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.
Taking over an existing company should start with a clear transaction objective, not the listing headline alone. A handover can fail when the buyer underestimates leadership, customer trust, cash needs or undocumented operating knowledge.
Test whether the existing customers, team, processes and permits provide a faster and safer entry than starting from zero, after including purchase price and post-closing investment.
Review the legal transaction, financial quality, contracts, working capital, people, systems, premises and all owner responsibilities that must be replaced.
Build a 100-day plan before signing, with seller overlap, employee and customer communication, cash control and measurable transfer of every owner task.
Compare the following routes: Buy a company and Business succession. The distinction matters because a whole-company acquisition, a stake, a franchise and an individual asset transfer different rights and responsibilities.
Test whether the existing customers, team, processes and permits provide a faster and safer entry than starting from zero, after including purchase price and post-closing investment.
Review the legal transaction, financial quality, contracts, working capital, people, systems, premises and all owner responsibilities that must be replaced.
A handover can fail when the buyer underestimates leadership, customer trust, cash needs or undocumented operating knowledge.
Build a 100-day plan before signing, with seller overlap, employee and customer communication, cash control and measurable transfer of every owner task.
