How to Position Your Company for Strategic Acquirers Like Google or Adobe

For many software founders, the idea of being acquired by a strategic giant like Google, Adobe, or Salesforce is the ultimate validation — not just of product-market fit, but of long-term vision. Yet, these acquirers don’t buy companies simply because they’re profitable or growing. They buy because the acquisition solves a strategic problem, accelerates a roadmap, or neutralizes a competitive threat.

So, how do you position your company to be that solution?

This article outlines the key strategies to make your business attractive to strategic acquirers, with a focus on software and technology companies. Whether you’re 12 months from exit or just beginning to think about long-term outcomes, these insights can help you align your business with the priorities of the most sophisticated buyers in the market.

1. Understand the Strategic Buyer’s Mindset

Strategic acquirers are not financial buyers. They’re not looking for a 3x return in five years — they’re looking for synergy. That synergy might come in the form of:

• Accelerating time-to-market for a new product line
• Expanding into a new customer segment or geography
• Acquiring proprietary technology or IP
• Gaining access to a high-performing team or unique data set

For example, when Adobe acquired Figma for $20 billion, it wasn’t just buying a design tool — it was acquiring a collaborative design platform that threatened Adobe’s dominance in the creative suite. The deal was defensive, strategic, and forward-looking.

To position your company effectively, you must understand what strategic acquirers are trying to solve — and how your business fits into that puzzle.

2. Map Your Company to Their Strategic Roadmap

Start by identifying 2–3 potential acquirers and studying their product strategy, M&A history, and investor communications. Public companies like Google and Adobe provide a wealth of information in their earnings calls, 10-K filings, and analyst presentations. Look for signals such as:

• New product initiatives or platform expansions
• Gaps in their current offerings
• Statements about competitive threats or market shifts

Then, build a narrative around how your company helps them achieve those goals faster or more effectively. This narrative should be embedded in your pitch materials, your product roadmap, and even your go-to-market strategy.

Firms like iMerge often help founders craft this narrative in a way that resonates with corporate development teams and aligns with the acquirer’s internal priorities.

3. Build a Defensible Moat — Not Just Revenue

Strategic buyers are less interested in your trailing twelve-month EBITDA and more interested in what they can’t replicate easily. That might include:

• Proprietary technology or algorithms
• Deep integrations with enterprise systems
• Exclusive data sets or network effects
• Regulatory approvals or certifications
• Brand equity in a niche market

As we’ve discussed in SaaS Key Performance Metrics and Valuation Multiples, metrics like net revenue retention (NRR), customer concentration, and churn are critical — but they’re even more powerful when they support a broader story of defensibility and strategic value.

4. Align Your Metrics with Strategic Value

While financial buyers focus on EBITDA multiples, strategic acquirers often look at metrics that reflect long-term platform value. These may include:

• Customer lifetime value (LTV) and CAC efficiency
• Product usage depth and engagement
• Developer adoption or API call volume
• Cross-sell potential with the acquirer’s existing products

Make sure your internal dashboards and investor materials highlight these metrics. If you’re not tracking them yet, now is the time to start. Strategic acquirers will ask.

5. Clean Up the House — Operational and Legal Readiness

Even the most compelling strategic fit can fall apart during diligence if your company isn’t ready. Before you engage with potential acquirers, ensure your house is in order:

• IP assignments are complete and documented
• Customer contracts are transferable and clean
• Financials are GAAP-compliant and audited (if possible)
• Cap table is accurate and free of surprises

As we outlined in Completing Due Diligence Before the LOI, early preparation can prevent deal fatigue and increase your leverage during negotiations.

6. Build Relationships Before You Need Them

Strategic acquisitions rarely happen out of the blue. More often, they’re the result of a relationship that’s been nurtured over time — through partnerships, integrations, or informal conversations with corporate development teams.

Consider:

• Integrating with the acquirer’s platform or ecosystem
• Co-marketing or co-selling opportunities
• Speaking at the same industry events or conferences
• Engaging with their product or corp dev teams early

These touchpoints create familiarity and trust — and when the time is right, they can accelerate deal momentum.

7. Work with an M&A Advisor Who Understands Strategic Buyers

Positioning your company for a strategic exit is as much art as science. It requires a nuanced understanding of buyer psychology, market dynamics, and deal structuring. A seasoned M&A advisor — especially one with experience in software and technology transactions — can help you:

• Craft a compelling strategic narrative
• Identify and engage the right buyers
• Navigate complex diligence and negotiation processes

At iMerge, we’ve helped founders position their companies for strategic exits by aligning valuation, timing, and buyer fit. In some cases, we’ve even helped clients reframe their business model or go-to-market strategy to better align with acquirer priorities — months before a formal process begins.

Conclusion

Strategic acquirers like Google and Adobe don’t just buy companies — they buy solutions to strategic problems. To position your company effectively, you must understand their roadmap, articulate your strategic value, and prepare your business operationally and financially for scrutiny.

It’s not about chasing a buyer. It’s about becoming the company they can’t afford not to buy.

Founders navigating valuation or deal structuring decisions can benefit from iMerge’s experience in software and tech exits — reach out for guidance tailored to your situation.