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Brandenburg

Top-tier care provider with the perfect blend of services: outpatient care and assisted living, second-level management

After many fulfilling years marked by commitment, compassion, and professional dedication, our outpatient nursing service is now ready to be handed over. What has developed over the years is far more than just a business: it is a well-established care model, built on trust, reliability, personal connection, and genuine compassion. Today, 18 dedicated and qualified staff members provide professional and personalized care to approximately 85 clients. A key component of our company is the assisted living facility, which is directly connected to our headquarters and currently has 13 residents. The close integration of our home care service and assisted living facility enables continuous care and contributes significantly to the company’s financial stability. Approximately 40% of revenue is generated through the assisted living facility. As an established care provider in a rural area, we enjoy an excellent reputation. High demand, a loyal client base, long-tenured employees, and a catchment area with relatively little competition ensure a stable order situation. Recommendations from clients, family members, and employees have played an important role in this for years. A key factor in our success is our personal and family-oriented corporate culture. Despite our professional structures, we have succeeded in maintaining close relationships with employees, clients, and family members. Respectful interactions, short decision-making processes, and individualized care foster a strong sense of loyalty—both among our clients and our employees. This not only strengthens our reputation but also contributes to low turnover and long-term employee retention. Employees were informed early on and openly that a business succession was planned. The planned handover is therefore well-known within the team and has been communicated transparently. The feedback has been positive; there are currently no signs of departures related to the succession. This offers a future owner the opportunity to build on a well-coordinated and stable team and to shape the transition collaboratively with the existing staff. At the same time, the company is organized in such a way that the operational care business is already managed largely independently of the owner. Two care service managers are responsible for the core business. The current owner’s responsibilities primarily lie in the areas of administration, human resources management, and billing. This means that robust management structures are already in place for a successor to build upon. The operational framework is also solid. There is no backlog of investments, nor are there any outstanding financing obligations. Vehicles, IT, and other operational needs are managed in collaboration with reliable regional partners and service providers, ensuring that technical or organizational issues can generally be resolved quickly. The home care service is therefore not a business that needs to be built from the ground up or fundamentally restructured, but rather an established, profitable, and well-run operation with stable structures and a strong foundation for further growth. At the same time, there are attractive opportunities to further expand the existing model—for example, by making greater use of existing capacities, broadening the range of services, or further developing assisted living. We are seeking a dedicated individual, an existing care service provider, or an operating entity that will take over the business with respect for what has been built up over time while also providing its own impetus for the future. A thorough, personalized onboarding process and a structured handover are, of course, guaranteed. The goal is to offer the greatest possible continuity to employees, clients, and the future owner. Anyone looking to take over not just a care service, but an established, holistic care concept with a loyal team, stable demand, and long-term prospects will find a rare opportunity here.

Revenue
1,230,000 €
Earnings
181,500 €
Employees
18
View listing

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Buying a company vs. buying a firm

Buying a company means acquiring an independent organizational unit that regularly carries out an economic activity. A company can consist of one or several business operations. An individual can also found such an independent unit if they regularly carry out an economic activity — in that case it is called a sole proprietorship. As a rule, sole proprietors don't have to register in the commercial register; without that registration, they don't legally count as a "firm." A trade name, colloquially a "firm," is the name under which a company or sole proprietor appears publicly and conducts its business. Buying "a firm" therefore technically means acquiring the company's name or trading name. In everyday use, though, it's used interchangeably with buying a company — i.e. acquiring the entire business.