A new Rawson division brings structure, credibility and national reach to the complex process of buying and selling businesses in South Africa.

The Rawson Property Group has officially expanded its service offering with the launch of Rawson Business Brokers – a new division focused on facilitating the sale and acquisition of businesses across South Africa.

The division, which became fully operational in November 2025, reflects growing demand for professional support as more entrepreneurs look to sell established businesses and investors seek acquisition opportunities.

According to Rawson Property Group MD Tony Clarke, the launch represents an important evolution for the brand, as well as the broader industry.

“This is a huge milestone for Rawson and a great opportunity for South African business owners, buyers and investors,” he says. “It’s a game-changing step that reflects our ongoing commitment to innovation and expanding the services we offer to the market.”

A changing market for business sales

The launch comes at a time when South Africa’s business landscape is seeing a noticeable shift, with many business owners turning their attention to succession planning.

According to Marius Maré, Director of Rawson Business Brokers, this shift is creating increasing demand for credible brokerage services.

“We’re seeing growing levels of business exits, succession transitions and entrepreneurial activity,” he says. “That combination is creating demand for professional guidance through what is often a complex and high-value process.”

Bringing business brokerage into a national network

Maré explains that business brokerage has historically operated in fragmented spaces – often without the scale or support structures available in more established sectors.

“Bringing it into the Rawson structure places it within a recognised national brand with strong governance and a clear ethical framework. That increases confidence for both buyers and sellers.”

There are also significant strategic advantages to integrating business brokerage into a well-established property brand with a national footprint.

“In many commercial transactions, the property and the operating business are closely linked,” says Maré. “Being part of a property group means we can address both aspects of the transaction in a coordinated way, with our combined expertise enabling us to provide a more integrated solution and manage transactions more effectively.”

The partnership also gives Rawson Business Brokers access to the reach, infrastructure and national footprint of the wider Rawson network, helping connect sellers with a broader pool of potential buyers.

More than just connecting buyers and sellers

Successfully selling a business involves far more than simply connecting the right parties, however.

“Selling a business is really a structured journey,” explains Thurston Hillebrand, Operations Director of Rawson Business Brokers. “Each stage builds on the last, and skipping steps can introduce risk or reduce the value of the transaction.”

The process begins long before potential buyers are even approached. First, a comprehensive valuation examines the business’s financial performance, cash flows, assets, liabilities and market position. This allows the business to be positioned with a realistic and defensible value.

Brokers then focus on preparing the business for market – compiling detailed information packs, analysing growth potential and carefully structuring how and when information is shared.

“Confidentiality is critical,” says Hillebrand. “You don’t want staff, suppliers or competitors becoming aware that a sale is underway before the timing is right.”

Only once preparation is complete do brokers begin identifying and engaging suitable buyers. Pre-qualification helps ensure discussions are focused and productive while protecting the seller’s time.

The process then moves through due diligence, negotiations and legal agreements before ownership is transferred and the operational handover takes place.

“Each phase plays a role in protecting value and ensuring the transaction runs smoothly,” says Hillebrand. “Professional guidance helps keep the process structured, secure and focused on achieving the best possible outcome.”

Managing both complexity and emotion

Beyond the financial and legal complexities of a transaction, selling a business is often one of the most personal decisions an entrepreneur will ever make.

“For many owners their business represents years of sacrifice, late nights and personal investment,” says Maré again. “It’s often their biggest financial asset and a key part of their retirement plans.”

Because of this, the decision to sell can carry significant emotional weight.

“Our role is to guide business owners through that process,” Maré explains. “By managing the negotiation and transaction process professionally, we help remove emotion from the deal so decisions can be made strategically.”

This also allows business owners to remain focused on running their companies during the sales process.

“As the broker manages the transaction, the seller can concentrate on maintaining the value of the business,” says Maré. “That partnership is essential to achieving the best possible outcome.”

Protecting value through professional guidance

Attempting to sell a business without professional support can expose both buyers and sellers to unnecessary risks.

“On the surface it can appear straightforward,” Hillebrand explains. “But in reality, a business sale is a layered financial, legal and operational process.”

Mispricing is one of the most common issues, with sellers either undervaluing their businesses or setting unrealistic expectations that deter buyers. Poorly structured deals can also lead to tax complications, legal disputes or operational disruptions after the sale.

Confidentiality is another critical factor.

“If word spreads that a business is for sale, it can create uncertainty among staff, suppliers and customers,” says Hillebrand. “A professional broker manages controlled disclosure and pre-qualifies buyers to protect the business while the process unfolds.”

Trends shaping business acquisitions

Despite broader economic pressures, interest in acquiring established businesses remains strong across several sectors.

“We’re seeing renewed appetite from strategic buyers who would rather acquire an established operation than start from scratch,” says Maré.

Franchise and retail-related businesses remain particularly active, especially those with strong systems and proven cash flows. Technology-enabled service businesses – including IT support and digital services with recurring revenue – are also attracting growing interest from buyers looking for scalable opportunities.

Manufacturing and specialised industrial businesses are showing encouraging activity as well, particularly those with niche capabilities or export potential.

While demand remains healthy, Hillebrand notes that buyers are becoming increasingly selective.

“Buyers today are generally more cautious and focused on return on investment,” he says. “They want clear financials and a solid understanding of future operating costs.”

Planning ahead for a successful exit

For business owners who may be considering selling in the future, Hillebrand advises beginning the planning process well before the decision becomes urgent.

“Selling a business is one of the biggest decisions an owner will ever make,” he says. “The good news is that thinking ahead already gives you a significant advantage.”

Even if a sale is years away, early preparation helps owners understand the value of their businesses and identify opportunities to strengthen profitability.

“It’s not necessarily about being ready to sell today,” Hillebrand explains. “It’s about being ready to plan. The most successful exits rarely happen on a whim.”

Up-to-date financial records, strong management structures and reduced reliance on the owner can all make a business more attractive to potential buyers.

“Ultimately, when you prepare early, you’re not forced into decisions. You can take the time to find the right buyer and achieve the best possible outcome.”