How to Guides

  Most people think you need hundreds of thousands of dollars and a bank loan to buy a business.   Not true.   In many cases, businesses are closing down not because they’re worthless, but because the owners are tired, retiring, or simply ready to move on.   And in those moments, opportunity appears.   If you act with empathy, timing, and a clear offer, you can acquire real value: customers, cash flow, staff, even entire operations, without needing huge amounts of capital up front.   This article breaks down four real, practical strategies that smart buyers are using right now to acquire businesses that are shutting down.       1. CUSTOMER TRANSFERS THROUGH EXIT AGREEMENTS   When a business closes, its customers don’t just vanish.   They need somewhere to go.   Smart buyers position themselves as that “somewhere” and they do it by partnering with owners before the doors officially close.   Example:   Brittany owned a gym. When nearby fitness studios began shutting during COVID, she didn’t wait. She reached out and made a deal with one of the owners:   The gym that was closing sent an email to its members, recommending Brittany’s gym as their new home. Brittany agreed to pay the former owner a share of the new member revenue for the first six months. She invited those customers to a special welcome event and gave them a warm handover experience. She even offered the original owner a part-time role as a trainer or advisor. The result? Brittany gained over $100,000 in new revenue and built a reputation as a safe landing zone for former members.   Why this works:   The outgoing owner keeps their reputation intact.   Customers are taken care of.   You grow your client base.   No one loses face.   Tip: This can work in any service business: fitness, childcare, health, beauty, even trades, anywhere there is a recurring or loyal customer base that needs continuity.       2. REFERRAL DEALS WITH RETIRING OR EXITING OWNERS   When a business closes, its database becomes one of the most valuable remaining assets.Emails, past clients, website traffic, Google reviews, it’s all sitting there with nowhere to go.   Instead of watching that value disappear, step in and turn it into a referral engine.   Example:   Peter owned a restaurant. A nearby competitor was shutting down. Rather than ignore it, he made an offer:   The owner of the closing restaurant sent one final email to their 15,000-person list. It included a heartfelt farewell and a special 25 percent discount at Peter’s place. Peter paid a referral fee for each customer who used the code. Within weeks, Peter had gained dozens of loyal new customers.   The former owner made a few thousand dollars on the way out. Everyone won.   Why this works:   The exiting business gets one final income stream. You acquire customers for a fraction of the normal cost. There’s no risk of being seen as aggressive or opportunistic. Tip: Keep it personal. Make sure the referral comes directly from the owner. People are far more likely to follow someone they trust.       3. TURNAROUND DEALS WITH PROFIT-SHARING INSTEAD OF CASH   Not every business that shuts down is a failure. Some are simply stuck.   The owners might be burnt out, overwhelmed, or unsure how to take it further.   That’s where you can step in, not with a big cheque, but with a better offer.   How it works:   You agree to take over the business and improve it. You offer the seller a percentage of future profits, rather than a large upfront payment. You reduce their risk while giving them long-term upside. Example:   Drew built a business portfolio by acquiring small websites and digital businesses that were no longer active.   He didn’t offer money upfront. He simply proposed a 30 percent share of any profit he generated after taking control.   Owners were happy to walk away with no pressure.   He rebuilt the businesses using simple improvements.    Within months, they were generating income and paying the original owners more than they expected.   Why this works:   The seller gets peace of mind and potential income. You avoid risky debt or overpaying for underperformance. You only pay if the business actually works. Tip: Make sure everything is documented. Profit-sharing agreements should be clear, with agreed timeframes, reporting, and exit clauses.       4. ACQUIRING STAFF AND TALENT FROM CLOSING BUSINESSES   Sometimes, you don’t want the business.   You want the people.   Experienced staff, loyal teams, and well-trained service providers are extremely valuable, especially when hiring is tough.   If you find out a business is closing, you can approach the owner and propose a respectful transition for key team members.   How this works:   You speak to the owner before closure and offer to interview their team. You guarantee a smooth onboarding for their staff and clients. You may offer a small incentive to the owner to assist with the transition. Staff keep their jobs, and you gain a team without recruitment headaches. Example: A childcare centre in a regional town closed due to the owner’s health.   A nearby centre offered to hire the team, absorb the enrolled families, and continue the program with minimal disruption.   The transition was calm, respectful and retained almost the entire staff base.   Why this works:   You protect jobs. You gain proven staff. You build goodwill in the community. The former owner protects their legacy. Tip: Make the transition process professional and structured. You want staff and clients to feel confident, not anxious.       WHAT MAKES THESE STRATEGIES EFFECTIVE   They rely on relationships, not capital. They solve problems for the seller and provide real value in return. They minimise risk, while maximising opportunity. They’re often faster and less complex than full acquisitions. They build trust, goodwill and a strong reputation in your industry.       YOU DON'T NEED BIG MONEY TO BUY REAL VALUE   Buying a business doesn’t always mean writing a big cheque.   Sometimes, the best deals happen when a seller just wants out, cleanly, fairly, and with dignity.   If you can offer that, you don’t need to compete on price.   You compete on value.   These strategies work because they help everyone win.   The seller exits with confidence.   You gain customers, cash flow, or talent.   The clients get continuity.   The staff get stability.   That’s not just a clever deal. That’s a good one.   So next time someone says, “Yeah, we’re shutting down next month,” you know what to do.   Ask the right questions.   Make a smart offer.   And build something better with what others are walking away from.   