The model
Employee share ownership at
PurpleShares
Selling your business is a trivial decision. Behind every SME, there is a story, a team, and years of commitment.
At PurpleShares, we believe a successful transfer isn't measured by price alone, but by the future of the business. We're here to make sure this transition respects everything you've built.
1. A collaborative approach
We build your takeover plan together so that your company remains independent, locally rooted, and continues to grow with existing teams. No dismantling, no short-sighted approach.
2. A fair and safe exit
We formulate offers aligned with your company's economic reality, without opportunistic motives or last-minute renegotiation. The gradual transfer to employees does not affect the price or your exit terms.
3. A clear human project
You choose your pace: gradual exit, occasional support, or complete withdrawal. Employees gradually become shareholders. They are trained, supported, and involved in the company's success.
What PurpleShares does not do !
Patient capital, not an investment fund, our mission is to ensure transitions that last.
We don't buy back in order to resell quickly
No team travel or remote decision-making
No degradation of corporate culture in favor of performance.
We don't promise a story we can't deliver
At PurpleShares, each acquisition is conceived as a long-term project, with total alignment between the seller and the employees.
How does the transfer of your SME work ?
We've structured a clear, controlled transfer process that respects the history of your business.
1. Validation of interest
Validation of interest
We meet business owners via videoconference, quickly review the information provided, and confirm our interest during a call within 48 hours.
2. Analysis and verification
Analysis and verification
If interest is confirmed, we immediately begin a detailed analysis: finances, operations, HR, contracts, and company structure. Depending on complexity, this step can take a couple days.
3. Positioning and closing
Positioning and closing
Once the analysis is complete, we come back to you with an offer and, if accepted, a firm letter of intent reflecting the flexible terms already discussed, before moving to the administrative closing.
Beyond the price
The best buyer is not always the one who pays the most.
A sale is measured by the price, but also by what happens to the company afterwards. Three criteria make the difference in the long term.
Human and cultural alignment
Does the buyer share your values and vision for the company?
Ability to develop
Does he have the skills and resources to grow what you have built?
Sustainability of the company
Long-term commitment, not a quick resale after 3 years to make a multiple.
A small business that prepares itself sells better.
YOUR WORK
Levers for valuation
This is what truly gives an SME its value.
Price is not a matter of chance. Four concrete levers determine the value perceived by a buyer — and each one can be worked on.
Profitability
EBITDA stabilized and growing
Recurring income
Long-term contracts, subscriptions, customer loyalty
Team in place
Autonomous management, clear succession
Operational independence
The company runs smoothly on a daily basis without you.
Anticipation, the #1 lever
Why anticipating the sale changes everything.
The difference between a sale that pays off and a sale that disappoints is made 3 to 5 years before the signing.
3 to 5 years in advance
A successful sale doesn't happen by accident. The earlier you plan, the more you maximize value and control your terms.
Finding the right buyer
Not just anyone — the one who will extend your work, keep your teams and maintain the price.
Maximize the value
Preparing your accounts, governance and operational independence can multiply the value by 1.5 to 2.
Secure your exit
Guarantees, taxation, post-transfer support: every detail counts to avoid regrets.
Absolutely avoid
Mistakes that destroy the value of a lifetime of work.
Waiting too long
Trying to sell while in a rush reduces the value by 30
to 50%.
Neglecting preparation
Poorly presented accounts, dependence on the
manager: all systematic deductions.
Overestimating the value
A poorly defended price scares away genuine buyers
and attracts opportunists.
Choosing one's own successor
Without benchmarking or competitive bidding, you
leave value on the table.
A bad sale can destroy in a few months what you have built
over 30 years.
Discover our articles on PurpleShares and its model.
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