The difference between a valuation and the market price

A market valuation helps determine the company’s worth on the market. Valuing a business is often described both as an art and a science.


Usually, there is a gap between valuation and the real market price

It is rather common that owners have a different view of the valuation of their company. It is not a surprise that in most cases it’s too high. They have built their value expectations from comparing to known deals with very high valuations.

Determining the value of a company is an intricate activity. Market leadership, lengths and sizes of customer contracts, number of own IP’s or patents have all significant impact on the valuation. If you ignore these factors, you may end up having too high expectations.

The more you have interested buyers equals to a higher price

Another vital ingredient is that how many buyers are seriously interested in your company. Several buyers mean higher pay. This formula is valid for almost every case. So the critical question is how to attract more buyers?

Advisors and Brokers have their networks and partners to match sellers and buyers to get the best possible deal. However, sometimes the company or business is not attractive, or it is overpriced. In this case, it is important to make rational decisions if the seller wants the deal to happen. And, if you’re going to make a rational decision based on the facts,  it’s good to have the data from our market evaluation study.

Defining the optimal deal structure may give a big boost to grow the total value

The deal structure may also have a significant impact on the price. If owners know their business and numbers well, they can optimize the deal structure in a way that they can get a higher price. When this happens, the buyer is usually pleased to pay more because the buyer understands that he or she has less of a risk.

Interested to hear more?

If you are interested in discussing the value of your company, let’s talk. We have access to a database with deal prices that will help in the valuation. Our job is to help you to sell your company with the highest possible market price.

How to increase your company value

Usually, at a certain point of small and medium-size companies’ lifecycle owners decide to sell their company. The case depends mainly on timing and money offered.


Why sell?

How the owners end up to the decision to sell? Maybe there have been discussions and thinking about it for many years. Some of the owners might want to retire, or perhaps some of them got seriously ill. Sometimes the owners feel that they need bigger muscles to grow their business further. Often the market and technology changes can be so dramatic, that selling the company is deemed to be the best way. In some case, the challenges faced are so enormous that the owners feel that selling the company is the only way out the situation.

Fortunately, the reasons are usually very rational and well considered.

How to prepare to sell your company?

The selling process takes time and won’t happen overnight. The owners should start the preparations for selling the company and maximizing the value years earlier. However, that is rarely the case. Although it’s not difficult. Preparations are mainly about getting the basics of the business in place. On top of that, you should optimize the fundamental operations. That could be done typically more professionally.

If you don’t know how to start, you can ask help or/and you can use onboard an external expert as a Board Member. It’s quite simple, and once you have started, the rest of the journey is more comfortable.

It would be best if you had more than a severe single buyer candidate

It is the phase of the process where you have an excellent opportunity to increase your company’s value. It is incredible how many companies are sold to the bidder who contacts the owners just at the right time. If a company wants to buy your business, most likely their competitors could be interested as well. It is the point of the selling process where the excellent speeches should not blind you. Instead, it would be best if you focused on getting data for comparing the offers to the table.

Here M&A Advisors can help you to optimize the value of your company. They can grow your future wallet and earn their fees simultaneously. Using Advisors will bring you more money than not using them. So, don’t accept the first or only offer that appears apparently at the right moment.

Are you interested to hear more?

Our mission is to help our customers to increase the value of their company. If you are interested in discussing the value of your company and how to raise it, let’s talk.

Grow Your Business

Should you consider strategic acquisitions to compliment organic growth?


We routinely hear on the news about huge companies merging with and acquiring other huge companies in deals measured in the tens of billions. But just a few minutes of research will show even novice entrepreneurs that growth through acquisition is a very viable option for small and medium-size businesses as well.

The question is, is it the right growth strategy for your company? Or are you better off expanding in more organic ways – by opening up satellite locations, franchising, or focusing exclusively on aggressive sales and marketing tactics?

There’s an interesting conversation to be had around this topic for every unique business situation, and there’s truly no “right” answer that fits every circumstance. Let’s look into some of the pros and cons of growth through acquisition versus more organic business growth so you’re in a better position to make that decision yourself.

The pros of organic business growth:

Growing your business organically – in the most natural, progressive way possible – offers the most control over how that growth occurs. That doesn’t mean you’re going to completely avoid unexpected setbacks or even the stress of “too much success” at times. But, generally speaking, if you’re focused on continually improving your marketing efforts, improving your product or service, and identifying new or more profitable markets you can successfully enter, you’re going to find that growth is more predictable and controllable over the long term.

