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 the sheer volume of vehicular traffic that goes by the specific location you’re considering is almost beyond belief, or you’re concerned that some other buyer might jump in ahead of you, never even think about short-cutting your own 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.

If you have made up your mind, and you are going to buy gas station business with a convenience store too, make sure you are generally happy with the fundamentals presented to you by the seller and you do not see anything “glaring” which could cause red flags to be raised, then you should tell the seller that you want an observation period to allow you to become more comfortable.

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 happen to be inheriting members of staff, you’ll have the opportunity to see how well they do their jobs and how useful they are at maintaining your profits. This is infinitely preferable to just sitting down with them for thirty minutes and asking them questions. Above all, this observation time will allow you to come up with a number of ideas that you can ideally implement following purchase to increase 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 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.

There are a variety of considerations to keep in mind, as in most cases, a fairly complex system of individual parts must be well established to ensure that this kind of operation functions smoothly. 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 due diligence will require you to analyze each of these individually and ensure that they will not only continue to function post sale, but will allow you to post realistic goals for expansion.

A wholesale business for sale can be seen as a “middleman” operation and you will need to be particularly aware of 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.

As such, because of those traditions, the industry retains a somewhat veiled view of strategies utilized 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 keep in mind that you need to place your attention on the actual claim of profits, not to references of percentages or to the simple fact that the business in question might have solid sales, as sales in and of itself doesn’t mean anything.

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 they will refer to a figure which represents a “multiple,” and this multiple can 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.

In most instances, add backs are included in an effort to present the business from a real world point of view. As a set of rigid principles must be adhered to when compiling traditional accounting reports, there may well be additional footnotes to consider and these can be either negative or positive depending on your perspective. It is very important when you buy a business to scrutinize each add back as they can often make a considerable difference to your valuation.

When performing the process of due diligence, checking recorded sales and purchases against ledgers and reconciled bank accounts is usually a fairly straightforward task. Far more often than you might think however, the current owner will strive to draw your attention to points which may be “one-time” instances, or to extra income which might not actually appear anywhere in the books at all. Of course, it’s always prudent to remain open to all suggestions, but you should nevertheless maintain a certain degree of skepticism at all times, until such point as you’re able to validate – or invalidate, their claims.

Remember that for an item to be claimed as “one time,” it must not have appeared during preceding years. Seller could argue that a particular expense is much larger than it should be due to a particular incident or requirement, but if you see a pattern of any kind, then the add back must be discounted.

One of the most common add backs, especially when the business can be owner operated, is to suggest the value of a manager’s salary. You need to establish that the outgoing owner was not actively involved in the operation of the business in this case and this figure is only of interest to you if you intend to assume the role of the redundant manager.

Add backs may not be asserted whenever they represent intangibles, such as the prospect of additional revenues due to a new marketing initiative that the outgoing owner has just put in place, for example. Nor should you believe an owner claim that you can reduce a certain category of expenses through renegotiation or other initiatives. After all, if the outgoing owner has not being able to do so to this point it seems reasonable to assume that an incoming “newbie” is likely to have even less ability to affect short-term change in this regard.

Be particularly wary when you are told that a business retains a lot of cash sales. You must essentially discount this notion from a strict valuation perspective, even though such a claim made, after review, may be seen as reasonable. If the owner has not entered the cash sales on the books, he or she will not have accounted for taxes correctly and it’s not fair for them to expect to receive a double benefit in this way, a net tax saving and enhanced business value.

When you have reviewed the complete list of business financials, treat each claim for add back on an individual case basis and never roll them into an inflated value. At this stage you must be particularly diligent to enable you to arrive at a real world price for this prospect.

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.

Conduct due diligence when looking to buy restaurant business even though your heart, or even your stomach, might tell you that this is the vocation for you. This industry is very competitive and there are many elements you want to consider. Designate a set span of time – most professionals in the field recommend a minimum of four weeks, to observe the day-to-day operations of the business. This should enable you to get a good feel and to smooth out any peaks or troughs before you make your final decision.

You have several key areas to investigate including the premises, the financials, the equipment, lease, the operations and the employees. Do not be afraid to bring in experts, including an accountant experienced in the food business to help you, but as you go through your observation period, use your general business sense and a good portion of common sense to observe how everything works, especially from a client point of view.

For your paper and number crunching chores, expect to review the tax returns, profit and loss statements, cash flow worksheets, inventory records, employee records, equipment agreements, maintenance schedules, all necessary licenses, health inspections certificates and a history and copy of the lease.

When reviewing the financial documents, it’s essential to keep in mind that the restaurant business has a large volume of cash sales. Surprisingly often, many business owners decide to siphon off some of this cash for themselves, not reporting it to save on taxes. Over time this is not a good practice as this money could have been used for marketing purposes, and when it comes purchase business assets, it can be very difficult to prove income and therefore worth.

When you are inspecting the property, look at it from an overall perspective as well as in detail. Can it be adequately seen from nearby major roads, is signage appropriate, well-maintained and presentable? Are there any other major competitors and are they overbearing? What is your first impression when arriving in the parking lot? Take a look at external dumpsters and trash removal areas to make sure that these are as well-maintained as possible and are unobtrusive.

Moving inside, what is your first impression of the decor. Is the waiting area pleasant and contributory to the overall ambience? Is there adequate signage for bathrooms, emergency exits? Pay close attention to the bathrooms. They should be in perfect working order, comfortable and impeccably clean and well-maintained. In a restaurant, everything, repeat everything should be clean, presentable and in full working order.

