Single listing
For one business with a selectable duration.
CHF99per listing
1 month
Excl. VAT.
- Publish 1 listing
- Anonymous or visible contact details
- Save as draft possible
Register free
No payment before publication.
Sell an e-commerce company
Sell an e-commerce company: 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.
Subscription
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
- Change package before publication
Register free
No payment before publication.
Sell an e-commerce company: channel and product margin, customer acquisition cost, repeat purchases, stock, supplier terms, fulfilment and platform dependence
To sell an e-commerce company, make channel and product margin, customer acquisition cost, repeat purchases, stock, supplier terms, fulfilment and platform dependence 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 an e-commerce company
Explain channel and product margin, customer acquisition cost, repeat purchases, stock, supplier terms, fulfilment and platform dependence, 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 store and marketplace sales, contribution after marketing and fulfilment, cohorts and returns, stock ageing, supplier agreements, ad accounts, platform policies and system architecture. 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
E-commerce operators, brands and strategic buyers may fit when they can fund inventory and maintain marketing, fulfilment and support. 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 Do not publish customer personal data, payment information, account credentials, supplier prices, ad audiences and unpublished product plans. 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
Transfer domains, stores, marketplace and advertising accounts, suppliers, stock, fulfilment, payment systems, support queues and analytics with credentials rotated. Build a handover list for open work, responsible people, access, deadlines and introductions before the seller's availability reduces.
Related seller guidance for an e-commerce company
Compare the broader category or return to the main seller page: sell a company and Retail & e-commerce.
Questions to resolve before selling an e-commerce company
Which channel and product margins remain after advertising, returns and fulfilment?
Show several comparable periods and evidence for channel and product margin, customer acquisition cost, repeat purchases, stock, supplier terms, fulfilment and platform dependence. Reconcile financial claims with store and marketplace sales, contribution after marketing and fulfilment, cohorts and returns, stock ageing, supplier agreements, ad accounts, platform policies and system architecture and distinguish transferable performance from work or relationships that depend on the seller.
What brand, supplier, stock, platform and customer-data evidence should I compile?
A focused file should include store and marketplace sales, contribution after marketing and fulfilment, cohorts and returns, stock ageing, supplier agreements, ad accounts, platform policies and system architecture. Explain gaps and exceptions before they affect valuation, warranties or the timetable.
How should I disclose reliance on one marketplace, paid channel or exclusive supplier?
Identify which parts of channel and product margin, customer acquisition cost, repeat purchases, stock, supplier terms, fulfilment and platform dependence 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 inventory, payments, campaigns and fulfilment stay synchronised through completion?
Transfer domains, stores, marketplace and advertising accounts, suppliers, stock, fulfilment, payment systems, support queues and analytics with credentials rotated. Test the transfer on real open work and record who owns every remaining exception after completion.