A significant share of Swiss SMEs will face the succession question in the coming years. Three paths are common: handover within the family, sale to one’s own management (management buy-out) or transfer to an external buyer. Each path has its own requirements in terms of time, financing and taxes and brings its own opportunities and risks.
Regardless of the path, preparation determines success. A clean succession needs several years of lead time, a realistic company valuation, orderly figures and contracts, and clarity about what truly matters to the owners — price, continuity for the team or the survival of the brand. Those who start too late unnecessarily limit their own options.
A succession is never merely a financial transaction but also an emotional and cultural transition. The departing owner often hands over their life’s work; employees, customers and suppliers watch the change closely. A good succession therefore also carefully plans communication, the transition phase and the role of the previous owner after handover.
It is often underestimated how long the search for the right solution takes and how closely tax and legal questions are tied to valuation. That is precisely why it pays to involve expert support early — for valuation, structuring and the preparation of the figures, for example. This keeps the negotiating position strong and the handover predictable.
Where there is no in-family solution, a long-term-oriented holding can be a reliable alternative to a classic sale: the company stays independent but is embedded in a stable group. HOSCH Holding sees itself as such a partner and can also offer, through its participation Planet GmbH, fiduciary support with valuation and preparation. Anyone planning a succession can present their company to HOSCH Holding discreetly and without obligation.