Kiko is a special case, essentially what they did was not build a company but rather an extended exercise in building consultingware. It's very easy to see how to fit a flashy calendar component in to any number of existing businesses (not that I've seen hide nor hair of it since the acquisition... does Kiko still exist in any meaningful form?) but that probably doesn't apply to what ever it is you've built.
The best way to sell your business is to not need to sell your business. If you just continue as you are, building a decent revenue stream then eventually you'll almost certainly start getting offers. Most of the time, though, acquisitions are made as much to acquire the talent as the technology. Not including the people who built a successful product in the deal substantially reduces your value.