That’s how smart buyers grow: one good conversation at a time.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Let’s cut to it. You’ve found a great business, but your bank account looks like it’s been on a diet.   Welcome to the part where smart buyers get creative and the wealthy get wealthier.   It’s called seller financing.   Also known as a profit payback or vendor finance.   And if you're serious about buying businesses in Australia, you’d better get fluent in how it works.       WHAT IS SELLER FINANCING?   Seller financing means the seller becomes the bank.   Instead of fronting the full price, you put down a portion and pay the rest over time out of the business profits.   It’s like a lay-by for companies.   Except instead of putting down $20 for a toaster, you're locking in a $500,000 deal with ten percent down and a handshake backed by a contract.       WHY WOULD A SELLER AGREE TO THIS?   Good question. And here’s the honest answer:   Because nobody else wanted to buy it. Yet.   Think regional towns. Think older owners.   Think great businesses that aren’t flashy but print cash quietly in the background.   These deals get ignored by dreamers chasing unicorns.   A seller might agree because:   They want to retire and don’t care about upfront money as long as it’s secure. The business is solid, but the buyer pool is thin. They like you and want the business to continue. They want tax advantages by spreading income over years. They’d rather make interest from you than deal with banks.       WHAT DO THE TERMS LOOK LIKE? Let’s break down a typical structure:   Purchase price: $500,000 Annual profit: $200,000 Down payment: $50,000 (10 percent) Monthly seller payments: $4,000 over 10 years Your monthly profit after paying the seller: around $10,000 You’re cash flow positive from day one. And no, that’s not a fantasy spreadsheet.That’s what happens when you buy smart and structure the deal with your head, not your ego.       WHY I LOVE THIS METHOD (AND WHY YOU SHOULD TOO)   Everything is negotiable.   Want a lower monthly payment? Ask.   Want the seller to stay on for six months? Ask.   Want to include stock, trucks, or that weird vintage slicer in the kitchen? Ask.   This is not a bank loan. There are no rigid terms.   There is only what you and the seller agree on.   The best part? You already have all the financials.   You've done your due diligence.   You know the cash flow.   So you’re negotiating with facts, not hopes.   If you structure it right, the business pays for itself. Not you.   Not your credit card.   The business. Pays. For. Itself.       HOW TO MAKE THE PITCH   Let’s say the seller wants $1 million. You say:   “Look, I can go to the bank and pay you $750,000 now. But they’ll charge me 8 percent interest, and you get your money in one lump, taxed hard.   Or I can give you $1.15 million over 10 years, with 5 percent interest, no bank involved, and you get a better price and a tax advantage.”   Game. Set. Match.   You’re solving their problem while creating your opportunity.   You make them more money than the bank would. And you don't have to beg a lender to believe in you.       HOW IT BENEFITS THE SELLER   More total money Tax spread over years No agent or bank delays Monthly cash flow, like an annuity Keeps them involved (if they want to be) Legacy protection — especially if they’re emotionally tied to the business You’re not asking for a favour. You’re offering a better deal.       POTENTIAL TRADE-OFFS   Yes, there are a few things to keep in mind.   Sellers may charge a higher total price. Fair enough, they’re taking a risk. Interest rates vary. But they’re usually negotiable. You still need to prove the business will service the debt. Some sellers will say no. That’s fine. Ask the next one. You'll need a solid legal agreement. No handshake deals here.       THE TWO QUESTIONS THAT MATTER MOST   If you’re nervous about debt, good. You should be. But ask yourself:   1. Will it pay for itself?   Only take on debt that is covered by the profit it generates. That’s not risky. That’s smart.     2. What happens if it doesn’t?   Don’t go so big it sinks you. Keep it small enough that if the deal goes bad, you recover.   Then sell it. Or fix it. Or walk away without being ruined.       THIS IS HOW THE SMART MONEY BUYS   Seller financing is the secret weapon.   It gets you in the game faster.   It lets you skip the gatekeepers.   And it puts you in control.   You are not just buying a business.   You are buying cash flow, control, leverage and experience without selling the farm.   You do not need to be rich to buy a business.   But you do need to be clever about how you structure the deal.   So if the business is solid, and the seller is open?   Make the pitch.   Lock in the terms.   And let the business pay you and them at the same time.   Because when the bank says no, seller financing says yes.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Old mate Warren Buffett once said,   “Rule number one: don’t lose money. Rule number two: don’t forget rule number one.”   It’s cute until you realise it applies to your first business deal.   The one you’re about to stuff up because it feels right.   Let me be clear:   Your feelings don’t count.   Due diligence does.       FALLING IN LOVE WILL KILL YOUR DEAL JUDGMENT   Everyone has a crush on their first deal. It’s normal.   But if you’re already picturing yourself behind the counter with your name on the coffee loyalty card, pull back.   That’s how people get emotionally wrecked and financially rinsed.   One rule from my old man:“Never fall in love with something that can’t love you back.”       HERE’S WHAT SHOULD MAKE YOU WALK. FAST.   1. It’s Losing Money If it’s bleeding cash and the seller says, “You just need fresh energy,” that’s code for “Please take my flaming dumpster.”   You’re not a turnaround CEO. You’re a first-time buyer with a mortgage and a bad back. Leave it.     2. You Need a Loan the Size of a Small War Chest Stacking debt on a shaky business is how people end up Googling “Can I return a business?” at 2am.     3. Margins So Thin You Could Shave With Them   Ten percent gross margin is a rounding error, not a business model.   If it costs $90 to make $100, one supplier price hike and you're selling furniture.     4. Heavy Assets, Light Logic   If the place needs forklifts, cranes or a diesel mechanic named Kev, think twice.   You're not buying a fleet. You're buying headaches with a depreciation schedule.     5. Seller Who Thinks They’re God’s Gift   Avoid the 35-year-old founder with a TEDx talk and a SaaS idea who wants 12 times revenue for their dog wash.   