Reconcile the different sales channels
Separate dine-in, takeout, delivery and catering income. Compare processing reports, deposits and tax filings so the buyer can follow the numbers without relying on estimates.
Identify booked events and customer deposits. The agreement should explain who performs that work and who receives or retains the related money.
Price the owner's work honestly
Write down your weekly role in purchasing, cooking, staffing and event sales. If several family members work in the business, show their duties and compensation too.
A buyer who must hire replacements will use those costs in the earnings calculation. Equipment condition and pending replacements also affect what the business can support.
Treat the premises as a closing issue
Have counsel review lease assignment, remaining term and any guarantee. Keep licensing and permit questions separate from the purchase agreement; applicable agencies decide what the new operator must obtain.
Do not promise a buyer an automatic transfer of a liquor, health or other approval. Start those conversations early enough that paperwork does not become a surprise after the offer.
Prepare for the first valuation conversation
Have reported sales by channel, payroll and occupancy records ready. Explain how customer deposits, booked events and family labor affect the transition.
For your restaurant and catering business, review earnings documentation, lease transfer planning and state closing tasks. Then request an introduction to discuss your particular company.