Was kostet eine Vorverkaufsanalyse?

Die Vorverkaufsanalyse von Veracity Capital Investments kostet 2.500 EUR zzgl. USt. Enthalten sind Datenraum, vollständige Analyse, indikative Wertindikation, steuerliche Einordnung und ein persönliches Ergebnisgespräch mit S. Albrecht-Mahmood (LL.M.).

Wie lange dauert die Vorverkaufsanalyse?

Nach vollständiger Bereitstellung der Unterlagen liegt das Ergebnis in der Regel innerhalb von 10 bis 14 Werktagen vor.

Ist die Vorverkaufsanalyse vertraulich?

Ja. Alle Unterlagen werden über einen verschlüsselten Datenraum übertragen, DSGVO-konform verarbeitet und ausschließlich vom Berater eingesehen. Auf Wunsch wird vorab eine NDA unterzeichnet.

Lohnt sich eine Holding-Struktur vor dem Verkauf?

Bei einem Share Deal über eine Holding werden Veräußerungsgewinne nach § 8b KStG zu ca. 95% steuerbefreit – die effektive Steuerlast liegt bei rund 1,5% statt bis zu 28% im Direktverkauf. Die Struktur sollte frühzeitig aufgesetzt werden.

Was ist eine Familienstiftung als Gestaltungsmodell?

Eine Familienstiftung ist ein Gestaltungsmodell für Unternehmer, die Vermögen langfristig an ihre Kinder übertragen und gleichzeitig steuerlich optimieren möchten. Wir arbeiten Hand in Hand mit einem spezialisierten Gestaltungsberater.

Chinese and Japanese Investors in the German Mittelstand

Asian acquirers bring exactly what German family owners say they want — long-term ownership, industrial logic and no intention to break up the company. What decides the outcome is process: outbound approval on the Chinese side, internal consensus on the Japanese side, and German FDI screening on both. This page shows how we sequence all three.

What Asian acquirers are buying in Germany

The target profile is consistent: profitable niche leaders with proprietary process know-how, an established European customer base and a brand that carries weight in Asian markets. For Chinese groups the strategic value is often technology plus European market access; for Japanese groups it is usually a complementary product line and a long-term platform.

German owners in succession situations are frequently open to Asian buyers, provided the buyer can credibly explain what happens to the site, the workforce and the brand after closing.

Machinery, automation, precision components and speciality chemicals

Automotive suppliers with electrification-relevant know-how

Medical technology and laboratory equipment

Industrial software and embedded systems

Chinese acquirers: AWV screening and outbound approval

Two regulatory regimes run in parallel. In Germany, cross-sectoral AWV screening applies from 25% of voting rights and sector-specific screening from 10% in sensitive industries; in practice, Chinese acquisitions of technology assets receive closer scrutiny and longer review periods than intra-EU deals.

On the Chinese side, outbound direct investment requires NDRC and MOFCOM filing or approval plus SAFE registration for the capital transfer. Sellers and their advisers will ask for evidence that the funds can actually leave China before granting exclusivity.

Plan four to eight months from signing to closing where both regimes apply

Provide proof of funds acceptable to a German notary and to seller counsel

Consider a European holding vehicle with pre-funded equity to de-risk the transfer

Set the long-stop date against the regulatory calendar, not against the deal team's hopes

Japanese acquirers: consensus timing against a German exclusivity window

Japanese buyers are welcomed in the Mittelstand because of the shared emphasis on quality, continuity and long ownership horizons. The recurring friction is decision speed: nemawashi and ringi-based internal alignment take time that a German exclusivity period does not automatically grant.

The solution is scheduling. We map the buyer's internal approval milestones onto the process timetable before the letter of intent is signed, and we negotiate an exclusivity window that matches the real approval calendar rather than a generic 60 days.

Accounting, reporting and post-merger integration

HGB accounts must be reconciled to IFRS or to the buyer's group reporting standard, with particular attention to provisions, pensions, leases and inventory valuation. A quality-of-earnings review on adjusted EBITDA — normalising owner compensation, related-party rent and one-off items — is standard before a binding offer.

Integration planning should be explicit and modest in the first year: reporting lines, capex approvals and a retained German management mandate. Over-integrating a Mittelstand company in year one is the most reliable way to lose its key people.

How the seller decides

Price matters, but in owner-managed German companies the decision is regularly made on three non-financial points: continuity of the location, security for the workforce, and the personal credibility of the acquiring group's representatives. A written statement of post-closing intentions, delivered early, changes outcomes.

Are Chinese acquisitions of German companies still possible?

Yes. They are subject to AWV screening, and in sensitive sectors the review is thorough and the filing mandatory, but transactions outside critical infrastructure and defence-relevant technologies continue to be cleared. What matters is early filing, complete documentation and a realistic long-stop date.

What FDI threshold applies to non-EU buyers?

Cross-sectoral screening applies from 25% of voting rights. In sensitive sectors — critical infrastructure, defence goods, certain software, health and dual-use technologies — screening starts at 10% and the filing is mandatory and suspensory.

How do we demonstrate proof of funds from China or Japan?

Typically through a bank confirmation, evidence of the completed NDRC/MOFCOM and SAFE steps for Chinese buyers, or a board resolution plus financing confirmation for Japanese buyers. We agree the acceptable form with the seller's counsel and the notary before exclusivity.

Will the German management team stay after closing?

In most succession deals the owner exits after a transition period while the second management level remains. Retention packages and a clearly limited integration plan for the first year are the practical instruments.