Established cleaning company with recurring business clients and a trained team.
Local workshop with loyal customers, accessory sales and seasonal service demand.
Specialist supplier for joiners and timber builders with modern CNC infrastructure.
Catering operation with corporate clients, proven workflows and compact equipment.
Established dental lab with CAD/CAM processes, practice clients and an experienced team.
Digital signage business with retail clients, maintenance contracts and documented workflows.
Modern beauty studio with treatment packages, maintained customer base and good location.
Cleaning company with recurring B2B contracts, team structure and regional base.
Small studio with clear positioning, active memberships and personal coaching.
Regional courier service with fixed routes, recurring business clients and lean setup.
Fiduciary office with long-standing SME mandates, recurring work and orderly handover.
Established carpentry company with workshop, recurring customers and stable order flow.
Well-established hair salon with loyal customers, central location and stable daily business.
Regional landscaping business with maintenance contracts, machinery and recurring private and commercial clients.
Established IT provider with maintenance contracts, SME customers and recurring service revenue.
Planning a business acquisition in Switzerland should start with a clear transaction objective, not the listing headline alone. Deal momentum can hide weak evidence, optimistic synergies, inadequate financing and contractual risks that become expensive only after closing.
Develop the investment thesis, valuation range, funding plan, return case and downside before negotiating. Include fees, working capital, debt and integration—not only equity price.
Coordinate commercial, financial, legal, tax, operational and technical diligence around the deal structure and the few assumptions that determine value.
Convert findings into price, conditions, warranties, financing, governance and a detailed integration or stand-alone operating plan.
Compare the following routes: Buy a business and Company marketplace. The distinction matters because a whole-company acquisition, a stake, a franchise and an individual asset transfer different rights and responsibilities.
Develop the investment thesis, valuation range, funding plan, return case and downside before negotiating. Include fees, working capital, debt and integration—not only equity price.
Coordinate commercial, financial, legal, tax, operational and technical diligence around the deal structure and the few assumptions that determine value.
Deal momentum can hide weak evidence, optimistic synergies, inadequate financing and contractual risks that become expensive only after closing.
Convert findings into price, conditions, warranties, financing, governance and a detailed integration or stand-alone operating plan.
