We don't just examine figures, but also compatibility.
For us, an acquisition is not merely a purchase. What is crucial is whether a business can truly be integrated into existing structures: in terms of personnel, operations, economics, contracts, and culture.
Scharifi therefore views potential participations and acquisitions from the perspective of ongoing operations. What obligations exist? Which teams support the location? Which systems, partners, and contracts are involved? And where do real integration risks arise after the takeover?
Assess Operational Substance
We consider not only revenue and profit, but also team structure, location logic, merchandise flow, technical systems, partner relationships, quality, and recurring operational risks.
Categorize Contracts & Obligations
Lease agreements, franchise requirements, supplier ties, service providers, permits, and ongoing obligations must be understood before an acquisition – not just afterwards.
Prepare Integration Early
An acquisition only works if responsibilities, communication, systems, standards, and decision-making processes are thoroughly prepared before the transition.
Realistically Evaluate Development Potential
Not every business improves through growth. We examine whether potential can actually be realized within the business – or if structure, location, or partner requirements set limits.
Not every opportunity is a good entry point.
A participation is only meaningful if it can be managed in daily operations. Growth does not come from the acquisition alone, but through integration, clear responsibility, and the ability to cleanly manage operational reality.
How an acquisition becomes a sustainable business
Identify Potential
We assess location, market environment, frequency, profitability, contractual situation, team structure, and development opportunities.
Understand Risks
We consider ongoing obligations, partner requirements, technical systems, personnel issues, investment needs, and operational weaknesses.
Plan Transition
We clarify responsibilities, communication, systems, standards, and the initial operational steps after the acquisition.
Lead Integration
After the entry, the focus is on stabilization, clear management, team leadership, key figures, and the gradual development of the business.
What needs to be understood before an acquisition
Location & Frequency
Which location, visitor flows, and usage patterns truly support the business?
Team & Leadership
Who holds the location together in daily operations? Which key personnel are critical?
Contracts & Commitments
Which lease, franchise, supplier, or service provider structures determine the scope of action?
Systems & Processes
Which POS, inventory, reporting, and operational processes need to be adopted or adapted?
Investment Needs
What structural, technical, or operational measures are foreseeably necessary?
Integrability
Does the business fit into existing structures – or will additional effort arise that diminishes the value of the entry?
