Company participation

We deal with the purchase of and participation in companies nationwide.

We have solutions and concepts individually tailored to your needs.

Regardless of whether you, as a company owner, are looking for financially strong partners or are looking for a lucrative investment as an investor. To professionally manage and finance a business investment, you need a very good network and non-corporate, expert advisors.

Inform us about your desired branch (industry) and about the conditions under which your capital participation should take place.

We are happy to help and advise you to find the right company for you.

100% success dependent – you pay in case of success

  • Expertise – through our experienced specialists
  • Efficiency – through fast and competent handling
  • Individuality

Company Acquisition

The decision to take over a company is usually preceded by another decision: the decision to become self-employed.

However, for people who have grown up in a different environment, it means thorough consideration in advance. When the decision to become self-employed was taken, a suitable company was found and the hurdles of the acquisition were taken, other entrepreneurial tasks will follow in which a young and possibly inexperienced management can fail. The individual steps for a successful takeover are described below. We are happy to assist you on this path.



The takeover can be a promising start to self-employment. Anyone who takes over a company can fall back on a corporate concept that has proven itself in practice. In addition, it should not be forgotten that a running business generates current revenues and thus generally has more liquidity than one that still needs to be started up. With the takeover of existing structures, however, a founder at the same time is already bound to many points. In the beginning, the founder of a new company only has to take care of himself. Especially in the initial phase of a start-up, no or only a small employee responsibility needs to be faced by him.


The right company

Anyone who wants to take over a company needs to know which company suits him or her. In which industry, with what company size and at which location do I want to work with this desired company? Once a company has been found, the opposite is true as well: do I fit in with the company and its culture? And to make a final decision about the purchase of the business, the risks and potentials of the company are put to the test. A due diligence gives the transferee insight into all important company data.


The business plan for the takeover

No financing without a business plan – this rule must be taken into account by every start-up entrepreneur and transferee. The business plan must show equity potential and convince lenders of the company’s future success – only then will they get involved financially. It should be remembered that financial decisions take time. The transferee should start with his business concept early enough not to delay the implementation of his project by missing funds.


Value, price and financing

If the company is a thriving, smooth-running company, it must not be forgotten that such an object has its price. The transferee and his financial backers usually have to raise more capital than with a start-up. Accordingly important in the acquisition process are the questions about the valuation of the company or the financing of the acquisition.
Each organisation needs to be assessed on an individual basis, and different valuation methods may be right, although the yield value method is the most common and proven in practice. It is difficult to answer the question of a company’s value without the advice of experts. Also included should be a calculation of the ability to service the capital, which shows whether interest and redemption for the announced value or purchase price can be financed from the cash flow of the company with an assumed financing structure.


The decisive financing conversation

Since the transferee is the “newcomer”, the bank will look very closely to how forward-looking and reliable – or vice versa: how naive and reckless – was planned here. In order to provide a good “entry” into the business relationship with the bank or another financing partner, the transferee should therefore prepare himself professionally. His job is to convince with a coherent business concept of his project. Only then will the decision makers be ready to promise him the desired funds. Also on a comparison with the financial behavior of the old owner, the successor should be prepared.


Do not lose track

The business plan continues to provide the young management with guidance: Similar to a vehicle on a winding road, after the troubled phase of business transfer operations are not driven by wild steering movements, but rather by prudent driving. The still inexperienced driver needs a navigation aid: the business plan. Even if some things in practice run differently than planned, it helps to reflect on one’s own actions.


Calculate investments correctly

Is the company still up-to-date technically and in all other areas, or have necessary measures been unduly deferred in view of the forthcoming transfer? An investment backlog, which only appears at second glance, can hold nasty surprises for the new management. Only a few transferees will be able to implement and finance all the innovations at once. The required investments must therefore be prioritized – carefully balancing personal preferences, operational needs, and the psychological impact of the investments on the workforce.

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