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A liquor store for sale can be one of the most attractive prospects for those who are seeking to enter the world of entrepreneurialism. Traditionally, liquor stores have been viewed as providers of “essentials,” with excellent turnover and fair margins. However, performing a liquor store valuation can be a tricky business, even under the best of circumstances. The whole industry has become overly reliant on out-of-date barometers, and more often than you might expect, an owner will try to sell you their business based on long-standing traditions instead of actual “real world” elements.

Due to these traditions, the industry has a somewhat veiled view of measures used to assess actual, individual business values. When it comes to liquor stores, no two are identical, as they have different locations, specialities, and the absence or existence of certain subsidiary products which could easily represent significant values in themselves, etc. Always remember that you need to focus on the claim of profits and not by reference to given percentages or to the fact that the business may have solid sales, but sales in and of itself means nothing.

While you can certainly go over the percentages which are provided to you and use them to clarify any abnormalities which come up, the most useful method of business valuation, liquor store experts all agree, is specifically based on cash flow or owner benefits. Often times, these individuals will refer to a figure which represents a “multiple,” and this multiple could easily be three, four or five times. What does the multiple refer to?

The most common figure used represents the owner benefits. This refers to the money that you will have left after you have taken all expenses into account and essentially represents the funds you will use to service the debt, pay yourself accordingly and to build the business. When looking at the books your owner benefit is defined as net income added to the owner salary, perks, depreciation and interest less capital expense allocation. The latter element refers to any major alteration or investment you will need to make in the foreseeable future, by installing updated computer systems or redecoration, as examples. Always be sure that any “add backs” are appropriate and reasonable.

As you are going to buy liquor store business at a premium, in relation to the “multiple” attached to the value, you must of course be sure that it is being sold as an ongoing concern. This claim is particularly appropriate when it comes to the inventory of the business. Make sure that you buy this inventory at terms which are realistic to you. Often, buyers will seek to remove the cost of the inventory from the valuation and add it on separately. It should always be treated as an integral part of the valuation and not used to inflate the seller’s position. Typically an inventory is turned over by a liquor business between eight and 10 times per year and you should ensure that your particular stock does not include a large element of items which may be unsalable or seasonable.

Be wary of an owner who claims a large amount of cash sales, as if they cannot prove it, you should never pay for it. In other words, they should not benefit twice – first when they fool the tax department and secondly from an inflated business sale value.

Remember that you must have a good conversation with the leaseholder or management company, assuming that the business occupies a rented space as is most common. Understand before you go any further what you would need to do to assume the lease or to qualify for a new one.

A word on owner financing, which may be offered. Generally speaking, you may add the value of between 30 and 50% of the amount financed by the seller and consider that to be a premium to the stated business value, versus an all cash transaction.

Be on the lookout during times when you meet with the owner, visit the premises or otherwise conduct your due diligence. Consider the number of patrons that you see going in and out of the store and use this as a benchmark, bearing in mind the time of day of your observation. Do you see many family members of the owner working there or watch the owner working excessive hours? Ask yourself whether you want to replicate the situation and how you can truly arrive at a value for the work input by the family members, especially if they are being paid off the books.

When considering how to value a liquor store, remember that valuation is an art not a science!

Richard Parker is the President and founder of the prestigious Diomo Corporation – The Business Buyer Resource Center. His celebrated materials, seminars and consulting have encouraged thousands of aspiring business buyers from around the World to pursue their dream to buy a business.

The process of gas station valuation can be a tricky business. Quite apart from the question of how you approach the actual valuation itself, you have many variables to take into account including principally whether the property is leased or owned and whether it is owned or part of a franchise agreement with a major oil company, for example. Above everything else, don’t forget to perform a thorough process of due diligence and pay careful attention to the financial documents when working toward reaching an accurate value proposition.

As someone who is looking to buy gas station business, you need to be adequately prepared to make certain decisions yourself, some of which will even need to be based on assumptions, while remembering to never rely on the information provided by the seller alone. It is up to you to determine the value of the business for you personally, as the amount the business owner thinks the gas station is worth has little if anything to do with its actual value.

Traditionally there are two different ways to look at gas station convenience store valuation, and these are either asset-based, where the income-producing assets are individually valued and totaled to make the purchase price, or cash flow based, which is the most popular. In this particular instance, the overall profit is adjusted in relation to specific expenses, multiplied and then used to reach a price. The multiple is essentially the premium placed on the business and can be anything from one, up to five times this figure.

