Prepare your strategy to maximise value in a sales process

The plan that turns vision into premium

In the world of technology M&A, there is one fundamental truth that every entrepreneur must internalise: a buyer pays for the future, not the past. In exit readiness, what really moves the needle on the multiple is your ability to demonstrate predictable and scalable future growth. In this article, we explain how to prepare and articulate your business strategy so that it becomes your most valuable asset during a sales process.

Strategy makes the difference in the final price

When an investor evaluates your company, they look for answers to three fundamental questions: Where do you compete? How do you win? And how much can I grow with you? Your strategic plan must answer these questions clearly, backing up each statement with verifiable data. If the plan demonstrates repeatable and financeable growth, the investor sees less risk and is willing to pay a premium. But it's not just about having a good plan; it's about demonstrating that the plan is already in motion, that the team has internalised it, and that there is tangible evidence of its viability.

Questions for diagnosing exit readiness at the strategic level

Question 1: Business model and opportunity

The first step to being ‘exit ready’ in the strategic sphere is to precisely articulate your business model and competitive advantage. This goes far beyond listing features or services; you need to demonstrate defensible power in the market. Quantify your market (TAM) with verifiable sources and clear segmentation. It is not enough to cite generic reports; you must show your specific analysis of the addressable market.

• Do you have a well-defined business model and competitive advantage?
• Are you familiar with the total addressable market (TAM)?
• Your current level of penetration?
• Are you planning to expand?

Formulate your competitive advantage in a clear sentence that connects customer-problem-differentiator. Avoid the common mistake of confusing product features with sustainable advantages.

Question 2: Competitive position and growth drivers

Sophisticated buyers evaluate not only your current position, but your ability to maintain and expand it. You need a robust competitive intelligence system that goes beyond anecdotal perceptions.

• Have you measured your performance against competitors (market share, sales success rates, and differentiating factors)?
• Do you identify growth levers that a buyer can activate (channels, additional sales upsells, international expansion)?
• Do you have demonstrable potential for future growth?

Documenta casos de éxito específicos Document specific success stories by segment, demonstrating the repeatability of the model and the capacity for expansion within existing accounts (land & expand).

Question 3: Planning and forecasting

A strategic plan without figures is merely a statement of intent. Investors seek forecasts that demonstrate ambition but also realism, backed by historical evidence and market dynamics. Build a financial model that clearly links operational drivers to financial results.

• Do you have a solid 3–5-year strategic plan?
• Do they include realistic forecasts backed by market data and the company's historical performance?

Question 4: Synergies and exit options

One of the most powerful levers for maximising valuation is demonstrating the specific synergies your company can bring to different types of buyers. This analysis should be carried out well before the formal sale process begins.

• Have you analysed your suitability for potential buyers?
• Do you identify cost and revenue synergies?
• Have you evaluated exit options, including a possible initial public offering (IPO), and structured your company as if it could go public?

Segment the universe of buyers into strategic (competitors, customers, suppliers) and financial (private equity, family offices) and identify specific synergies for each profile. Consider the IPO option as an alternative, structuring the company according to listed company standards even if it is not your immediate goal.

Question 5: Alignment and risk management

The consistency of the message and the alignment of the founding team are critical elements that investors evaluate carefully. Cracks on this front can quickly destroy value.

• Are the founders and shareholders aligned on the strategy and exit objectives?
• Do you identify strategic risks (competition, regulation) along with response plans?
• Are you prepared to answer key questions, such as 'What keeps you awake at night?'

Align all stakeholders on the strategic vision and exit objectives. Document these agreements. Establish a formal strategic planning process with regular reviews, ensuring that the plan is not a static document but a living management tool.

From story to price: translate your strategy into the buyer's language

Ultimately, strategic preparation is the phase that has the greatest impact on the final value of a sale. A plan that demonstrates sustained growth, clear focus, and disciplined execution reduces perceived risk and turns negotiation into value, not discounts.

In our experience advising on dozens of technology transactions, we have identified three recurring mistakes that can cost millions in the final valuation:

1. Confusing competitive advantage with product features.
2. Lacking a competitive intelligence system.
3. Basing the plan on assumptions that have not been validated by data.

Correct this by implementing a clear value proposition (customer–problem–differentiator), a live KPI dashboard, and a monthly monitoring routine. That way, when the time comes to sell, you won't be preparing a story, but rather showcasing an undeniably valuable business. Remember that in technology M&A, perceived value is as important as actual value. Yourability to articulate, demonstrate, and execute your strategy will determine whether your company sells at a discount or at a premium. Strategic preparation is not a last-minute exercise; it is an ongoing process that separates exceptional deals from mediocre ones.