Skip to content

Cookies on Loupe

Essential cookies keep Loupe working and are always on. With your agreement, Loupe also loads analytics to count visits and see which pages and tools are used. There is no advertising tracking. You can change your choice at any time from cookie settings. Read the cookie policy

Loupe home

Strategic acquirer

A strategic acquirer is a company that buys a business because it fits its existing operations, and can often pay more because it expects savings or extra sales from combining them.

Also called strategic buyer

Last updated
Author
Loupe editorial
Reviewer
Not yet reviewed

Definition

A strategic acquirer, or strategic buyer, is a company that buys another business because it fits what it already does: the same or a neighbouring market, overlapping customers, complementary products, a new region or part of its supply chain. Financial buyers, such as private equity firms, search funders and many family offices, mainly assess a business on the returns it can make on its own. Strategic acquirers also count synergies, meaning cost savings from combining operations and extra revenue from selling more to the combined customer base.

Search fund

A search fund is a way for an individual or pair of entrepreneurs to raise money, find one business to buy and then run it as chief executive.

Family office

A family office is a private organisation that manages the wealth of one or more families. Many invest directly in private businesses and can hold them for many years.

Worked example

Greenlatch Pest Control is a fictional Australian business with EBITDA of A$500,000. A financial buyer values it at A$2,000,000 on its own.

A larger pest control group, also fictional, expects to save A$150,000 a year by combining routes, vehicles and administration. With those savings, it can offer A$2,400,000 and still expect a better return than the financial buyer would earn at A$2,000,000.

EBITDA

EBITDA is earnings before interest, tax, depreciation and amortisation. It helps compare operating profit across businesses, but it is not the same as cash.

Why buyers care

If you are a strategic acquirer, be careful about paying the seller for synergies that only you can deliver. Integration takes time and money, and some customers and staff leave when ownership changes. Count only the savings you are confident of, and allow for their cost.

If you are a financial buyer, expect strategic acquirers to outbid you where overlap is high. You may do better with businesses where synergies are limited.

When a competitor is bidding, sellers often restrict what they share in diligence, so strategic acquirers may see less detail before committing. Build that into your price and protections.

Due diligence

Due diligence is the investigation a buyer carries out before committing to a purchase, testing the finances, contracts, legal position and operations against what the seller has described.

  • Family office

    A family office is a private organisation that manages the wealth of one or more families. Many invest directly in private businesses and can hold them for many years.

  • Independent sponsor

    An independent sponsor is a dealmaker who finds and negotiates acquisitions without a committed fund, then raises equity from investors one deal at a time.

  • Valuation multiple

    A valuation multiple expresses a price as a number of times a financial measure, such as SDE, adjusted EBITDA or ARR. It only means something once you know what it is applied to.

  • Enterprise value

    Enterprise value is the value of a business's operations as a whole, regardless of how it is financed. Adjusting it for cash, debt and working capital gives the equity value the owners receive.

  • Due diligence

    Due diligence is the investigation a buyer carries out before committing to a purchase, testing the finances, contracts, legal position and operations against what the seller has described.

  • How small businesses are valued

    Most small businesses are valued as a multiple of their earnings. This guide explains how the earnings basis is chosen, why size and quality move the multiple, and why an asking price is not a sale price.

    11 minutes to read
  • From first call to letter of intent

    The steps between spotting a listing and signing a letter of intent, what to learn at each one and what a sound letter of intent should cover.

    10 minutes to read
  • The first 100 days after you buy

    How to use the first 100 days after completion: keep customers, staff and cash steady, learn the business before you change it, and start fixing the risks you found in diligence.

    8 minutes to read
  • Key staff not tied in

    If the people who hold the business together have no written terms, no notice periods and no reason to stay, a sale is the moment they are most likely to leave. Find out who matters and what keeps them.

    Severity: fixableOperations and people
  • Contracts that end on a change of control

    Some customer, supplier and licence contracts let the other side walk away or renegotiate when the business is sold. Find them early and make consent part of the deal.

    Severity: fixableCustomers and revenue
  • See a low, likely and high value from the figures you have, and whether the asking price holds up.

Back to the glossary, A to Z