Mergers and Acquisitions

OUR GROWTH AND
DIVERSIFICATION STRATEGY
 

The organisation into business units helps us to put customer benefit at the centre of our efforts and to live entrepreneurship.

With the acquisition of STOLL in 2020, we now have an additional textile manufacturing technology.  STOLL has been integrated as an independent business unit into our group, will keep its strong brand  name and is ready for further growth. 

Our aim of continued inorganic growth goes beyond the limits of the textile world. We are interested in  companies that are leading in their respective field and ideally have strong brands. The technologies  should match or complement our expertise. Also, it is important  that we have the same corporate  culture and values.

OUR FOCUS

We are interested in investing in companies, carve-outs, spin-offs preferably supporting succession situations in family businesses.

The following search spectrum are of particular interest to us:

INDUSTRY: Capital goods and services
FUTURE: Future-focused fields sustainability and circular economy.

Of course, we will also continue to be interested in opportunities for expanding our spectrum in the area of TEXTILE. We are particularly interested in family businesses that share our values and corporate culture.

START-UP:  Start-ups, once beyond the establishment phase, are also a good match for us.

HOW WE SEE OURSELVES
 

The KARL MAYER GROUP is a family-owned business with 3.100 employees worldwide.

We produce and develop where our customers business is.

A robust strategy that aims for sustainable and long-term success, coupled with a  strong financial background, puts us in the position to shape markets.

OUR AREAS OF EXPERTISE
 

Uncomplicated processes involving a small group of stakeholders guarantee prompt decision-making  even in complicated situations.

For us, transaction security means: We use our own funds for financing and benefit from clear, well-organised structures and flat hierarchies.

The essential expertise to handle merger and acquisition processes, we have inhouse. We will only  involve external expertise in later stages when transaction-specific details become important.

INTEGRATION

A sensitive approach to post-merger integration is important to us.

We use the term synergy in the actual sense of the word: cooperation. We expect to learn from each  other, combine our areas of expertise, and jointly develop and grow.

We allow plenty of time for important changes of direction, we take as long as it needs, we prepare  ourselves well and act with prudence. Our financial independence puts us in the comfortable position  of having to consider only our own corporate aims.