Sort the revenue by what actually repeats
Break sales into consumables, equipment and service. Replacement orders may support a different buyer view than a single equipment sale.
Check whether a few labs or purchasing groups account for most revenue. Explain independent accounts within a group so concentration is not overstated or hidden.
Make inventory usable to the next owner
List stock by age, condition and demand. A shelf full of obsolete products is different from inventory a buyer can turn into cash.
Discuss the inventory count and working capital target before accepting an offer. Otherwise the parties can agree on price while imagining different assets at closing.
Read the supplier agreements
Identify distribution rights, consent clauses and customer contract restrictions. Your attorney should check what a sale requires before you promise continuity.
Do not describe regulatory permissions as automatically transferable. Confirm the requirements for the actual products and activities, rather than treating all laboratory supply businesses alike.
Prepare the evidence before negotiating the price
Inventory, supplier consent and customer retention can interact in a supply business sale. Have your advisors review those assumptions before you negotiate final terms.
- Document Your Earnings Before a Business Valuation
- Prepare Your Lease for a Business Buyer
- Compare Cash at Closing With a Seller Note
Introduce your laboratory supply business through the form above. The first conversation can focus on what transfers and what drives repeat orders.