M&A Strategy
Fasadgruppen uses acquisitions to strengthen its geographical presence, service offering and expertise. Acquired companies continue to operate with a high degree of autonomy and under their own brands, while benefiting from collaboration, joint purchasing agreements and operational support functions.
Fasadgruppen has an active acquisition strategy that aims to broaden its geographic presence and strengthen its offering and so create value for subsidiaries, customers and shareholders. In addition to acquiring new Group companies, add-on acquisitions are also made to existing subsidiaries with the aim of increasing expertise and reaching critical mass. Fasadgruppen applies a number of acquisition criteria such as good profitability, geographic location and long-term management. When identifying potential acquisitions, considerable emphasis is placed on the management’s entrepreneurial skills and on the company’s strategic matching with Fasadgruppen.
- The company: Should provide structural capital, cross-selling opportunities and a high level of craft expertise. At the same time, the company should show a stable historical development in terms of profitability, growth and cash flow, and preferably a high proportion of revenue from renovation projects.
- Management: Should consist of competent entrepreneurs who fit naturally into Fasadgruppen's corporate culture and who are willing to commit to Fasadgruppen's future plans.
- Market: The acquisition candidate should have a strong local market position and be active in a region with a growing market.
Why Fasadgruppen?
The Nordic countries have a very large number of companies active in work on building envelopes. Many are run by skilled entrepreneurs with strong local market positions and customer relationships. Fasadgruppen's business model is based on the acquired companies continuing to operate as before, but with access to economies of scale such as centralised purchasing agreements with better prices and resource sharing within the Group. Fasadgruppen also provides the companies with various support functions that are often more developed than the entrepreneur's own, for example in HR and financial reporting. In this way, the character of local operations is preserved, but with new complementary strengths and advantages.
Once a company has been acquired, integration commences immediately, focusing on efficient processes, without risking disruptions to day-to-day operations.
Synergies and cooperation
For many business owners, taking their life's work or that of a former family member into a new context is often a life-changing decision associated with many emotions. Fasadgruppen is founded on the true entrepreneurial spirit of two family businesses that came together to create the group, leaving its mark on all levels of the organisation.
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