Single listing
For one business with a selectable duration.
1 month
Excl. VAT.
- Publish 1 listing
- Anonymous or visible contact details
- Save as draft possible
No payment before publication.
For one business with a selectable duration.
1 month
Excl. VAT.
No payment before publication.
For regular sellers with several listings.
3 active listings
Billed yearly. Excl. VAT.
No payment before publication.
To sell a retail shop, make gross margin, stock turn and ageing, location, customer flow, supplier terms and the owner's buying decisions 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.
Explain gross margin, stock turn and ageing, location, customer flow, supplier terms and the owner's buying decisions, 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 sales and margin by product group, stock ageing and write-downs, lease, footfall where available, supplier terms, returns, staffing, till and inventory-system data. Mark ownership, term, notice, transfer restrictions and any consent required; financial data and operating records should cover comparable periods.
Retailers and hands-on successors may fit when they can fund stock, maintain buying discipline and operate the location. 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 Do not publish customer identities, supplier prices, security systems, payment information and staff records. Use anonymised segments, ranges and aggregate performance to support initial evaluation, then open identifying information only for a justified review step.
Agree the stock-count and valuation method, then transfer suppliers, orders, staff, lease matters, till and customer-service routines. Build a handover list for open work, responsible people, access, deadlines and introductions before the seller's availability reduces.
Compare the broader category or return to the main seller page: sell a company and Retail & e-commerce.
Show several comparable periods and evidence for gross margin, stock turn and ageing, location, customer flow, supplier terms and the owner's buying decisions. Reconcile financial claims with sales and margin by product group, stock ageing and write-downs, lease, footfall where available, supplier terms, returns, staffing, till and inventory-system data and distinguish transferable performance from work or relationships that depend on the seller.
A focused file should include sales and margin by product group, stock ageing and write-downs, lease, footfall where available, supplier terms, returns, staffing, till and inventory-system data. Explain gaps and exceptions before they affect valuation, warranties or the timetable.
Identify which parts of gross margin, stock turn and ageing, location, customer flow, supplier terms and the owner's buying decisions 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.
Agree the stock-count and valuation method, then transfer suppliers, orders, staff, lease matters, till and customer-service routines. Test the transfer on real open work and record who owns every remaining exception after completion.