Before you can reach a value that you’ll be satisfied with, it’s essential to have certain fundamental questions answered in detail. If the business occupies rented property you must engage with the landlord. Often times, landlords aren’t interested in setting up a new leases unless they’re quite confident that the new tenant has a significant amount of experience operating this particular kind of enterprise. However, even though they may have concerns about a potential new tenant, they are almost always willing to negotiate, as the idea of seeing their property sitting around empty is quite hard to accept!

As an owner of a gas station and convenience store you will have many different suppliers and vendors, some of which are absolutely critical to the ongoing success of the business. Never assume anything and make sure that you can enjoy an ongoing good relationship and great trading terms with these entities.

When it comes to cash sales, if the seller cannot prove it then you cannot include it as part of your value assessment. Some gas station owners will pride themselves on the amount of cash sales and put this to you as almost something magical. Remember that they have benefited from not paying taxes on this income, almost always cannot prove that it exists and cannot expect to therefore earn a premium from it.

Most often you will want to consider using the total owner benefit as a base to create a valuation for the business. This is defined as the net income of the business added to the owner salary, any perks, depreciation and interest less any amount that you might have to put aside for capital projects assessed. With regard to average business valuation, gas station or convenience stores that are full service will often command 2 to 3 times whatever the owner benefit figure it is. If it is a smaller establishment and self service, 1 to 2 times. Consider the volume of trade versus the amount of hours that you will have to put in. A 24-hour, seven-day a week establishment takes a lot of management and oversight.

While business financials and owner benefit multiples are primary to your decision-making process, remember to consider a host of other variables:

• During the process of observation, use a period when you actually count the number of patrons coming in and out of the station to enable you to come up with a good average for traffic.

• Remember that you should aim for between 25 and 33% return on your cash investment when purchasing a business such as this, although if you are going to be an absentee owner you should be prepared to accept a lower return.

• Watch out if the owner appears to be working excessive hours or is reliant on a number of his family members to help him staff the operation. Pay attention to employee records and costs and ask yourself whether you are prepared to be as hands-on as he appears to be.

• Consult with local authorities to see if there are any major road construction projects planned. Sometimes these are inevitable but can have major disruptive forces.

To really focus the attention of the seller as you establish a value for the gas station for sale, why not ask him or her to engage in an “earn-out” scenario, where a portion of the sale price is returned to them over a period of time subject to certain conditions. This will ensure that you have their full attention during the disclosure phase!

Richard Parker is the President and founder of the Diomo Corporation – The Business Buyer Resource Center. His inspiring materials, seminars and consulting have assisted thousands of business buyers with achieving their life long dream to buy a business.

Often times, a gas station for sale can represent an incredible business opportunity for a highly motivated entrepreneur. More than ever in this particular type of business, location is everything. You may have found what you consider to be a “gem,” near two major arteries or close to a busy intersection, but never be tempted to jump in with both feet first until you have conducted an adequate process of due diligence.

One of the most significant mistakes that an individual can make, particularly if they’ve never run, owned or bought a business previously, is to allow their enthusiasm take the lead over their good judgement. Even if you cannot believe the amount of vehicular traffic that passes the particular location you have in mind, or are worried that other purchasers could jump in before you, never be tempted to shortcut your discovery process. Most ideally you should spend at least four weeks getting a real feel for what you’re letting yourself in for, before you act.

However, if you have found one you really like, and you’ve decided to buy gas station business with a convenience store as well, you need to ensure that you’re generally pleased with the documentation which is presented to you by the seller, and of course, you don’t notice anything in particular that’s “sticking out” which might cause red flags to appear, then you should inform the seller that you’d like to have an observational period to give you the opportunity to find out whether or not you’d like to buy.

While involved in your observational period, you’ll have the opportunity to analyze the “real” operation of the gas station and convenience store and get a fairly accurate feel for whether the financial documentation you’ve been given is actual or contrived. If you are inheriting employees you will be able to see how they operate and how effective they are at making you money. This is infinitely preferable to just sitting down with them for thirty minutes and asking them questions. Above all else, this observational period will provide you with the opportunity to figure out a number of ideas which you could ideally put in place following your purchase to maximize future revenues and profits.

Get ready to check all the following items during your due diligence work:

• The financial records, profit and loss statements, balance sheets, tax returns, and registers.

• The inventory records, being on the lookout for discrepancies.