You want the retiring bloke who just wants to go fishing. That’s your seller.     6. No Cashflow for Leverage   Thinking about borrowing against future cashflow? Make sure there actually is some.   If the business barely covers lunch, banks will ghost you faster than a dodgy Tinder date.     7. Can't Even Pay Yourself a Wage   If the business only works when the owner works 80 hours and pays themselves nothing, you’re not buying a business.   You’re inheriting burnout.     8. No Buffer   Ask how much cash is in the business.   If the answer is “We manage week to week,” run.   You need something that survives a rainy quarter without panic-baking lamingtons.     9. You're the Only Operator   If you leave for a week and the business dies, congrats.    You've bought yourself a prison with a brand name.   Make sure you can hire help and still make money.     10. Seller is All Vibes, No Docs   If they say “Don’t worry, it’s all good, we just haven’t put it in writing,” leave.Immediately.   Good businesses have documentation. Bad ones have excuses.     11. Sales Dropping Like a Wet Pavlova   “Ignore the last two years, we had some one-off stuff.”   Translation: the decline is real, and you’re next.   Run the numbers for a worst-case year.   If you can’t survive it, don’t buy it.     12. No Way to Grow   Can’t add new customers? Can’t raise prices? Can’t upsell a single bloody thing?   That’s not a business. That’s a fixed-income job with more risk than reward.     13. Fancy Accounting Terms   If the seller starts banging on about EBITDA like it’s magic, ask them what the net profit is after paying for all the real bills.   That’s the number that matters. Everything else is just seasoning.     14. “We’ve Got a Patent Pending”   Sure, and I’ve got a helicopter on layby.   If you don’t understand the patent or the product, stay out of niche technical land.   Your first business should not come with legal risk and napkin sketches.     15. Seller Gives You the Ick   Trust your gut. If they’re slippery, aggressive or weirdly defensive, that’s not charisma. That’s a red flag with aftershave.   Don’t buy from someone you wouldn’t have a beer with.     16. No Exit Plan   What happens if you want out in 12 months? Can you resell it?   If the answer is “Uhh…”    you’re buying a one-way ticket to regret.     17. Partnerships Without Clarity   Partnerships sound lovely until someone wants to take Christmas off and the other wants to open on Sundays.   You need agreements. Not handshakes. Handshakes leak money.     18. “We Just Need to Close Fast”   If they’re rushing you, it’s not urgency. It’s desperation.   There’s always a reason someone’s bolting for the exit. And it’s rarely good.     19. You’re Already Defending the Deal   If you’re saying things like, “I mean, it’s not that bad,” then mate, it probably is.   This is how you justify buying garbage with optimism and a spreadsheet.       LEAVING A BAD DEAL ISN'T FAILURE. IT'S STRATEGY.   You don't lose money when you walk away.   You lose it when you ignore the signs, double down on hope, and tell yourself it'll all work out.   The smartest dealmakers aren't the ones who say yes the fastest.   They're the ones who say no often, early and with complete confidence.   So when the deal stinks, don’t hesitate.   Walk fast. Walk proud. Walk like you dodged a bullet.   Because you probably just did.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Most people think you need hundreds of thousands of dollars and a bank loan to buy a business.   Not true.   In many cases, businesses are closing down not because they’re worthless, but because the owners are tired, retiring, or simply ready to move on.   And in those moments, opportunity appears.   If you act with empathy, timing, and a clear offer, you can acquire real value: customers, cash flow, staff, even entire operations, without needing huge amounts of capital up front.   This article breaks down four real, practical strategies that smart buyers are using right now to acquire businesses that are shutting down.       1. CUSTOMER TRANSFERS THROUGH EXIT AGREEMENTS   When a business closes, its customers don’t just vanish.   They need somewhere to go.   Smart buyers position themselves as that “somewhere” and they do it by partnering with owners before the doors officially close.   Example:   Brittany owned a gym. When nearby fitness studios began shutting during COVID, she didn’t wait. She reached out and made a deal with one of the owners:   The gym that was closing sent an email to its members, recommending Brittany’s gym as their new home. Brittany agreed to pay the former owner a share of the new member revenue for the first six months. She invited those customers to a special welcome event and gave them a warm handover experience. She even offered the original owner a part-time role as a trainer or advisor. The result? Brittany gained over $100,000 in new revenue and built a reputation as a safe landing zone for former members.   Why this works:   The outgoing owner keeps their reputation intact.   Customers are taken care of.   You grow your client base.   No one loses face.   Tip: This can work in any service business: fitness, childcare, health, beauty, even trades, anywhere there is a recurring or loyal customer base that needs continuity.       2. REFERRAL DEALS WITH RETIRING OR EXITING OWNERS   When a business closes, its database becomes one of the most valuable remaining assets.Emails, past clients, website traffic, Google reviews, it’s all sitting there with nowhere to go.   Instead of watching that value disappear, step in and turn it into a referral engine.   Example:   Peter owned a restaurant. A nearby competitor was shutting down. Rather than ignore it, he made an offer:   The owner of the closing restaurant sent one final email to their 15,000-person list. It included a heartfelt farewell and a special 25 percent discount at Peter’s place. Peter paid a referral fee for each customer who used the code. Within weeks, Peter had gained dozens of loyal new customers.   The former owner made a few thousand dollars on the way out. Everyone won.   Why this works:   The exiting business gets one final income stream. You acquire customers for a fraction of the normal cost. There’s no risk of being seen as aggressive or opportunistic. Tip: Keep it personal. Make sure the referral comes directly from the owner. People are far more likely to follow someone they trust.       3. TURNAROUND DEALS WITH PROFIT-SHARING INSTEAD OF CASH   Not every business that shuts down is a failure. Some are simply stuck.   