Separate storage income from service income
Organize storage, picking, packing and handling income so a buyer can see the source of margin. Explain seasonal changes and whether a few customers occupy most of the available space.
List service commitments and any penalties or performance requirements. Revenue tied to one contract renewal should be presented differently from a spread of repeat customers.
Make the lease and equipment visible early
Prepare the lease, renewal options and assignment provisions. A buyer needs confidence that occupancy will last long enough to support the purchase and any lender requirements.
List racking, forklifts, systems and other equipment with ownership or lease status. Identify deferred replacements. An earnings adjustment cannot make an unavoidable equipment bill disappear.
Define the working operation being sold
Customer goods in your custody are different from your inventory. Identify ownership and handling responsibilities so neither side treats customer property as an asset available for sale.
Write down how scheduling, inventory control and exception handling work. A supervisor who can run the floor helps demonstrate that the company is transferable beyond the owner.
Prepare for the first valuation conversation
Have current customer agreements, an equipment list and the premises lease ready. The first valuation discussion should distinguish your property from goods held for customers.
For your warehouse and fulfillment business, review earnings documentation, lease transfer planning and state closing tasks. Then request an introduction to discuss your particular company.