Sell a café

Sell a café: prepare a clear listing on company.ch with location, guide price, revenue and handover. Choose open, discreet or anonymous visibility while private seller data stays protected.

Single listing

For one business with a selectable duration.

CHF99per listing

1 month

Excl. VAT.

  • Publish 1 listing
  • Anonymous or visible contact details
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For regular sellers with several listings.

CHF99per month

3 active listings

Billed yearly. Excl. VAT.

  • 3 active listings at the same time
  • Anonymous or visible contact details
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Sell a café: customer flow by daypart, gross margin, lease, terrace or seating rights, staff, equipment and owner presence

To sell a café, make customer flow by daypart, gross margin, lease, terrace or seating rights, staff, equipment and owner presence verifiable and show what a buyer can continue after completion. The offer should connect commercial performance with the contracts, people, assets and permissions that produce it.

Show the transferable value of a café

Explain customer flow by daypart, gross margin, lease, terrace or seating rights, staff, equipment and owner presence, the owner's current duties and the exact transaction perimeter. Historic results, current pipeline and forecasts should be separated so buyers can test what is recurring rather than relying on a headline turnover figure.

Prepare industry-specific records and evidence

Prepare till sales and margin by product and daypart, seasonality, delivery-platform data, lease and charges, permits, equipment, maintenance, staff rosters and supplier terms. Mark ownership, term, notice, transfer restrictions and any consent required; financial data and operating records should cover comparable periods.

Qualify buyers for the operating requirements

Hospitality operators and hands-on successors may fit when they can manage service, staff, local marketing and working capital. Screen for the capabilities that protect continuity as well as available capital, and explain which skills can be transferred during an agreed induction. Do not publish customer personal data, staff files, alarm or access details, supplier pricing and private-event information. Use anonymised segments, ranges and aggregate performance to support initial evaluation, then open identifying information only for a justified review step.

Transfer work, relationships and access safely

Coordinate stock, reservations or events, supplier orders, platform accounts, keys, staff schedules and landlord communication. Build a handover list for open work, responsible people, access, deadlines and introductions before the seller's availability reduces.

Related seller guidance for a café

Compare the broader category or return to the main seller page: sell a company and Hospitality & tourism.

Questions to resolve before selling a café

Which daypart sales, gross-margin and labour figures should I use to value my café?

Show several comparable periods and evidence for customer flow by daypart, gross margin, lease, terrace or seating rights, staff, equipment and owner presence. Reconcile financial claims with till sales and margin by product and daypart, seasonality, delivery-platform data, lease and charges, permits, equipment, maintenance, staff rosters and supplier terms and distinguish transferable performance from work or relationships that depend on the seller.

What lease, terrace, licence, equipment and supplier documents should I prepare?

A focused file should include till sales and margin by product and daypart, seasonality, delivery-platform data, lease and charges, permits, equipment, maintenance, staff rosters and supplier terms. Explain gaps and exceptions before they affect valuation, warranties or the timetable.

How should I explain seasonality, owner presence and dependence on passing footfall?

Identify which parts of customer flow by daypart, gross margin, lease, terrace or seating rights, staff, equipment and owner presence depend on the seller, individual employees, major customers, suppliers, premises or permissions. Quantify concentrations and explain which safeguards or transition steps can make the operation less dependent on them.

How can bookings, staff rotas, stock and till access change hands without closing the café?

Coordinate stock, reservations or events, supplier orders, platform accounts, keys, staff schedules and landlord communication. Test the transfer on real open work and record who owns every remaining exception after completion.