Across the province, several large companies have either shifted ownership or are poised to do so, signaling a robust phase of consolidation. Last Monday, the Pascual Group announced its completion of the acquisition of a child care products maker that had belonged to two French multinationals, Peek a Boo and Edilians. Suavinex and Eskandella, a tile manufacturer, were the respective targets. It marked a pattern that had already been visible for weeks, with more deals following in rapid succession.
Earlier in the month, Castellón based Grupo La Plana, a cardboard container and packaging player, disclosed its purchase of Crevillentina. Soler Containers quickly joined the ranks, and Magum Capital’s fund took control of the Miranza group, which operates ophthalmology clinics and has connections to the Veonet network in Germany. The same fund had previously sold its stake in the telecommunications company Grupo Aire to Ardian Buyout of France during the prior year, while the García family handed over ownership of Lokímica, a pest control firm, to Rentokil. Meanwhile, the turroneros from Jijonenca Sanchís Mira and Turrones Picó consolidated with Chocolate Clavileno from La Vila.
These examples illustrate a sector-wide trend where diversification sits beside generational change, with some family-run businesses choosing to step back while others seek to fund growth through external capital. Analysts note that the overall climate includes a mix of rising costs, inflationary pressure, and a mood of uncertainty that underpins heightened merger activity. Experts point to ample liquidity in the markets and the need for investors to place capital rather than leaving it idle, a reality echoed by executives in the regional M&A scene.
David Devesa, chief executive of the Alicante firm Devesa & Calvo and a prominent player in the local mergers and acquisitions market, observes that some strategic divestitures occur once a company reaches the end of a shareholding cycle. In other cases, a running market gives buyers the chance to secure targets and redeploy resources more effectively. The result is a landscape where scale matters and where buyers seek not only cost synergy but revenue synergies from the integration of products into existing distribution networks.
bad expectations
The economic outlook also shapes plans. Some funds have already met profitability targets and, in family-owned businesses, owners may prefer to realize value now rather than wait for a more uncertain future. Neil Collen of Livingston Partners notes that, even when conditions worsen in certain industries, the opposite can occur elsewhere as investors scan for profitable opportunities when the market normalizes. This creates a bifurcated reality: some sectors halt activities amid rising energy costs, while others attract capital looking for resilience and potential.
Rising costs have driven companies to scale in anticipation of tougher times, and as Devesa explains, buyers increasingly consider more than pure cost cutting when evaluating synergies. The practical upside often lies in expanding the acquired company’s product reach through the buyer’s channels, which can translate into stronger sales and higher market share. The emphasis shifts from simple efficiencies to the broader aim of accelerating growth through integration.
There is also another driver: limited attractive alternatives in financial markets push investors toward the real economy. Laura Vincent of Gesem Consultoría notes a search for profitability in tangible assets, including real estate, and opportunities to invest in business ventures that offer clearer paths to value creation.
In recent years, the mindset around selling family businesses has evolved. The Alicante-based Devesa & Calvo CEO sees a shift where it is no longer taboo for founders to consider exits as a way to fund new ventures or to ensure the next generation has options. Maite Anton, president of the local Family Business Association, cautions that while many transactions help the affected companies survive, they can also loosen ties to regional roots. She advocates maintaining ownership control among regional stakeholders when possible and argues for removing barriers such as inheritance tax to ease succession and transfer.
Regardless of the hurdles, experts anticipate more deals on the horizon. Market participants indicate at least five more investments are being explored by Devesa & Calvo, while Livingston Partners tracks additional opportunities. The coming months could bring a steady cadence of acquisitions that reshape ownership structures across the region, reinforcing the message that consolidation remains a central feature of the current business landscape.