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By JoAnn Lombardi, President

VR Business Sales/Mergers & Acquisitions

Business brokers often work with far more buyers than sellers. Each business listing represents one selling client, but that single listing can attract dozens of potential buyers. Unfortunately, most inquiries come from individuals who are either unqualified or simply seeking information without serious intent. Only a small fraction of these inquiries are from qualified buyers who have the experience and financial resources to proceed. An even smaller group meets those criteria while also being a strong fit for the specific business.

Our role as brokers is to filter out non-buyers and focus on qualified prospects so that sellers can continue operating their businesses without unnecessary distractions.

Identifying a Good Buyer

With the volume of inquiries received, how do you identify the right buyer to close a deal? A good buyer demonstrates four essential qualities:

• Relevant Experience – They have worked in the same or a related industry or possess management or ownership experience. For example, a buyer for a manufacturing company should ideally have experience in operations or supply chain management.

• Genuine Interest – They show a clear desire to learn about the business and understand its operations, not just financials.

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By Peter C. King, CEO

VR Business Brokers/Mergers & Acquisitions

The market for buying and selling businesses is full of opportunity but also risk. Interest rates have eased slightly, optimism is returning, and private credit is expanding. Yet lenders remain cautious, diligence is deeper, and valuation gaps persist. For buyers, the challenge is not just finding a company to acquire. It is understanding why the owner wants out and whether the timing signals trouble.

Why Owners Decide to Sell

Owners rarely share the full story behind their decision to sell. Some reasons are positive, such as retirement or a desire to cash out after years of growth. Others are warning signs. Competitive pressure, rising costs, regulatory uncertainty, or technology disruption often push owners toward the exit. If margins are shrinking or the industry is losing momentum, sellers may hope to pass those problems along before they show up in the numbers.

The first step for buyers is to look beyond the pitch. Ask for a detailed cost analysis, supplier mix, and pricing history. Test whether the business can adapt. Can it pass through costs, diversify suppliers, or innovate to maintain share? If the answers are vague, the seller may be running from a structural problem rather than executing a strategic exit.

The Risk of Waiting Too Long

Many owners wait until they are burned out or the business is in decline. By then, negotiating power is gone. Flat or falling revenue over two to three years is a red flag, especially if there is no credible plan for recovery. Buyers should dig into customer concentration, contract terms, and churn trends to see if weakness is temporary or permanent.

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Strategic Alliance

Cutting Marketing Budgets is Costly: A Strategic Risk for Cross-border M&A Firms

by Gundo Kahle, CEO

CBA Cross Borders Associates

In the world of cross-border mergers and acquisitions, visibility, trust, and continuous engagement are essential. Yet in periods of economic uncertainty or fluctuating deal volumes, many advisory firms instinctively look to reduce marketing expenditure. The intention is understandable: marketing feels discretionary, especially when transactions slow. But for M&A firms—particularly those working across multiple jurisdictions—cutting marketing budgets is not simply unwise; it is strategically damaging.

Cross-border M&A thrives on networks, credibility, and a consistent presence in global markets. Reducing marketing activity undermines each of these pillars.

Global Visibility Shrinks Faster Than You Think

In cross-border advisory work, firms compete not only locally but against an entire international ecosystem of advisors, boutique firms, and sector specialists. Visibility is critical. When marketing spend is reduced, a firm’s profile fades not just in its home market but across every region where it hopes to win mandates.

Meanwhile, competitors who maintain or increase their marketing—particularly those promoting sector expertise, geographic coverage, or proprietary tools—capture a disproportionate share of attention at lower cost. In a global marketplace where buyers and sellers search across borders, presence is power.

Rebuilding international visibility after a period of silence is significantly more expensive than maintaining it consistently.

Deal Flow Pipelines in Cross-Border M&A Have Long Tails

Cross-border M&A mandates rarely arise spontaneously. They are the result of years of relationship building, careful market positioning, conference participation, targeted content creation, and continuous outreach. Cutting marketing interrupts those processes.

The impact is rarely immediate. For several months, the pipeline may appear stable because existing relationships continue to generate activity. But in the quarters that follow, enquiry levels decline, intros from intermediaries fall, and inbound opportunities slow. Cross-border deals already involve long lead times—often 9 to 24 months from first conversation to closing.

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