執筆者 James Chae — エキスパート・サピエンス共同創業者
レビュー済み 3月 2026
Business Strategy
定義
A planned approach for a business owner or investor to liquidate or transfer their ownership stake in a company, typically through a sale, merger, IPO, or succession plan.
An exit strategy defines how and when an owner, founder, or investor will realize the value they have built in a business. Far from being an admission of failure, a well-planned exit is the capstone of a successful business-building journey — and for venture-backed companies, it is the primary mechanism through which investors receive their return. The four most common exit paths are strategic acquisition (being bought by a larger company), financial acquisition (being bought by a private equity firm), initial public offering (listing shares on a stock exchange), and management buyout or succession transfer.
Strategic acquisitions are the most common exit for startups and growth-stage companies. A strategic buyer — typically a larger company in the same or adjacent industry — pays a premium for the target's technology, customer base, team, or market position. The acquirer's internal synergies often justify a purchase price that a purely financial buyer cannot match. Financial buyers (PE firms) focus on cash flow multiples and leverage, typically acquiring profitable businesses with stable revenue and implementing operational improvements before re-selling.
IPOs provide founders and early investors with liquidity through public market participation, but the bar is high: companies typically need $100M+ in revenue with strong growth rates and auditable financials to attract institutional interest. The process is expensive (underwriting fees, legal, compliance), time-consuming (12–18 months of preparation), and subjects the company to quarterly earnings scrutiny and public disclosure obligations.
Succession planning — passing the business to family members or a management team — is the dominant exit path for owner-operated businesses outside the venture ecosystem. It requires careful structuring for tax efficiency, management capability assessment, and often seller financing to bridge the valuation gap.
Building toward a specific exit type should shape strategic decisions years in advance: which metrics matter to acquirers in your space, what legal structure optimizes for a PE buyout vs. a strategic sale, which ESOP structure aligns management incentives with an exit, and how to avoid deal-killers (undocumented IP ownership, messy cap tables, pending litigation) that surface in due diligence.
Many founders treat exit planning as something to think about later — but the decisions made early in a company's life (legal structure, IP ownership, equity issuance, employment agreements) directly determine how clean and lucrative an eventual exit will be. Waiting until you have a term sheet on the table to address these issues is expensive and sometimes fatal to the deal.
A combination of business strategy consultants and M&A lawyers can help you build toward your target exit from day one, ensure the business is consistently positioned as an attractive acquisition target, and navigate the transaction itself when the time comes.
執筆者 James Chae — エキスパート・サピエンス共同創業者
レビュー済み 3月 2026