Buy Then Build: How Acquisition Entrepreneurs Outsmart the Startup Game

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But it does have outstanding benefits compared to the more traditional entrepreneurial models, and can help a lot of people reach their dream of owning and operating a business. The examples are mostly from the US, but the wider insights and terminology can definitely be applied at an international scale. I would have rated it higher if there were fewer typos, and if it didn't read as much as a checklist (though that is likely appropriate). There are a lot of people doing this, and they are unlocking trillions in value and living the entrepreneur lifestyle.

Acquisition entrepreneurship is the next model to do business, and it requires a combined skill set found in entrepreneurs with a renewed vision. Louis, where he received the Declaration of Accomplishment in Entrepreneurship award from the Skandalaris Center of Innovation and Entrepreneurship. The thesis is based on the assumption that small-medium existing businesses already went through the initial turbulent phases and survived, thus offering the acquirer the opportunity of capitalize on existing assets and processes, and benefiting from a solid platform for brand/product/manufacturing extensions and diversifications, without starting from zero. This book grossly oversells the opportunity of entrepreneurship through acquisition and irresponsibly excludes numbers that go against the book's pitch. John Gillardi was the former director of product management for Microsoft Services and the CEO of our startup, ViewPoint.

To this end, he advises new owners to reassure employees about job security and communicate the benefits of the new management. I really enjoyed learning about Walker's process and the many fascinating statistics he brings to prove why acquisition is normally the way to go.

If the goal for entrepreneurship is to mitigate all risk associated with a venture, then the fastest and least riskiest path is to acquire resources that generate sustainable revenue by injecting the least amount of personal capital, not to build from scratch. I’ve also grown through add-on acquisitions, which has proven to be less expensive and more successful than driving growth exclusively through sales efforts. I needed a high-quality source of information for how to acquire an existing company, but it didn’t exist. This involves learning the necessary ropes from the previous owner, attempting to maintain existing client relationships, and making strategic and operational changes to drive growth. Or for those that need more capital or want to go really big, stretching into the middle market, there are groups of investors and private equity firms out there who support deals just like this.Es difícil saber lo que no sabemos (y empieza a ser peligroso económicamente si nuestro medio o filtro de información tiene incentivos para mostrar un panorama muy positivo y nos incita a "tomar acción"). Walker Deibel is an entrepreneur and investor who has co-founded three startups, acquired seven companies outright, and has consulted or participated in over 100 business transactions. I do find the subject quite intriguing (which is why I read the book), and having gone through an acquisition and multiple tuck-ins, it was nice to take a step back and truly codify the process.