The owners might be burnt out, overwhelmed, or unsure how to take it further.   That’s where you can step in, not with a big cheque, but with a better offer.   How it works:   You agree to take over the business and improve it. You offer the seller a percentage of future profits, rather than a large upfront payment. You reduce their risk while giving them long-term upside. Example:   Drew built a business portfolio by acquiring small websites and digital businesses that were no longer active.   He didn’t offer money upfront. He simply proposed a 30 percent share of any profit he generated after taking control.   Owners were happy to walk away with no pressure.   He rebuilt the businesses using simple improvements.    Within months, they were generating income and paying the original owners more than they expected.   Why this works:   The seller gets peace of mind and potential income. You avoid risky debt or overpaying for underperformance. You only pay if the business actually works. Tip: Make sure everything is documented. Profit-sharing agreements should be clear, with agreed timeframes, reporting, and exit clauses.       4. ACQUIRING STAFF AND TALENT FROM CLOSING BUSINESSES   Sometimes, you don’t want the business.   You want the people.   Experienced staff, loyal teams, and well-trained service providers are extremely valuable, especially when hiring is tough.   If you find out a business is closing, you can approach the owner and propose a respectful transition for key team members.   How this works:   You speak to the owner before closure and offer to interview their team. You guarantee a smooth onboarding for their staff and clients. You may offer a small incentive to the owner to assist with the transition. Staff keep their jobs, and you gain a team without recruitment headaches. Example: A childcare centre in a regional town closed due to the owner’s health.   A nearby centre offered to hire the team, absorb the enrolled families, and continue the program with minimal disruption.   The transition was calm, respectful and retained almost the entire staff base.   Why this works:   You protect jobs. You gain proven staff. You build goodwill in the community. The former owner protects their legacy. Tip: Make the transition process professional and structured. You want staff and clients to feel confident, not anxious.       WHAT MAKES THESE STRATEGIES EFFECTIVE   They rely on relationships, not capital. They solve problems for the seller and provide real value in return. They minimise risk, while maximising opportunity. They’re often faster and less complex than full acquisitions. They build trust, goodwill and a strong reputation in your industry.       YOU DON'T NEED BIG MONEY TO BUY REAL VALUE   Buying a business doesn’t always mean writing a big cheque.   Sometimes, the best deals happen when a seller just wants out, cleanly, fairly, and with dignity.   If you can offer that, you don’t need to compete on price.   You compete on value.   These strategies work because they help everyone win.   The seller exits with confidence.   You gain customers, cash flow, or talent.   The clients get continuity.   The staff get stability.   That’s not just a clever deal. That’s a good one.   So next time someone says, “Yeah, we’re shutting down next month,” you know what to do.   Ask the right questions.   Make a smart offer.   And build something better with what others are walking away from.   That’s how smart buyers grow: one good conversation at a time.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Let’s cut to it. You’ve found a great business, but your bank account looks like it’s been on a diet.   Welcome to the part where smart buyers get creative and the wealthy get wealthier.   It’s called seller financing.   Also known as a profit payback or vendor finance.   And if you're serious about buying businesses in Australia, you’d better get fluent in how it works.       WHAT IS SELLER FINANCING?   Seller financing means the seller becomes the bank.   Instead of fronting the full price, you put down a portion and pay the rest over time out of the business profits.   It’s like a lay-by for companies.   Except instead of putting down $20 for a toaster, you're locking in a $500,000 deal with ten percent down and a handshake backed by a contract.       WHY WOULD A SELLER AGREE TO THIS?   Good question. And here’s the honest answer:   Because nobody else wanted to buy it. Yet.   Think regional towns. Think older owners.   Think great businesses that aren’t flashy but print cash quietly in the background.   These deals get ignored by dreamers chasing unicorns.   A seller might agree because:   They want to retire and don’t care about upfront money as long as it’s secure. The business is solid, but the buyer pool is thin. They like you and want the business to continue. They want tax advantages by spreading income over years. They’d rather make interest from you than deal with banks.       WHAT DO THE TERMS LOOK LIKE? Let’s break down a typical structure:   Purchase price: $500,000 Annual profit: $200,000 Down payment: $50,000 (10 percent) Monthly seller payments: $4,000 over 10 years Your monthly profit after paying the seller: around $10,000 You’re cash flow positive from day one. And no, that’s not a fantasy spreadsheet.That’s what happens when you buy smart and structure the deal with your head, not your ego.       WHY I LOVE THIS METHOD (AND WHY YOU SHOULD TOO)   Everything is negotiable.   Want a lower monthly payment? Ask.   Want the seller to stay on for six months? Ask.   Want to include stock, trucks, or that weird vintage slicer in the kitchen? Ask.   This is not a bank loan. There are no rigid terms.   There is only what you and the seller agree on.   The best part? You already have all the financials.   You've done your due diligence.   You know the cash flow.   So you’re negotiating with facts, not hopes.   If you structure it right, the business pays for itself. Not you.   Not your credit card.   The business. Pays. For. Itself.       HOW TO MAKE THE PITCH   Let’s say the seller wants $1 million. You say:   “Look, I can go to the bank and pay you $750,000 now. But they’ll charge me 8 percent interest, and you get your money in one lump, taxed hard.   Or I can give you $1.15 million over 10 years, with 5 percent interest, no bank involved, and you get a better price and a tax advantage.”   Game. Set. Match.   You’re solving their problem while creating your opportunity.   You make them more money than the bank would. And you don't have to beg a lender to believe in you.       