Every successful acquisition begins with a clearly defined corporate strategy. Together with our clients, we analyse the strategic starting situation as well as the long-term growth objectives and develop a tailored acquisition strategy from this.

The analysis includes the existing corporate strategy regarding the organic and inorganic growth objectives – such as internationalisation, entry into new markets or access to technology. Based on industry, market and competitive analyses, we assess the strategic options in direct comparison: organic growth vs. acquisition or strategic cooperations. The result of this phase is a well-founded decision-making basis for the further path.

On this basis, we develop a structured acquisition roadmap for inorganic growth with short-, medium- and long-term milestones as well as possible deal structures – from majority- and minority stakes to joint ventures and shared acquisition models with PE investors.

The success of an M&A strategy largely depends on the quality of the identified target companies. DHM Advisory combines thorough market analyses, professional research databases, industry knowledge, and a profound network to systematically identify and evaluate suitable companies.

Starting from a jointly defined search profile, we create long and shortlists of potential targets and assess them in terms of strategic fit, growth potential and synergies. The focus is not on the greatest possible number of companies, but on identifying the truly relevant acquisition targets.

The initial approach to potential target companies is made individually, discreetly and on an equal footing. We contact owners and shareholders personally and thereby create the foundation for a trusting dialogue.

In case of interest, we coordinate further exchanges, organise initial discussions between buyer and seller, assist in the conclusion of confidentiality agreements and prepare the initial company information for a sound decision-making basis.

During the entire deal execution, DHM Advisory takes over the management of the M&A process and coordinates all essential steps.

This includes among other things:

• Analysis and financial evaluation of the target company
• Preparation of indicative company valuations and non-binding offers (NBO)
• Coordination of the due diligence including management meetings and Q&A processes
• Support in structuring the transaction and determining the purchase price
• Assistance in the contract negotiations together with the legal advisors
• Support until the signing and closing of the transaction

Through our structured project management, we ensure that complex transaction processes are carried out efficiently, risks are identified early, and decisions are made on a solid information basis.

The success of an acquisition often only becomes clear after the closing. Therefore, we plan the integration of the acquired company proactively: We jointly determine with the client the strategically optimal level of integration, define the relevant integration areas – from procurement through operations to sales and marketing – and develop independent objectives for the cultural integration of employees.

Synergies are specifically planned and quantified, including the budgeting of any necessary investments to realise the synergies. A structured post-merger integration (PMI) project management with a clear timeline, defined responsibilities, and a steering committee involving top management ensures implementation discipline. Regular monitoring based on defined KPIs and variance analyses ensures that the planned synergies and expected strategic value potentials are indeed sustainably realised.