Acquiring is not creating: a specific journey
Business acquisition follows a different logic from start-up. You do not start with a blank page: you take over a structure with a history, commitments and a customer base. The main risk is no longer the absence of a market, but what you cannot see in the seller's accounts.
- Feasibility diagnostic: does your acquisition project hold up given your profile, your resources and the target?
- Due diligence and seller audit: review of accounts, contracts, order book, disputes and dependence on the current owner.
- Valuation: setting a coherent purchase price from real results, not from an asking price.
- Legal and tax structuring: acquisition holding company, status, optimisation of the acquisition debt.
- Financing: combining personal contribution, bank debt, guarantees and investors.
- Continuity: securing the transition so you do not lose key customers and staff.