HOW IT BENEFITS THE SELLER   More total money Tax spread over years No agent or bank delays Monthly cash flow, like an annuity Keeps them involved (if they want to be) Legacy protection — especially if they’re emotionally tied to the business You’re not asking for a favour. You’re offering a better deal.       POTENTIAL TRADE-OFFS   Yes, there are a few things to keep in mind.   Sellers may charge a higher total price. Fair enough, they’re taking a risk. Interest rates vary. But they’re usually negotiable. You still need to prove the business will service the debt. Some sellers will say no. That’s fine. Ask the next one. You'll need a solid legal agreement. No handshake deals here.       THE TWO QUESTIONS THAT MATTER MOST   If you’re nervous about debt, good. You should be. But ask yourself:   1. Will it pay for itself?   Only take on debt that is covered by the profit it generates. That’s not risky. That’s smart.     2. What happens if it doesn’t?   Don’t go so big it sinks you. Keep it small enough that if the deal goes bad, you recover.   Then sell it. Or fix it. Or walk away without being ruined.       THIS IS HOW THE SMART MONEY BUYS   Seller financing is the secret weapon.   It gets you in the game faster.   It lets you skip the gatekeepers.   And it puts you in control.   You are not just buying a business.   You are buying cash flow, control, leverage and experience without selling the farm.   You do not need to be rich to buy a business.   But you do need to be clever about how you structure the deal.   So if the business is solid, and the seller is open?   Make the pitch.   Lock in the terms.   And let the business pay you and them at the same time.   Because when the bank says no, seller financing says yes.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Old mate Warren Buffett once said,   “Rule number one: don’t lose money. Rule number two: don’t forget rule number one.”   It’s cute until you realise it applies to your first business deal.   The one you’re about to stuff up because it feels right.   Let me be clear:   Your feelings don’t count.   Due diligence does.       FALLING IN LOVE WILL KILL YOUR DEAL JUDGMENT   Everyone has a crush on their first deal. It’s normal.   But if you’re already picturing yourself behind the counter with your name on the coffee loyalty card, pull back.   That’s how people get emotionally wrecked and financially rinsed.   One rule from my old man:“Never fall in love with something that can’t love you back.”       HERE’S WHAT SHOULD MAKE YOU WALK. FAST.   1. It’s Losing Money If it’s bleeding cash and the seller says, “You just need fresh energy,” that’s code for “Please take my flaming dumpster.”   You’re not a turnaround CEO. You’re a first-time buyer with a mortgage and a bad back. Leave it.     2. You Need a Loan the Size of a Small War Chest Stacking debt on a shaky business is how people end up Googling “Can I return a business?” at 2am.     3. Margins So Thin You Could Shave With Them   Ten percent gross margin is a rounding error, not a business model.   If it costs $90 to make $100, one supplier price hike and you're selling furniture.     4. Heavy Assets, Light Logic   If the place needs forklifts, cranes or a diesel mechanic named Kev, think twice.   You're not buying a fleet. You're buying headaches with a depreciation schedule.     5. Seller Who Thinks They’re God’s Gift   Avoid the 35-year-old founder with a TEDx talk and a SaaS idea who wants 12 times revenue for their dog wash.   You want the retiring bloke who just wants to go fishing. That’s your seller.     6. No Cashflow for Leverage   Thinking about borrowing against future cashflow? Make sure there actually is some.   If the business barely covers lunch, banks will ghost you faster than a dodgy Tinder date.     7. Can't Even Pay Yourself a Wage   If the business only works when the owner works 80 hours and pays themselves nothing, you’re not buying a business.   You’re inheriting burnout.     8. No Buffer   Ask how much cash is in the business.   If the answer is “We manage week to week,” run.   You need something that survives a rainy quarter without panic-baking lamingtons.     9. You're the Only Operator   If you leave for a week and the business dies, congrats.    You've bought yourself a prison with a brand name.   Make sure you can hire help and still make money.     10. Seller is All Vibes, No Docs   If they say “Don’t worry, it’s all good, we just haven’t put it in writing,” leave.Immediately.   Good businesses have documentation. Bad ones have excuses.     11. Sales Dropping Like a Wet Pavlova   “Ignore the last two years, we had some one-off stuff.”   Translation: the decline is real, and you’re next.   Run the numbers for a worst-case year.   If you can’t survive it, don’t buy it.     12. No Way to Grow   Can’t add new customers? Can’t raise prices? Can’t upsell a single bloody thing?   That’s not a business. That’s a fixed-income job with more risk than reward.     13. Fancy Accounting Terms   If the seller starts banging on about EBITDA like it’s magic, ask them what the net profit is after paying for all the real bills.   That’s the number that matters. Everything else is just seasoning.     14. “We’ve Got a Patent Pending”   Sure, and I’ve got a helicopter on layby.   If you don’t understand the patent or the product, stay out of niche technical land.   Your first business should not come with legal risk and napkin sketches.     15. Seller Gives You the Ick   Trust your gut. If they’re slippery, aggressive or weirdly defensive, that’s not charisma. That’s a red flag with aftershave.   Don’t buy from someone you wouldn’t have a beer with.     16. No Exit Plan   What happens if you want out in 12 months? Can you resell it?   If the answer is “Uhh…”    you’re buying a one-way ticket to regret.     17. Partnerships Without Clarity   Partnerships sound lovely until someone wants to take Christmas off and the other wants to open on Sundays.   You need agreements. Not handshakes. Handshakes leak money.     18. “We Just Need to Close Fast”   If they’re rushing you, it’s not urgency. It’s desperation.   There’s always a reason someone’s bolting for the exit. And it’s rarely good.     19. You’re Already Defending the Deal   If you’re saying things like, “I mean, it’s not that bad,” then mate, it probably is.   This is how you justify buying garbage with optimism and a spreadsheet.       LEAVING A BAD DEAL ISN'T FAILURE. IT'S STRATEGY.   You don't lose money when you walk away.   You lose it when you ignore the signs, double down on hope, and tell yourself it'll all work out.   The smartest dealmakers aren't the ones who say yes the fastest.   