Anyone can see the price.
Not what holds it up.
What each unit’s customers experience, against the competitors around it, before you put a price on the chain. Without asking the company for anything.
First analysis at no charge · two units against their competition, within five business days of confirmation · no one at the chain finds out
What else you should know about the first analysis
- You give us the chain and the country. We choose the two cities and the units: those where the evidence is sufficient and comparable competitors are nearby.
- You receive a reading of each unit against its nearby competitors, the chain’s standing in those two cities, and — in sectors where it can already be measured — the revenue each unit fails to capture, as a percentage range.
- If the chain is yours or in your portfolio, test us blind: withhold your unit-level sales, then compare our analysis with your numbers. If it isn’t yours, we tell you the cities and units by email before we start — but the document itself names no chain, city, or unit. The full analysis names everything.
- The first analysis commits you to nothing. If the public evidence on that chain isn’t sufficient, we tell you before we start. If, after the first analysis, you want to continue, the full-chain analysis takes 20 business days, whatever the chain’s size.
The figures on this site come from 54 chains analyzed across 132 cities in eight countries — about 50,000 units read, from those chains and their competitors.
THE CHAIN
Its local market
Local market median · 4.4
How customers judge each unit today
NO UNIT WITH ENOUGH EVIDENCE REACHES THE MEDIAN
A real coffee chain, anonymized, unit by unit against the coffee shops in its city. This is what a chain’s public rating doesn’t show. How to read it →
For private equity and growth funds · family offices · independent sponsors · private credit funds · and anyone preparing or advising on the sale of a chain.
What no one else can answer from the outside.
The seller wrote the information memorandum; your team built the model. Neither one captures what the chain’s customers experience.
Before the bid, during due diligence, or after closing
- 01
Which units carry this chain’s value and which drag it down, each measured against its nearby competition?
See how it’s answered →Why it mattersDeciding what’s in, what’s in with conditions, and what’s out — rather than taking an across-the-board discount.
- 02
Which parts of this chain are deteriorating today, and which are gaining momentum, in ways the reported results don’t yet show?It’s a reading of today, not a forecast — in 90 days, you can check it against the results.See how it’s answered →
Why it mattersNot paying for value that is already slipping away.
- 03
Which competitors beat this chain, and which does it beat — in which cities, and on what?
See how it’s answered →Why it mattersKnowing whether the revenue you’re buying is holding, or already shifting to competitors.
- 04
Which units should you visit during due diligence?The best-run ones, to see what works, and the ones that trail their competition by the widest margin.See how it’s answered →
Why it mattersSite visits chosen on evidence, not at random.
- 05
What share of its potential revenue does each unit fail to capture because of how customers perceive it?
In sectors where it can already be measured. For every unit in the full-chain analysis; for two units, in the first analysis.Why it mattersKnowing how much revenue each unit is leaving on the table before you put a price on the chain.
It all arrives in one document for your committee: an executive summary up front and the unit-by-unit detail in a separate section.
Four assumptions a memo usually takes for granted. Tested against the evidence from our analyses.
What to request in the data room and what to ask management, assumption by assumption →
Your due diligence reviews what the seller provides. This analysis covers what customers experience.
It adds what the data room doesn’t contain: what customers experience in each unit, and how each unit compares with its nearby competitors. You can use it before diligence, to decide whether to pursue the deal and which hypotheses to test, or during it, to know where to look and what to ask.
We need nothing from the company.
No access, no data, no interviews, no site visits — and no one at the company learns of your interest. That’s why the analysis can be on your desk before there’s a data room — or alongside it, without depending on it or on the seller’s timetable.
Not a platform, not a survey, not a valuation, and not a buy recommendation: a signed document written for your committee.
Four rules behind everything we tell you.
- One party per transactionIf we work for the buyer, we don’t work for the seller in that transaction.
- No success feeWe get paid the same whether or not the deal closes.
- Confidential from your first emailWhat you ask us stays between us — under a signed NDA, if you prefer.
- If you engage us, the chain is reserved for youFor six months. In a process with several bidders, no other party at the table will have this analysis.
Every analysis is reviewed and signed by one person — the same person who answers your first email. We don’t publish that name — or our clients’ or the chains’ — out of the same discretion we apply to your deal. Your compliance team receives the signatory’s name and our company details in writing, before you receive any analysis. We take on few engagements at a time; if we’re at capacity, we give you a date.
Name the chain. We’ll show you what its price doesn’t reflect.
There’s no charge for the first one, and no obligation. You’ll hear back from a real person within two business days.
Request your first analysis Or ask first for an anonymized example from your sector → Or email us directly: contact@acumaris.com