How to Handle Unsolicited Offers to Buy Your Business in a Volatile Market

When a buyer calls out of the blue and says, “I want to buy your business,” it can feel like both a compliment and a golden opportunity. But according to Trever Acers, Managing Director and Co-Founder, this scenario is also one of the most common ways business owners unintentionally destroy enterprise value.

With over 20 years of M&A experience, Trever breaks down what every business owner needs to know to avoid costly missteps and make confident, informed decisions.

FAQ: Is a Buyer’s Inquiry Always a Good Thing?

Short answer? Not necessarily.

“It’s a huge compliment—but it’s also an opportunity to lose millions,” says Acers. “Many owners share their ‘secret sauce’ too early, only to receive a lowball offer months later.”

While the initial outreach can be flattering, Trever advises treating every unsolicited buyer inquiry with caution, especially if the buyer is a competitor or lacks a deep understanding of your business.

Trever’s Framework: A 3-Part Strategy for Handling Buyer Interest

If you want to protect your company’s value while staying open to opportunity, here’s the strategic approach Trever recommends:

1. Clarify What Must Be True to Sell

Before any engagement, define two essential benchmarks:

• Financial Goals: What after-tax proceeds would justify giving up your business’s cash flow engine?

• Non-Financial Priorities: How should your employees, customers, and brand legacy be treated after the sale?

These criteria act as a personal filter and reduce emotional decision-making during negotiations.

2. Aggressively Disqualify Unfit Buyers

Instead of selling the dream, flip the script.

“Once they’re interested, your goal is to shake them off the hook,” says Acers.

Start by clearly stating your deal expectations—minimum valuation, deal structure, or growth targets—and see if they walk away. If they do, you’ve saved yourself months of wasted time.

3. Quantify Synergies from the Buyer’s Point of View

Most sellers over-focus on their own financials. Trever suggests shifting to post-acquisition economics:

• Identify specific revenue synergies (e.g., cross-selling your customers)

• Estimate attach rates and profit margins

• Frame your value in terms of the shareholder value you create for the buyer

“If you can prove that owning your business creates $100 million in shareholder value in 18 months, negotiating over a few million becomes irrelevant.”

How Do You Know What Your Business Is Worth?

Valuation isn’t a static number. Our team works with clients to define:

• A valuation range using industry comps and EBITDA/revenue multiples

• After-tax proceeds based on likely deal terms (e.g., 70/30 cash to earnout)

• A personal financial threshold that aligns with life goals

“Our job is to help clients make a great decision—whether that’s selling now or not,” he says.

The Most Important Question Comes Two Years Later

According to Trever, the real success metric of a business sale shows up well after the deal closes:

“Two years after the deal, ask the owner, ‘Did you make a good decision?’ That’s when the truth comes out.”

Often, it’s not just about the price. It’s about whether:

• Employees were treated well

• Customers stayed loyal

• The business’s legacy endured

Objective’s approach to M&A balances both maximizing the sale value and the human side of every transaction—because both matter.