They're the ones who say no often, early and with complete confidence.   So when the deal stinks, don’t hesitate.   Walk fast. Walk proud. Walk like you dodged a bullet.   Because you probably just did.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Most people think you need hundreds of thousands of dollars and a bank loan to buy a business.   Not true.   In many cases, businesses are closing down not because they’re worthless, but because the owners are tired, retiring, or simply ready to move on.   And in those moments, opportunity appears.   If you act with empathy, timing, and a clear offer, you can acquire real value: customers, cash flow, staff, even entire operations, without needing huge amounts of capital up front.   This article breaks down four real, practical strategies that smart buyers are using right now to acquire businesses that are shutting down.       1. CUSTOMER TRANSFERS THROUGH EXIT AGREEMENTS   When a business closes, its customers don’t just vanish.   They need somewhere to go.   Smart buyers position themselves as that “somewhere” and they do it by partnering with owners before the doors officially close.   Example:   Brittany owned a gym. When nearby fitness studios began shutting during COVID, she didn’t wait. She reached out and made a deal with one of the owners:   The gym that was closing sent an email to its members, recommending Brittany’s gym as their new home. Brittany agreed to pay the former owner a share of the new member revenue for the first six months. She invited those customers to a special welcome event and gave them a warm handover experience. She even offered the original owner a part-time role as a trainer or advisor. The result? Brittany gained over $100,000 in new revenue and built a reputation as a safe landing zone for former members.   Why this works:   The outgoing owner keeps their reputation intact.   Customers are taken care of.   You grow your client base.   No one loses face.   Tip: This can work in any service business: fitness, childcare, health, beauty, even trades, anywhere there is a recurring or loyal customer base that needs continuity.       2. REFERRAL DEALS WITH RETIRING OR EXITING OWNERS   When a business closes, its database becomes one of the most valuable remaining assets.Emails, past clients, website traffic, Google reviews, it’s all sitting there with nowhere to go.   Instead of watching that value disappear, step in and turn it into a referral engine.   Example:   Peter owned a restaurant. A nearby competitor was shutting down. Rather than ignore it, he made an offer:   The owner of the closing restaurant sent one final email to their 15,000-person list. It included a heartfelt farewell and a special 25 percent discount at Peter’s place. Peter paid a referral fee for each customer who used the code. Within weeks, Peter had gained dozens of loyal new customers.   The former owner made a few thousand dollars on the way out. Everyone won.   Why this works:   The exiting business gets one final income stream. You acquire customers for a fraction of the normal cost. There’s no risk of being seen as aggressive or opportunistic. Tip: Keep it personal. Make sure the referral comes directly from the owner. People are far more likely to follow someone they trust.       3. TURNAROUND DEALS WITH PROFIT-SHARING INSTEAD OF CASH   Not every business that shuts down is a failure. Some are simply stuck.   The owners might be burnt out, overwhelmed, or unsure how to take it further.   That’s where you can step in, not with a big cheque, but with a better offer.   How it works:   You agree to take over the business and improve it. You offer the seller a percentage of future profits, rather than a large upfront payment. You reduce their risk while giving them long-term upside. Example:   Drew built a business portfolio by acquiring small websites and digital businesses that were no longer active.   He didn’t offer money upfront. He simply proposed a 30 percent share of any profit he generated after taking control.   Owners were happy to walk away with no pressure.   He rebuilt the businesses using simple improvements.    Within months, they were generating income and paying the original owners more than they expected.   Why this works:   The seller gets peace of mind and potential income. You avoid risky debt or overpaying for underperformance. You only pay if the business actually works. Tip: Make sure everything is documented. Profit-sharing agreements should be clear, with agreed timeframes, reporting, and exit clauses.       4. ACQUIRING STAFF AND TALENT FROM CLOSING BUSINESSES   Sometimes, you don’t want the business.   You want the people.   Experienced staff, loyal teams, and well-trained service providers are extremely valuable, especially when hiring is tough.   If you find out a business is closing, you can approach the owner and propose a respectful transition for key team members.   How this works:   You speak to the owner before closure and offer to interview their team. You guarantee a smooth onboarding for their staff and clients. You may offer a small incentive to the owner to assist with the transition. Staff keep their jobs, and you gain a team without recruitment headaches. Example: A childcare centre in a regional town closed due to the owner’s health.   A nearby centre offered to hire the team, absorb the enrolled families, and continue the program with minimal disruption.   The transition was calm, respectful and retained almost the entire staff base.   Why this works:   You protect jobs. You gain proven staff. You build goodwill in the community. The former owner protects their legacy. Tip: Make the transition process professional and structured. You want staff and clients to feel confident, not anxious.       WHAT MAKES THESE STRATEGIES EFFECTIVE   They rely on relationships, not capital. They solve problems for the seller and provide real value in return. They minimise risk, while maximising opportunity. They’re often faster and less complex than full acquisitions. They build trust, goodwill and a strong reputation in your industry.       YOU DON'T NEED BIG MONEY TO BUY REAL VALUE   Buying a business doesn’t always mean writing a big cheque.   Sometimes, the best deals happen when a seller just wants out, cleanly, fairly, and with dignity.   If you can offer that, you don’t need to compete on price.   You compete on value.   These strategies work because they help everyone win.   The seller exits with confidence.   You gain customers, cash flow, or talent.   The clients get continuity.   The staff get stability.   That’s not just a clever deal. That’s a good one.   