There’s also a real sense of pride and accomplishment that comes with growing a business from the ground up with your own (and your team’s) efforts to account for its success. Many entrepreneurs couldn’t imagine doing it any other way.

The cons of organic business growth:

The biggest potential negative aspect of relying on strictly organic growth is that it’s usually very slow. It may take years for the market to evolve enough – and for your business to be able to afford – to justify a second location or expansion into a new geographic area. Getting to the point of opening a third location will probably take less time than the second one did, but it could still require years of planning and effort to get there.

This isn’t a hard-and-fast rule, of course. There are plenty of examples out there of restaurants, clothing stores, and specialty service businesses that seemed to appear out of the blue and suddenly explode across the map as they took over the market. But oftentimes, apparently explosive expansion – when it’s sustainable – is actually far more controlled and organic than it appears from the outside. And there are plenty of other stories of companies that went after aggressive organic growth and ended up biting off more than they could chew, collapsing before they could realize the rewards of the strategy.

The pros of growth through strategic acquisition:

Unlike slow and steady organic growth, growth through acquisition or merger is generally much faster and – if done right – can yield a number of other almost instant benefits that can help make that rapid growth sustainable.

David Annis and Gary Schine, authors of the book, “Strategic Acquisition: A Smarter Way to Grow a Company,” explain the benefits of acquisition this way:

“Growth through acquisition is a quicker, cheaper, and far less risky proposition than the tried and true methods of expanded marketing and sales efforts. Further, acquisition offers a myriad of other advantages such as easier financing and instant economies of scale. The competitive advantages are also formidable, ranging from catching one’s competition off guard, to instant market penetration even in areas where you may currently be weak, to the elimination of a competitor(s) through its acquisition.”

So this method of growth offers a two-fold growth process:

Grow your company’s market, brand reach, audience, sphere of influence, and supply chain while also eliminating or overtaking your biggest competitor, either by acquiring them directly or by acquiring one or more smaller competitors until your company is the largest in your competitive market.

The cons of growth through acquisition:

Growth through acquisition is rapid and can yield quick results. But the internal atmosphere that develops in the time immediately preceding and following an acquisition or merger can present a number of management challenges that could hinder that rapid growth or plant the seeds of future failure.

If the merger or acquisition requires reorganizing of the workforce and/or management team in one or both companies, you may have a significant amount of stress and hard feelings to work through in the minds of those who stay. There can also be a latent sense of betrayal or disappointment on the part of employees, partners or owners of a company that has been acquired, especially if they agree to the arrangement because they’re facing a do-or-die situation.

Merging two distinct company cultures and methods will always present challenges, but a successful acquisition needs to get through these and other potential problems quickly and effectively if it’s going to successfully grow and evolve from the process.

How to choose what’s right for your business:

The question of whether to buy your competitor or open up a satellite location – to grow organically or inorganically – must be answered individually by each business owner based on their own unique circumstances.

In both cases, thorough, strategic planning is required to ensure growth is both attainable and sustainable over a long enough period to achieve the company’s goals and justify the expense and effort required.

It’s usually best to explore both options thoroughly before heading too far down either path. Discuss your options with your lawyer, business broker and other trusted advisors to make sure you’re considering all the pertinent details.

Then research businesses for sale in and around the areas you’re considering for expansion and determine whether buying one or more of these businesses will help or hinder progress toward your growth goals. Keep a sharp eye on your competition – both large and small – and look for where synergies can be identified or created so that a merger or acquisition creates added value for everyone involved.

Once you’ve done your due diligence and you’ve settled on the best path, move ahead decisively. “Luck favors the bold,” as they say, and business growth certainly follows that axiom.

ACS Deal Meeting

On 21st and 22nd June, members of the ACS network will meet in Prague, Czech Republic, at the Hotel Paris to discuss their current transaction mandates and leads to solicit further international M&A activities across Europe, North America and the Africa/Middle east regions.

Prague lies at the heart of Europe and is one of the continent’s finest cities and the major Czech economic and cultural centre. The city has a rich architectural heritage that reflects both the uncertain currents of history in Bohemia and an urban life extending back more than 1,000 years.

Although a relatively small economy, the Czech Republic has seen relatively strong growth of 3-5% a year over the last few years. Unemployment (3%) and government debt (35% of GDP) are low and consumer spending has been growing at over 5% a year making the country an attractive target for investment. A major topic of discussion will be how to best help clients tap in to the opportunities in Czech Republic and other growing economies in the Central European region