Finding funding for a business takeover
- KVK Editors
- Background
- 10 November 2024
- Edited 9 July 2026
- 2 min
- Managing and growing
- Finance
Are you thinking of taking over a business? If so, you will usually need financing. Thorough preparation and expert advice are essential. Seek advice from an independent adviser. And never rely solely on the advice of the seller’s adviser. Below, you can read about the specific types of financing available for a business takeover.
Ways to finance a takeover
You can finance a takeover in different ways. In most cases, you combine financing forms. This is called stacked financing or a financing mix. The most common forms of financing for a takeover are:
- a business loan or microcredit
- investment
- crowdfunding
- financing from the seller.
A specialist financing adviser with the quality mark Erkend Financieringsadviseur MKB (Approved SME Financing , in Dutch) can help you with this.
Use the Financing Finder tool
The Financing Finder will will help you discover which types of financing suit your business plans. Answer the questions in the Financing Finder Tool and you will see which types of financing are of interest to you and which financiers offer these types of financing.
Guide to taking over a business
There are many things to arrange when taking over a business. Use our guide to taking over a business to learn about all the different things you need to do.
Special forms of financing for business takeovers
Sometimes there are special forms of financing available in a business takeover. The seller provides these forms of financing. You and the seller make an agreement with each other.
Subordinated loan from the seller
The seller can provide the buyer with a subordinated loan (achtergestelde lening). This means that the seller leaves money in the business. In the event of insolvency, this loan is only repaid once other loans have been settled. The amount is ususally treated as if it were equity. This increases your equity, making the key financial ratios (balance sheet ratios) look much more favourable to other lenders.
The seller takes on more risk in this arrangement and must therefore have confidence in you as the buyer. For other financiers, this is a positive sign. An example of a business acquisition involving a subordinated loan from the seller can be found in the calculation examples below.
Profit entitlement
With profit entitlement (winstrecht), a profit-sharing agreement, you agree that the seller will receive a pre-agreed percentage of the profits for a number of years. This reduces the purchase price for you and means you need less financing. You can finance the portion of the purchase price that you have to pay immediately through a lender or perhaps from family or friends. You can find an example of a purchase with a profit-sharing agreement in the calculation examples below.
The earnout arrangement
With an earnout arrangement, you only pay (part of) the takeover price if you achieve the predetermined turnover or profit target. An earnout is particularly suitable if the takeover fee includes a large amount of goodwill. Goodwill is difficult to finance. It is the difference between the takeover price and the book value of the company. Usually, it is the invisible value of a business. For example, its good reputation, a large customer base, or a unique recipe that makes a bakery stand out. The benefit of the earnout arrangement is that you only pay the goodwill if you achieve the previously agreed targets. You can find an example of an acquisition involving an earn-out arrangement in the calculation examples below.
Hire purchase
With hire purchase (huurkoop), you rent or lease the business. The business is yours only after you make the final payment. That means you do not have to finance the purchase price. You pay it from the proceeds of the next few years. Keep in mind that the business is not yours yet during the hire purchase period. You can find an example of a hire-purchase takeover in the calculation examples below.
Gradual takeover
You can also opt for a gradual takeover. This can be done in various ways. The legal structure of the business, for example, eenmanszaak or BV, will affect how this is done. You must cooperate with the selling party during the takeover. This can be a disadvantage. For a gradual takeover, always ask for guidance from a specialist, such as an accountant or tax adviser.
Examples of calculations for takeover financing
You take over a wholesaler for €500,000. You finance a quarter with equity capital, the bank finances half, and the remaining €125,000 is provided by the seller via a subordinated loan. You agree with the bank to repay the loan in 5 years. You agree with the seller that you will only repay the subordinated loan after the bank loan has been repaid.
You can take over a consultancy firm for €100,000. You agree with the seller that you pay €90,000 now and that the seller is entitled to 10% of the profits for the next 3 years. The first year's profit is €50,000, the second year €55,000, and the third year €60,000. So you must pay the seller €5,000 + €5,500 + €6,000 = €16,500.
You take over an accounting firm for €100,000. The main value is in the customer base you take over. Because there are no contracts with customers, it is uncertain whether this business is worth the takeover price. You can solve this with a financing mix. You bring in €20,000 of your own money and finance €30,000 through microcredit or another loan. For the remainder, you agree on an earnout arrangement with the seller. You pay this amount across 2 years, for example, but only if a predetermined profit is made from the acquired customer base.
You take over a restaurant for €250,000 in a hire purchase arrangement. You agree with the seller that you will rent the business for 10 years for €25,000 per year. Only when you have paid the last instalment will the business be 100% yours.
Help with business financing
The Financing Guide helps you find your way in financing your business. Do you still have questions? Call the helpline on 088 585 11 11 or ask an expert.


