the factory, offices or premises where they operate. For the entrepreneur, the property often represents financial strength and the result of investments made over many years.
Someone wants to buy your company. You were not looking for them, they came to you. It is a moment many business owners experience at least once, especially when the company is performing well, has a strong reputation in its sector, and numbers that speak for themselves. It is also a moment where it is easy to make mistakes that are hard to undo.
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.
When an entrepreneur starts considering the sale of their company, one of the first questions usually concerns value. Much more rarely, however, attention is given to a decisive issue: who could realistically be interested in buying my company.
In the sale of an SME, identifying the right buyer is often the most complex and delicate phase. Not because generating interest is difficult, but because selecting a party truly aligned with the company’s value, structure and future prospects requires clarity and method.
In the M&A world, knowing how to present your company is a strategic skill.
In the M&A market, the relationship between private equity funds and Italian SMEs is becoming increasingly central. However, collaboration between financial capital and entrepreneurial management requires balance.
