Strandberg: How to Choose the Right Buyer for Your Business

If you’ve built a thriving tire business — whether a single-location shop with deep community ties or a growing, multi-location dealership — there will come a day when you seriously consider selling. For many owners, the first thought is about securing the highest price. You want to make sure you’re rewarded for the value you’ve built.

But an equally important and often overlooked question is, “What happens after the sale?” 

The right buyer not only determines the value you get at closing, but also shapes the future of your business, your employees and your legacy.

Not all buyers are created equal and each category comes with its own priorities, strengths and challenges. Here’s a look at four of them:

National consolidators. You know of these guys and you know they are looking for acquisitions that fit neatly into their existing operations — meaning that strong locations, volume potential and operational alignment are key. They often have the resources to pay top dollar and can integrate your business quickly. The trade-off is you may see your branding, processes and culture change rapidly.

Regional consolidators. Regional groups tend to blend some of the scale advantages of the larger consolidators with a more personal, market-focused approach. They’re often looking for strong local reputations and see value in keeping your name and team intact. These buyers can be particularly attractive if preserving your brand matters to you.

Private equity groups. Private equity buyers focus heavily on existing scale, future scalability, clean financials and growth potential. They may invest in your business directly or will partner with an existing operator. Their goal is long-term value creation, often with an eye toward selling again in three to seven years. While they can be aggressive in growth strategies, they often retain strong management teams that give them room to lead.

Individual operators. These buyers may be entrepreneurs who are looking to own and operate a single business or expand a small portfolio. They often bring a personal, hands-on approach and may be more willing to keep things as they are, operationally. However, their access to capital can be more limited than institutional buyers, potentially impacting the purchase price or deal structure.

Before you ever take your business to market, think about what matters most to you. Is it maximizing the sale price? Ensuring your employees have a great future? Preserving your brand? Serving the same customers for decades to come? Once you know your priorities, you can align your preparation accordingly.

The more clearly you position yourself, the more likely you are to attract the right buyer and spark competitive interest that can increase your valuation. Many owners see the closing table as the finish line. In reality, it’s the start of a new chapter for you, your team and your customers. Post-sale integration can bring new systems, reporting requirements and management structures. Even in a smooth transition, your role will shift.

If you’re staying on for a period after selling your business, understand how your responsibilities will change and what authority you’ll retain. If you’re leaving immediately, ensure that your leadership team is prepared to operate without you. Either way, staff will look to you for reassurance during the transition and customers will want to know that the quality and service they trust will remain intact.

Based on what I’ve seen in deals over the years, here are a few realities that catch sellers off guard:

Cultural shifts. Even if operations stay the same, company culture often changes under new ownership.

Process overhauls. New owners may introduce different software, reporting requirements and/or operational procedures.

Integration timelines. Some buyers move quickly to make changes, while others take a gradual approach.

Your role. Even when there’s an agreement to keep you involved, it’s often in a different capacity and your decision-making authority may be limited.

By anticipating these changes, you can set clear expectations with the buyer and your team, helping avoid friction after the deal closes. 

Ultimately, selling your business is about more than just the numbers. The highest offer on paper isn’t always the best choice if it comes with strings attached that don’t align with your vision for the future. When you match your goals with the right buyer, you set the stage for a smoother transaction, a stronger post-sale transition and a legacy you can be proud of.