The UK was once sublime at selling itself abroad, from the Royal Family and Rolls Royce to Jaguar and BP, British institutions and companies effortlessly maintained a certain inimitable global cachet. Of course, as the decades passed, the UK eventually became synonymous with flogging anything that wasn’t nailed down as Harrods, The Savoy, Manchester United and even Walkers Crisps joined Phantoms and E-Types in scuttling out the door.

Over the years, we’ve found international buyers and investment for swathes of UK SMEs. For example, we sold Formula One simulation experts Canopy to global motoring brand Michelin; secured £40m of equity investment for life sciences innovators CatSci from Paris-based Keensight Capital; and managed the £31.5m sale of Nanopharm, the world’s leading provider of orally inhaled and nasal drug product design and development services, to Aptar Pharma from the United States.

So, if you’re a UK SME, how do you make your business attractive to international buyers and investors?

What Truly Matters to International Buyers & Backers

International buyers and investors face unique challenges when acquiring businesses overseas, so what truly sets your UK SME apart on the global stage? First and foremost, robust and trustworthy management is essential - overseas acquirers need to know they can rely on a leadership team capable of running the business independently and transparently, even when direct oversight is limited.

A simple, clearly defined, corporate structure is equally important as it enables buyers to quickly grasp the business’s legal and operational framework without getting lost in unfamiliar or convoluted arrangements.

Scale and strategic significance also come into play. For many international buyers, the cost and complexity of cross-border transactions only make sense if the business is sufficiently substantial or occupies a critical niche within its sector or market. Demonstrating your firm’s strategic value - whether through market access, market share, unique expertise, or positioning within a supply chain - can help tip the balance in your favour.

Navigating Country-Specific Approaches

The communications boom of the last 30 years has done much to aid international understanding, breaking down cultural barriers and smashing stereotypes. Nevertheless, M&A processes still vary significantly by region and country, influenced by culture, regulations, and societal norms.

In terms of the major markets then there are regional nuances that, although easily surmountable, are certainly worth being aware of. For example, I’ve found that US buyers favour big initial offers but are not frightened to chip, plus the famously litigious US approach means that sellers need to establish that transactions are to be completed in English law as soon as is possible. In contrast, Japanese investors and buyers emphasise long-term personal relationships, often taking significant time to make any offer but with initially agreed pricing remaining a matter of honour.

Indian buyers acquiring UK businesses also place high value on building long-term relationships and establishing trust. Several stakeholders are often involved in decision-making and appreciate alignment on strategic vision above competitive auction processes. A courteous approach to negotiations is favoured, with respect for hierarchy and a willingness to utilise indirect communication often being the keys to success.

Of course, although the key here is to be undaunted by any this, it is still important to ensure that your UK advisor has both international experience and access to more specific local knowledge and expertise as required. For example, we’re part of the ECOVIS network which affords us access to a network of dealmaking professionals in 94 countries.

The Current Market for UK SMEs

In 2025, international appetite for UK businesses remains robust, particularly for sectors such as technology, green energy, healthcare & life sciences and specialist manufacturing. More specifically, tech firms with meaningful recurring revenues, especially in B2B SaaS and fintech, continue to attract premium valuations, while green energy businesses aligned with ESG themes are also highly sought after by EU and Gulf investors.

Preparing for International Success: Your Checklist

• Ensure you have a fully functioning management team that are capable and can be trusted to run the business at a distance with minimal oversight;

• Avoid complex structures that are challenging to understand, especially those designed to minimise tax;

• Tailor your process. Understand what specific international investors are looking for - be it operational excellence, solid governance, or strategic advantage;

• Use trusted intermediaries to bridge the relational gaps, especially in markets where personal trust is paramount.

By combining universal rigour with regional refinements, UK SME owners can present themselves not just as viable, but truly compelling targets for international buyers and investors.

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Jim Shaw is Senior Partner at Shaw & Co.

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