Taking over an existing store shortens the setup time and lets you start with a ready-made customer base. But the transfer price covers not only the shelves and stock, but also the history of the business. Reading that history correctly is the first condition for a safe transfer.
1. Verify turnover with documents
The turnover stated by the seller must always be checked against till records, bank transactions and accounting documents. If possible, spending a few days in the store and observing customer traffic and basket sizes on site will show how realistic the figures are.
2. Examine the lease
The remaining term of the lease, whether it permits a transfer, rent increase conditions and the landlord's attitude towards a new tenant all directly affect the value of the deal. A store whose lease expires soon may not justify a high transfer price.
3. Check debts and liabilities
- 1Whether there are tax or social security debts
- 2Unpaid supplier invoices
- 3Staff severance and notice entitlements
- 4Outstanding utility bills for electricity, water and gas
- 5Ongoing lawsuits or enforcement proceedings
4. Value equipment and stock separately
The transfer price should be broken down into equipment, stock and goodwill (customer potential, location value). The age of the refrigeration systems, how up to date the tills and software are, and stock approaching its expiry date should each be checked one by one.
5. Put the transfer in writing, in full
Everything being taken over should be recorded in an itemised handover report, and the payment plan and safeguards against possible hidden debts should be written into the contract. If licences, utility accounts and systems are also transferred in a planned way, the store keeps running without interruption.
A safe transfer with Pera Yönetim
With our store transfer and brokerage service, we manage the process on your behalf — from valuation to negotiation, from legal and financial checks to the first steps after the transfer — ensuring a fair and safe deal for both seller and buyer.