So next time someone says, “Yeah, we’re shutting down next month,” you know what to do.   Ask the right questions.   Make a smart offer.   And build something better with what others are walking away from.   That’s how smart buyers grow: one good conversation at a time.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Let’s cut to it. You’ve found a great business, but your bank account looks like it’s been on a diet.   Welcome to the part where smart buyers get creative and the wealthy get wealthier.   It’s called seller financing.   Also known as a profit payback or vendor finance.   And if you're serious about buying businesses in Australia, you’d better get fluent in how it works.       WHAT IS SELLER FINANCING?   Seller financing means the seller becomes the bank.   Instead of fronting the full price, you put down a portion and pay the rest over time out of the business profits.   It’s like a lay-by for companies.   Except instead of putting down $20 for a toaster, you're locking in a $500,000 deal with ten percent down and a handshake backed by a contract.       WHY WOULD A SELLER AGREE TO THIS?   Good question. And here’s the honest answer:   Because nobody else wanted to buy it. Yet.   Think regional towns. Think older owners.   Think great businesses that aren’t flashy but print cash quietly in the background.   These deals get ignored by dreamers chasing unicorns.   A seller might agree because:   They want to retire and don’t care about upfront money as long as it’s secure. The business is solid, but the buyer pool is thin. They like you and want the business to continue. They want tax advantages by spreading income over years. They’d rather make interest from you than deal with banks.       WHAT DO THE TERMS LOOK LIKE? Let’s break down a typical structure:   Purchase price: $500,000 Annual profit: $200,000 Down payment: $50,000 (10 percent) Monthly seller payments: $4,000 over 10 years Your monthly profit after paying the seller: around $10,000 You’re cash flow positive from day one. And no, that’s not a fantasy spreadsheet.That’s what happens when you buy smart and structure the deal with your head, not your ego.       WHY I LOVE THIS METHOD (AND WHY YOU SHOULD TOO)   Everything is negotiable.   Want a lower monthly payment? Ask.   Want the seller to stay on for six months? Ask.   Want to include stock, trucks, or that weird vintage slicer in the kitchen? Ask.   This is not a bank loan. There are no rigid terms.   There is only what you and the seller agree on.   The best part? You already have all the financials.   You've done your due diligence.   You know the cash flow.   So you’re negotiating with facts, not hopes.   If you structure it right, the business pays for itself. Not you.   Not your credit card.   The business. Pays. For. Itself.       HOW TO MAKE THE PITCH   Let’s say the seller wants $1 million. You say:   “Look, I can go to the bank and pay you $750,000 now. But they’ll charge me 8 percent interest, and you get your money in one lump, taxed hard.   Or I can give you $1.15 million over 10 years, with 5 percent interest, no bank involved, and you get a better price and a tax advantage.”   Game. Set. Match.   You’re solving their problem while creating your opportunity.   You make them more money than the bank would. And you don't have to beg a lender to believe in you.       HOW IT BENEFITS THE SELLER   More total money Tax spread over years No agent or bank delays Monthly cash flow, like an annuity Keeps them involved (if they want to be) Legacy protection — especially if they’re emotionally tied to the business You’re not asking for a favour. You’re offering a better deal.       POTENTIAL TRADE-OFFS   Yes, there are a few things to keep in mind.   Sellers may charge a higher total price. Fair enough, they’re taking a risk. Interest rates vary. But they’re usually negotiable. You still need to prove the business will service the debt. Some sellers will say no. That’s fine. Ask the next one. You'll need a solid legal agreement. No handshake deals here.       THE TWO QUESTIONS THAT MATTER MOST   If you’re nervous about debt, good. You should be. But ask yourself:   1. Will it pay for itself?   Only take on debt that is covered by the profit it generates. That’s not risky. That’s smart.     2. What happens if it doesn’t?   Don’t go so big it sinks you. Keep it small enough that if the deal goes bad, you recover.   Then sell it. Or fix it. Or walk away without being ruined.       THIS IS HOW THE SMART MONEY BUYS   Seller financing is the secret weapon.   It gets you in the game faster.   It lets you skip the gatekeepers.   And it puts you in control.   You are not just buying a business.   You are buying cash flow, control, leverage and experience without selling the farm.   You do not need to be rich to buy a business.   But you do need to be clever about how you structure the deal.   So if the business is solid, and the seller is open?   Make the pitch.   Lock in the terms.   And let the business pay you and them at the same time.   Because when the bank says no, seller financing says yes.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Old mate Warren Buffett once said,   “Rule number one: don’t lose money. Rule number two: don’t forget rule number one.”   It’s cute until you realise it applies to your first business deal.   The one you’re about to stuff up because it feels right.   Let me be clear:   Your feelings don’t count.   Due diligence does.       FALLING IN LOVE WILL KILL YOUR DEAL JUDGMENT   Everyone has a crush on their first deal. It’s normal.   But if you’re already picturing yourself behind the counter with your name on the coffee loyalty card, pull back.   That’s how people get emotionally wrecked and financially rinsed.   One rule from my old man:“Never fall in love with something that can’t love you back.”       HERE’S WHAT SHOULD MAKE YOU WALK. FAST.   1. It’s Losing Money If it’s bleeding cash and the seller says, “You just need fresh energy,” that’s code for “Please take my flaming dumpster.”   You’re not a turnaround CEO. You’re a first-time buyer with a mortgage and a bad back. Leave it.     2. You Need a Loan the Size of a Small War Chest Stacking debt on a shaky business is how people end up Googling “Can I return a business?” at 2am.     3. Margins So Thin You Could Shave With Them   Ten percent gross margin is a rounding error, not a business model.   If it costs $90 to make $100, one supplier price hike and you're selling furniture.     4. Heavy Assets, Light Logic   If the place needs forklifts, cranes or a diesel mechanic named Kev, think twice.   