By JoAnn Lombardi, President

VR Business Sales/Mergers & Acquisitions

When evaluating a business for acquisition, understanding the risk profile is critical. Risk influences not only the purchase price and financing terms but also the long-term viability of the investment. For business buyers and brokers, a thorough risk assessment can mean the difference between a profitable acquisition and a costly misstep.

Key Risk Indicators to Evaluate

1. Stage of the Business

• Startups: High risk due to limited track record and unproven models.
• Established Businesses: Lower risk, especially if they show consistent revenue, customer retention, and operational stability.

2. Competitive Advantage

• Look for businesses with strong brand equity, customer loyalty, or unique offerings that differentiate them from competitors.

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By Peter C. King, CEO

VR Business Brokers/Mergers & Acquisitions

How to Choose the Right Buyer for Maximum Value and Long-Term Successr

If you are preparing to sell your business, one of the most important decisions you will make is who you sell it to. In the competitive mergers and acquisitions landscape of 2025, understanding the difference between strategic buyers and financial buyers can help you position your company for the best possible outcome—both in terms of valuation and legacy.

Let us break down what each type of buyer is looking for, how they evaluate your business, and how you can prepare to attract the right one.

Strategic Buyers: Partners with a Bigger Vision

Strategic buyers are typically companies in your industry or a related one that see your business as a way to enhance their own operations. They are not just buying your revenue or assets; they are buying the strategic advantage your company offers.

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Strategic Alliance

Cross-border and Domestic M&A Transactions Have More in Common Than You Might Expect

by Gundo Kahle, CEO

CBA Cross Borders Associates

In the rapidly evolving landscape of mergers and acquisitions, the focus is often on the differences between cross-border and domestic transactions – cultural complexities, regulatory hurdles or currency fluctuations. Yet despite these differences, the fundamental principles underlying successful M&A transactions are strikingly similar across both national and international borders.

Strategic goals determine both. Regardless of whether an acquisition takes place within one country or across several countries, the strategic motives are generally the same: companies pursue M&A to achieve growth, expand market share, gain access to new technologies, diversify product lines or realise synergies. In both cases, due diligence plays a crucial role in validating the business rationale and assessing the risks.

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