Guide
January 24, 2025
Preston Ochsner
Finding the Right Buyer: Why a Targeted Approach Yields Higher Offers
When it comes to selling a retail energy company, it’s not just about finding a buyer — it’s about finding the right one.
Too often, sellers cast the net wide, hoping a larger pool of bidders will drive up the price. But in M&A, more doesn’t always mean better. In fact, a shotgun approach often leads to shallow offers, wasted time, and deals that fall apart late in the game.
The smarter play? Go targeted.
Why Targeting Works
A targeted approach means identifying and engaging buyers who truly understand your business, your market, and your potential. These buyers don’t need to be sold on your sector — they’re already looking to grow within it.
They value your customer base.
They understand your regulatory complexity.
They see synergy — not just surface metrics.
That alignment often leads to higher offers, faster timelines, and smoother negotiations.
The Cost of a Wide Net
When you push your deal out broadly, you run a few risks:
• Tire kickers. Buyers who aren’t serious can stall the process.
• Valuation drift. Misaligned buyers tend to undervalue key assets or ignore growth potential.
• Confidentiality leaks. The more parties involved, the greater the risk to your brand and operations.
It’s not just about money — it’s about momentum. And losing it mid-process can kill a deal entirely.
What a Targeted Process Looks Like
A skilled M&A advisor doesn’t just throw your business on the market. They map the buyer landscape, profile ideal acquirers, and quietly engage those with strategic alignment.
For retail energy companies, that might include:
• Regional players looking to expand customer share
• Infrastructure-backed platforms consolidating the space
• PE-backed roll-ups with a clear buy-and-build thesis
This approach turns your exit into a curated sale — not a chaotic auction.
Higher Offers Come From Higher Fit
In M&A, the best price often comes from the buyer who wants it the most — not necessarily the one with the biggest balance sheet. When buyers see strategic value, they’re willing to pay a premium.
And that premium? It’s not luck. It’s the product of a targeted process, built on insight, fit, and timing.
When it comes to selling a retail energy company, it’s not just about finding a buyer — it’s about finding the right one.
Too often, sellers cast the net wide, hoping a larger pool of bidders will drive up the price. But in M&A, more doesn’t always mean better. In fact, a shotgun approach often leads to shallow offers, wasted time, and deals that fall apart late in the game.
The smarter play? Go targeted.
Why Targeting Works
A targeted approach means identifying and engaging buyers who truly understand your business, your market, and your potential. These buyers don’t need to be sold on your sector — they’re already looking to grow within it.
They value your customer base.
They understand your regulatory complexity.
They see synergy — not just surface metrics.
That alignment often leads to higher offers, faster timelines, and smoother negotiations.
The Cost of a Wide Net
When you push your deal out broadly, you run a few risks:
• Tire kickers. Buyers who aren’t serious can stall the process.
• Valuation drift. Misaligned buyers tend to undervalue key assets or ignore growth potential.
• Confidentiality leaks. The more parties involved, the greater the risk to your brand and operations.
It’s not just about money — it’s about momentum. And losing it mid-process can kill a deal entirely.
What a Targeted Process Looks Like
A skilled M&A advisor doesn’t just throw your business on the market. They map the buyer landscape, profile ideal acquirers, and quietly engage those with strategic alignment.
For retail energy companies, that might include:
• Regional players looking to expand customer share
• Infrastructure-backed platforms consolidating the space
• PE-backed roll-ups with a clear buy-and-build thesis
This approach turns your exit into a curated sale — not a chaotic auction.
Higher Offers Come From Higher Fit
In M&A, the best price often comes from the buyer who wants it the most — not necessarily the one with the biggest balance sheet. When buyers see strategic value, they’re willing to pay a premium.
And that premium? It’s not luck. It’s the product of a targeted process, built on insight, fit, and timing.
Other Insights
