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Sell a company: Other: create a listing on company.ch with category, location, guide price and handover. Choose open, discreet or anonymous visibility while private seller data stays protected.
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Selling a business that does not fit a standard category: value, evidence and handover
When selling a business that does not fit a standard category, the listing should explain the exact offer, revenue model, transferable assets and contracts, operating requirements and reason it belongs outside the standard categories. Buyers need evidence that the operation, people and rights can continue after completion without exposing identifying commercial information, personal data, trade secrets, security details and third-party confidential material in the public offer.
Explain what creates value when selling a business that does not fit a standard category
The public profile should make the exact offer, revenue model, transferable assets and contracts, operating requirements and reason it belongs outside the standard categories measurable and separate recurring performance from one-off results. It should also state what the owner still handles personally and which assets, contracts or premises are part of the proposed sale.
Prepare the evidence a buyer will request
Prepare a tailored financial history, the contracts and rights that produce revenue, asset ownership, staff and supplier dependencies, permits and a clear sale-perimeter schedule. Reconcile every financial summary to the same sale perimeter and identify consents, licences or third-party rights that require a separate check.
Reach buyers with the right operating fit
Strategic buyers and hands-on successors can fit when the listing states the unusual capabilities, capital or permissions the operation requires. The listing should make essential qualifications, capital, location and owner involvement clear enough to filter enquiries without narrowing the search to a single buyer type. Keep identifying commercial information, personal data, trade secrets, security details and third-party confidential material out of the public listing and first document pack. Use anonymised concentration, ranges and role descriptions until a buyer has been qualified and the information is needed for review.
Plan continuity through the handover
Create a bespoke transition checklist around the assets, relationships, access and responsibilities that actually make the operation work. Assign responsible people, dates and completion evidence rather than describing the seller's support only as an undefined transition period.
Related seller guidance for a business that does not fit a standard category
Explore the relevant industries or return to the main seller page: sell a company.
Questions to resolve before selling a business that does not fit a standard category
How should I explain why the business sits outside the standard categories?
Use several comparable periods and show the figures that explain the exact offer, revenue model, transferable assets and contracts, operating requirements and reason it belongs outside the standard categories. Separate recurring operations, exceptional events, owner adjustments and any assets or costs outside the proposed transaction.
What must I define about the shares, operating activity or individual assets included in the sale?
Prepare a tailored financial history, the contracts and rights that produce revenue, asset ownership, staff and supplier dependencies, permits and a clear sale-perimeter schedule. Start with aggregated information, then release original documents in a controlled process once the buyer and transaction fit are credible.
Which evidence can support my valuation when direct market comparisons are scarce?
Test how the exact offer, revenue model, transferable assets and contracts, operating requirements and reason it belongs outside the standard categories would change when the current owner steps back. Identify reliance on individual customers, employees, contracts, premises or permissions and explain the practical measures available to reduce that dependence.
How can specialist know-how and unusual operating responsibilities be retained after I leave?
Create a bespoke transition checklist around the assets, relationships, access and responsibilities that actually make the operation work. Turn these topics into a timetable with owners, access, introductions and a clear point at which the buyer operates independently.