{"id":15044,"date":"2021-05-27T08:30:48","date_gmt":"2021-05-27T06:30:48","guid":{"rendered":"https:\/\/www.best-value.be\/transmission-entreprise-concurrent-engie-risterm\/"},"modified":"2025-07-11T11:11:20","modified_gmt":"2025-07-11T09:11:20","slug":"industrial-business-transfer-risterm","status":"publish","type":"post","link":"https:\/\/www.best-value.be\/en\/industrial-business-transfer-risterm\/","title":{"rendered":"Belgian company Risterm acquired by industry giant Engie \u2013 Fabricom"},"content":{"rendered":"

This wasn\u2019t the first time we worked with this client<\/strong>. As the majority shareholder of the holding company that owned Risterm, he had already sold two of its subsidiaries with BestValue\u2019s support. In 2020, he contacted us again, this time to sell the group\u2019s last entity: Risterm<\/strong> \u2014 a company specialised in industrial valve maintenance<\/strong>, employing around sixty people. Let\u2019s look back on the business transfer process with Antoine Renier, Partner at BestValue and in charge of the project.<\/p>\n

Antoine, what were the seller\u2019s expectations?<\/strong><\/h3>\n

In this case, the seller was quite flexible about the buyer\u2019s profile. He also wasn\u2019t under time pressure. However, he had one very clear \u2014 dare I say non-negotiable \u2014 condition: the sale price. He even authorised us to communicate it right from the start, which is rare.<\/p>\n

What role did you play as business transfer experts?<\/strong><\/h3>\n

I\u2019d say we play several roles. First, we act as informers. By conducting a full diagnosis, we provide the seller with all the information they need to decide whether or not to launch the sale process. This includes the valuation, of course \u2014 an estimate of the price the seller can realistically expect. As part of that informer role, we then produce an information memorandum to present the company to prospective buyers. Next comes the time for meetings between the seller and buyer(s). In those early contacts, we often take a step back while still being there if needed. Both sides need to get to know each other and build a relationship without a third party shaping the conversation too early.<\/p>\n

Then comes the negotiation phase<\/strong><\/h3>\n

After those initial meetings, we step into our main role: negotiator, and at the same time, coach to the seller. We work to collect the best offers, analyse them according to the type of deal (sale of the holding company or the operating company, with or without real estate), and advise the seller on which offer is most interesting.<\/p>\n

Once a buyer is selected, a second round of negotiation begins \u2014 longer, more intense. That\u2019s when we act as facilitators. Reaching this stage means things have gone well so far \u2014 and yet, this is often where it gets tough. Emotions tend to run high. Our job is to ease the dialogue, even during difficult conversations where several contractual conditions are discussed in parallel.<\/p>\n

We also play the role of translators. Sales agreements are often hard to decipher for those unfamiliar with legal jargon. We translate this technical vocabulary so that the seller fully understands what they\u2019re signing up for.<\/p>\n

What was the outcome of Risterm\u2019s sale process?<\/strong><\/h3>\n

Risterm was ultimately acquired by a competitor, who made an offer in what we call the \u201chigh range.\u201d In such a niche market like industrial valve maintenance, this makes sense: absorbing a competitor into your group can justify a premium price, just to be the chosen buyer.<\/p>\n

Being bought by a competitor, is that common?<\/strong><\/h3>\n

Yes, quite. With one signature, the buyer strengthens their position in the market, expands their offering, creates synergies across their entities, or simply enjoys not having to deal with that competitor anymore.<\/p>\n

Isn\u2019t that a hard option for the seller to accept?<\/strong><\/h3>\n

It\u2019s often not the seller\u2019s first choice, that\u2019s true. But it\u2019s not something we recommend ruling out too early. After all, who\u2019s better equipped to ensure your company\u2019s future than someone in the same field?<\/p>\n

In Risterm\u2019s case, of the four offers received, three were significantly below what the seller expected. The financial argument made a difference.<\/p>\n

When this kind of scenario arises, two things are crucial for us:<\/strong><\/h3>\n
    \n
  1. \n

    \u201cIt\u2019s not sold until it\u2019s sold\u201d: until the process is fully completed, we strictly limit access to sensitive information. No way we\u2019re handing over the \u201csecret sauce\u201d to a competitor unless we\u2019re sure the deal is going through. If it falls apart, the consequences could be serious.<\/p>\n<\/li>\n

  2. \n

    \u201cSelling to a competitor? Fine \u2014 but be prepared,\u201d competition between the two might have been fierce for years. Before moving forward, we openly discuss the implications with the seller. We help them anticipate how to handle communications with their team to ensure a smooth transition. Whatever path they choose, it\u2019s vital that the seller feels comfortable with it.<\/p>\n<\/li>\n<\/ol>\n

    Did working with an expert make a real difference in Risterm\u2019s case?<\/strong><\/h3>\n

    Without a doubt! A group like Engie usually targets bigger companies than Risterm. Here, they made an exception \u2014 not only because it was a particularly smart investment, but also because a business transfer expert had been brought in to manage the deal. For the seller, it\u2019s also reassuring to have guidance and support when negotiating with such a large player. The fact that he came to us for the third time says a lot.<\/p>\n

    A big thank-you to all the parties involved for their trust throughout the process \u2014 and to everyone who helped make the deal happen, including Ma\u00eetre Deprez<\/strong> (Cabinet Taquet, Clesse & Van Eeckhoutte \u00e0 Li\u00e8ge).<\/a><\/em><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

    This wasn\u2019t the first time we worked with this client. As the majority shareholder of the holding company that owned Risterm, he had already sold two of its subsidiaries with BestValue\u2019s support. In 2020, he contacted us again, this time to sell the group\u2019s last entity: Risterm \u2014 a company specialised in industrial valve maintenance, […]<\/p>\n","protected":false},"author":2,"featured_media":14659,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[81],"tags":[60],"class_list":["post-15044","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-sell","tag-press-releases"],"acf":[],"yoast_head":"\nIndustrial business transfer: the Risterm case<\/title>\n<meta name=\"description\" content=\"Acquiring an industrial company from a competitor? 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