M&A

Asking yourself regularly and being ready if an offer comes up.

Analyse this situation even if the transfer takes place only much later. To do so 5 years in advance is reasonable.

The owner

He will leave his “baby” to others who will do differently. He will also have to prepare for a new life and the family will be directly concerned, whether it is also a shareholder or not.

The company

It must be prepared for sale. Very few SMEs are ready to be sold at the best conditions: very intuitu personae, very intertwined private and professional accounts, few written things, ghost board, etc. All of which could scare away potential buyers or give them arguments to bargain down.

The staff

It is likely to be a disruptive element rather than an added value: without preparation, the teams – including management – will be suspicious of the change, will fear for the job.

Start the reflection

We first define the wishes of shareholders before analyzing the company in a sale perspective in order to finish with recommendations prior to any transfer plan. This approach, which mixes economic and human aspects, is always beneficial and often makes it possible to identify unsuspected strategic options: “wing reduction”, diversification, management buy-out, etc.

A SME approach

Where traditional “Mergers & Acquisitions” experts see a balance sheet for sale as soon as possible, Quorsum takes the pulse of a human organization and prepares its future life in good health.
Of course, absolute discretion is guaranteed, and the mission is presented as an “ordinary” strategic consultancy.

When you are ready

When the company and its shareholders are ready, we can also arrange for sale and negotiations… or give way to your experts.

Most of our interventions can be subsidized thanks to the Walloon Region’s business vouchers and the Brussels Region’s premiums for consultancy services.

50 to 75%

50%

We prepare these requests with you.

The human factor

During a business transfer, the human aspects are unfortunately too often neglected while they are paramount. For example, the shock of different corporate cultures is considered to be the main reason for merger failures. Potential problems are known but often not anticipated: demotivation, strikes, turnover, loss of key elements. All these situations are however preventable. Our coaches set up specific modules for bosses, managers and employees of SMEs before and during a transmission; the goal is obviously to prepare everyone for future changes to enable successful transmission and minimize negative impacts.