How I Positioned a Shepparton Hospitality Business for a Successful Sale

Published 24 September 2026

Every business sale is different, but the successful sale of a Shepparton hospitality business shows why I believe getting the appraisal, preparation and market positioning right from the beginning can make a difference to the final result.

Before engaging me to handle the sale, the owners had spoken with multiple brokers and real estate agents. They were looking for someone who genuinely understood hospitality — not simply from a sales perspective, but from firsthand experience owning, operating, buying and selling businesses.

After our initial conversations and a detailed review of the business, it became clear that getting the valuation and positioning right from the outset would be critical.

Getting the Valuation Right from Day One

When I appraised the business, the process went well beyond simply applying a multiple or estimating a listing price.

I undertook a detailed review of the financial performance of the business, normalised the financials, analysed its operating structure and key value drivers, and considered its performance against comparable hospitality businesses and prevailing market conditions.

My objective was straightforward: establish a credible market value that could be supported by the financial performance of the business and understood by serious buyers.

That allowed the business to enter the market at the right level — rather than being underpriced to generate enquiries or overpriced in the hope that someone would eventually make an offer.

Creating Competition in the Market

The response was immediate.

The campaign generated six offers, creating genuine competition between interested buyers.

That competition ultimately resulted in the business selling above the asking price.

For me, this is an important part of the result. Strong outcomes aren't simply about setting the highest possible asking price. They come from presenting a business properly, supporting the valuation with credible information and creating confidence among qualified buyers.

When those elements come together, the market has the opportunity to determine the final result.

My Role Doesn't Stop at Finding a Buyer

Selling a business involves considerably more than generating an enquiry or finding someone willing to make an offer.

From the initial appraisal and preparation of the business for market, through buyer qualification, negotiations, due diligence and the eventual transaction process, my role is to keep the sale moving while protecting the commercial position of the vendor.

The business has now sold, allowing the vendors to move into their next chapter and the purchaser to take over an established hospitality operation.

It was a strong result for both parties and another example of the importance of getting the strategy right before a business is taken to market.

Why I Don't Guess When It Comes to Business Value

One of the biggest mistakes I see when businesses are prepared for sale is establishing an asking price before properly understanding the underlying business.

A professional business appraisal should consider far more than turnover alone. Maintainable earnings, owner involvement, staffing, occupancy costs, lease tenure, assets, operational structure, growth opportunities, risk factors and current buyer demand can all influence value.

Having spent more than two decades in hospitality — including owning and operating businesses myself — I approach a sale from both an operator's perspective and a transaction perspective.

That experience shapes how I appraise businesses, how I prepare them for market and how I negotiate with buyers.