• The employee records – watch to see that they are well-maintained, all legal elements are covered and the liabilities are unearthed.

• All equipment should be inventoried and maintenance records checked. Is a process of regular maintenance scheduled?

• Review all supplier contracts and attempt to contact the major suppliers. Are there any clauses which cause renegotiation following a sale – if so, you will need to be sure that you are covered before you proceed any further.

• A business such as this can be heavily regulated. You do not want to purchase gas station business problems caused by their failure to keep up with inspections or any citations issued due to irregularities.

Important: Get environmental reports and be certain the business is in full compliance. Have your attorney check for any prior infractions. Make sure all tanks meet the latest standards, and proposed ones. If not you may face an enormous expense soon after taking over, not to mention the lost business from closing down to make these adjustments.

If you are generally happy with the paperwork, use your observation period to do just that – observe. Keep your eyes and ears open at all times and see what makes this business “tick.” Make a note of anything, however small, that you think might have grounds for improvement and while you should not live and breathe at the location for the entire period of time, you should nevertheless aim to be there during strategic moments – during opening, during major deliveries, during rush periods, during slow periods, during closing.

It isn’t advisable to cut short your observation period, as time spent now could represent a wise investment in your time.

Richard Parker is the author of the How to Buy a Good Business at a Great Price series. As President and founder of Diomo Corporation – The Business Buyer Resource Center, his materials, seminars and consulting have helped thousands of business buyers realize their dream to buy a business.

When considering a business for sale, purchasing a wholesale distribution company requires a comprehensive understanding of the industry, the processes required to keep this particular kind of business “ticking over” and a detailed knowledge of the primary income drivers. Such an enterprise is quite a bit different from any standard service business, and it can often be a great deal more complicated than it initially seems. In short, it is far more than a question of establishing a volume of repetition.

There are many considerations, as often a complex matrix of individual elements must be in place to ensure that this type of distribution company functions correctly. As a potential buyer, you really need to understand that these businesses usually operate on incredibly tight margins, and they often have to rely on an array of logistical elements to even operate, let alone sustain profitability. Your own due diligence process will require that you carefully analyze every one of these aspects individually and ensure that they’ll not only keep functioning after the sale, but will let you set achievable goals for continued expansion in the future too.

For simplicity sake, a wholesale distribution business for sale can be viewed as a “middleman” enterprise, and when running such an entity, it’s essential that you pay particularly attention to your suppliers. Always make a point of meeting with them – all of them, prior to making any major decisions, and make an effort to read between the lines to find out if there’s any kind of loyalty to the outgoing owner, which might place some of your business relationships in jeopardy after the deal is finalized. Look for long-term contracts, which should be of course transferable, or get a really good feel for the terms and conditions of renewal otherwise.

In a very competitive environment, if this prospect has any kind of exclusivity this could be a definite bonus. Try and analyze the entire market and see where you could sell additional products or services through the established distribution channel already in place.

Also, common issues are customer concentration problems whereby a few clients may represent a disproportionate volume of the revenue. Protect yourself with performance based deal terms.

As mentioned, wholesale businesses generally operate on thin margins. Due to this setup, financial arrangements and agreements are of primary importance. Review whatever kind of working capital needs you will require and be especially critical of cash flow analysis. How many days of grace do your suppliers afford you and what are the payment histories of your principal clients?

As with any business for sale, make sure that the assets purchased have a realistic value. Generally speaking, you may expect to inherit a fairly large inventory and you should get an independent valuation to ensure that this stock is not outdated and is saleable at the values claimed in the short run. Likewise, when you purchase wholesale distribution business assets, they must be fairly valued, especially with regard to transportation. The distribution fleet should not be in need of potentially costly repairs or replacement.

If the entire operation is housed within leased premises, one of your first ports of call should be the rental or leasing company. Whether we like it or not, the property owner or management company can have a significant say over the business transfer process and you must be happy that you can attain a solid, long-term lease within your financial parameters.

As a final buy business tip, always be wary if the business owner, as an individual or in concert with other partners such as family members, has a particularly visible “face.” Sometimes an entire business can be driven by personalities or the crafty marketing skills of the owner or his advisors. These may not be transferable assets!

Richard Parker is the author of the How to Buy a Good Business at a Great Price series. As President and founder of Diomo Corporation – The Business Buyer Resource Center, his materials, seminars and consulting have helped thousands of business buyers realize their dream to buy a business.