The motives of a business owner or an investor to buy a company are complex. They can be strategic, financial or personal:
A successful acquisition process consists of three steps:
The leadership team of Walther Management has a great deal of experience in acquiring German-speaking “Mittelstand” (medium-sized) companies
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The vision of the long-standing customer is to be the German healthcare sector‘s leading IT service provider and operate several business areas successfully. He succeeded because of several strategic acquisitions that supported the group’s expansion:
Thus, the IT service company defended its position as market leader in the field of prescription billing for pharmacies with an acquisition, among other things.The second business segment – IT systems for pharmacies – was initially established through three acquisitions. At a later date, a merger with another market participant and a further acquisition took place. Today, the integrated unit also enjoys market leadership in its segment.
The third business area – prescription billing for other service providers – was bought out of a restructuring situation at an opportune time by the Group, and since then has defended its third place standing in this segment.
Finally, the fourth business area – software solutions in the care market – was set up on the basis of a deliberate strategic decision; to date, one purchase has been made.
An internationally leading company in the area of formwork, scaffolding and engineering had up until now grown organically. However, as some of the business models did not achieve the desired market penetration through their own activities, the management decided to acquire an owner-managed competitor.
This turned out to be the ideal partner: both are family-run, share similar corporate cultures and customers. Above all, customers benefit from the integration of both companies, to whom even more comprehensive services and solutions can be offered.