Most of the equipment contained in a restaurant and specifically within its kitchen is subject to certification, inspection and permitting. Check to see that this is all up-to-date and timely. While every element of the equipment should be operated according to the letter of the law, you must also ensure that regular maintenance and cleaning schedules are top-notch. For major items and appliances, see whether contractor warranties are available and can be transferred to you.

Very often a lease can be a potential stumbling block when looking at a restaurant for sale. The landlord will want to ensure that the business is being operated as efficiently as possible and may be wary of transferring or issuing a new lease to someone who does not have much experience. Look for terminology within the lease stating that transfers will “not be unreasonably withheld,” and aim to ensure that you get at least as favorable terms during your tenancy. This would be a good time to assess the overall viability of the environment within which the business operates. If in a strip mall of some kind, are the anchor stores in good shape and do the majority of other businesses also appear sound? You do not want to see an anchor store disappear and the overall visitor level to the area decline.

When you analyze the operations of the business, you want to learn how the current owner operates and whether there are any immediate issues or challenges that you will have to take into account. Look closely at any “special arrangements” or unique selling points that involve a particular individual, a style or presentation of food. You want to be sure that these elements are transferable or will be present when you take over.

A restaurant will likely rise and fall on the strength of its employees. While you can expect a high turnover in any kind of restaurant, if you see some loyal staff and a good “team spirit” this can be a definite plus. Check to see how people are hired, the terms and conditions offered to them and exactly how they are paid.

While you should insist on an observation period, before you are involved in formal discussions with the seller why not kill two birds with one stone and visit the restaurant for a few nice dinners or lunches with other companions? You don’t have to show your hand at this stage and can get a really good feeling by observing how the staff come and go, the operation within the kitchen ideally and in general get an opinion of whether everything is orderly and well-structured during the busiest times.

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.

When you purchase an online business, you may face particular challenges not seen in a “bricks and mortar” operation. You’re going to need to focus on the actual structure of the business itself, which will be built around the website and the other online systems which are used, learn everything there is to know about the products and services being offered, become familiar with the customers as well as the staff (particularly the tech individuals), go through the financial documents and any legal problems associated with this kind of online enterprise. When all said and done, you’re the one who has to be satisfied with the marketing initiatives which are under way for the core website, become an expert at generating traffic and search for expansion opportunities on a daily basis. Don’t forget that this is far more than simply a website for sale.

With an online venture, marketing is highly important, but the technology and software used to determine the composition of the website are equally so. The website is the “window on the world” for this business, and you need to be happy with the way it has been constructed. Before you even think about buying anything, you need to have the current owner show you around, giving you a complete tour of the website, including the front end systems and the back end console, while explaining in detail the way customers interact with the website and how transactions are dealt with. Make a point of finding out how the website was put together, whether it was created internally or by someone else, who manages the coding, backups, hosting or the physical server itself. If any of these points are managed by the owner, consider coming to an agreement with them, after any purchase, to be on call for a set span of time in case any issues arise. If the whole process is outsourced you will need to speak to the people concerned before closing.

During your initial thought making processes, you should ask yourself whether you are happy to be involved with the ongoing maintenance, coding issues, updates and all elements of website operation or whether you will be outsourcing this. Pay particular attention to how transactions are handled, credit cards processed, security and safety.

When you look at the products or services on offer by the business, consider if there is any type of exclusivity. If not, you may likely face opposition from competitors down the road. Does the business rely on certain suppliers? If so consider whether these are reliable or whether there are any alternative sources of supply available.

Marketing is everything when it comes to an Internet-based operation and you want to get a full understanding for the type of customer that you will have to deal with. Does the business market directly to consumers or to other businesses? You will need to be able to identify the unique selling proposition and the value-added benefit that the operation represents to your customers. Your support structure should be over and above and every element of the business should be aimed at over delivering to the client.

If the business has employees, take time to understand them. For people coming from a traditional corporate environment, this may involve a process of adjustment. Often they will find that the more “creative” types are a little unconventional – will this cause a potential conflict of understanding, loyalty or respect? Be wary if the operation of the business relies heavily on one particular individual or another due to their skills and consider whether you should have a “non-compete” clause of some kind in place? You will definitely need a robust non-compete with the owner!

In addition to your focus on regular financial information and ratios, consider what you might need to do to establish new merchant operations for yourself if need be. A business such as this will process almost all transactions through credit cards or online checks and it is really easy to look at histories and see whether there are any significant charge backs of any kind.

Often the value of a website can be in its domain name. Check to identify the owner of the domain name through one of the registration sites online. You should also check to see where the site is hosted and how easy it would be to assume any of these agreements. Check on the material published on their website to see whether it is original and not plagiarized in any way.

We said that marketing is everything. Do you have a good “gut feeling” for this type of business yourself? This may be important. Always ask the seller to explain their main marketing initiatives and how they have worked in the past. Make a good note of any marketing programs that did not work so that you do not try them again, at least in that type of form. Tracking and testing is very important in this sphere, so check to see what methods they used.

When you’re evaluating an Internet business, be aware of how radical or unusual it may be. Is there any possibility that regulation will be introduced in future to significantly affect its very existence? Remember that this has happened in the past, and you don’t want to be the proud owner of a new business who faces such a threat in the short term.

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.