You're not buying a fleet. You're buying headaches with a depreciation schedule.     5. Seller Who Thinks They’re God’s Gift   Avoid the 35-year-old founder with a TEDx talk and a SaaS idea who wants 12 times revenue for their dog wash.   You want the retiring bloke who just wants to go fishing. That’s your seller.     6. No Cashflow for Leverage   Thinking about borrowing against future cashflow? Make sure there actually is some.   If the business barely covers lunch, banks will ghost you faster than a dodgy Tinder date.     7. Can't Even Pay Yourself a Wage   If the business only works when the owner works 80 hours and pays themselves nothing, you’re not buying a business.   You’re inheriting burnout.     8. No Buffer   Ask how much cash is in the business.   If the answer is “We manage week to week,” run.   You need something that survives a rainy quarter without panic-baking lamingtons.     9. You're the Only Operator   If you leave for a week and the business dies, congrats.    You've bought yourself a prison with a brand name.   Make sure you can hire help and still make money.     10. Seller is All Vibes, No Docs   If they say “Don’t worry, it’s all good, we just haven’t put it in writing,” leave.Immediately.   Good businesses have documentation. Bad ones have excuses.     11. Sales Dropping Like a Wet Pavlova   “Ignore the last two years, we had some one-off stuff.”   Translation: the decline is real, and you’re next.   Run the numbers for a worst-case year.   If you can’t survive it, don’t buy it.     12. No Way to Grow   Can’t add new customers? Can’t raise prices? Can’t upsell a single bloody thing?   That’s not a business. That’s a fixed-income job with more risk than reward.     13. Fancy Accounting Terms   If the seller starts banging on about EBITDA like it’s magic, ask them what the net profit is after paying for all the real bills.   That’s the number that matters. Everything else is just seasoning.     14. “We’ve Got a Patent Pending”   Sure, and I’ve got a helicopter on layby.   If you don’t understand the patent or the product, stay out of niche technical land.   Your first business should not come with legal risk and napkin sketches.     15. Seller Gives You the Ick   Trust your gut. If they’re slippery, aggressive or weirdly defensive, that’s not charisma. That’s a red flag with aftershave.   Don’t buy from someone you wouldn’t have a beer with.     16. No Exit Plan   What happens if you want out in 12 months? Can you resell it?   If the answer is “Uhh…”    you’re buying a one-way ticket to regret.     17. Partnerships Without Clarity   Partnerships sound lovely until someone wants to take Christmas off and the other wants to open on Sundays.   You need agreements. Not handshakes. Handshakes leak money.     18. “We Just Need to Close Fast”   If they’re rushing you, it’s not urgency. It’s desperation.   There’s always a reason someone’s bolting for the exit. And it’s rarely good.     19. You’re Already Defending the Deal   If you’re saying things like, “I mean, it’s not that bad,” then mate, it probably is.   This is how you justify buying garbage with optimism and a spreadsheet.       LEAVING A BAD DEAL ISN'T FAILURE. IT'S STRATEGY.   You don't lose money when you walk away.   You lose it when you ignore the signs, double down on hope, and tell yourself it'll all work out.   The smartest dealmakers aren't the ones who say yes the fastest.   They're the ones who say no often, early and with complete confidence.   So when the deal stinks, don’t hesitate.   Walk fast. Walk proud. Walk like you dodged a bullet.   Because you probably just did.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Most people think you need hundreds of thousands of dollars and a bank loan to buy a business.   Not true.   In many cases, businesses are closing down not because they’re worthless, but because the owners are tired, retiring, or simply ready to move on.   And in those moments, opportunity appears.   If you act with empathy, timing, and a clear offer, you can acquire real value: customers, cash flow, staff, even entire operations, without needing huge amounts of capital up front.   This article breaks down four real, practical strategies that smart buyers are using right now to acquire businesses that are shutting down.       1. CUSTOMER TRANSFERS THROUGH EXIT AGREEMENTS   When a business closes, its customers don’t just vanish.   They need somewhere to go.   Smart buyers position themselves as that “somewhere” and they do it by partnering with owners before the doors officially close.   Example:   Brittany owned a gym. When nearby fitness studios began shutting during COVID, she didn’t wait. She reached out and made a deal with one of the owners:   The gym that was closing sent an email to its members, recommending Brittany’s gym as their new home. Brittany agreed to pay the former owner a share of the new member revenue for the first six months. She invited those customers to a special welcome event and gave them a warm handover experience. She even offered the original owner a part-time role as a trainer or advisor. The result? Brittany gained over $100,000 in new revenue and built a reputation as a safe landing zone for former members.   Why this works:   The outgoing owner keeps their reputation intact.   Customers are taken care of.   You grow your client base.   No one loses face.   Tip: This can work in any service business: fitness, childcare, health, beauty, even trades, anywhere there is a recurring or loyal customer base that needs continuity.       2. REFERRAL DEALS WITH RETIRING OR EXITING OWNERS   When a business closes, its database becomes one of the most valuable remaining assets.Emails, past clients, website traffic, Google reviews, it’s all sitting there with nowhere to go.   Instead of watching that value disappear, step in and turn it into a referral engine.   Example:   Peter owned a restaurant. A nearby competitor was shutting down. Rather than ignore it, he made an offer:   The owner of the closing restaurant sent one final email to their 15,000-person list. It included a heartfelt farewell and a special 25 percent discount at Peter’s place. Peter paid a referral fee for each customer who used the code. Within weeks, Peter had gained dozens of loyal new customers.   The former owner made a few thousand dollars on the way out. Everyone won.   Why this works:   The exiting business gets one final income stream. You acquire customers for a fraction of the normal cost. There’s no risk of being seen as aggressive or opportunistic. Tip: Keep it personal. Make sure the referral comes directly from the owner. People are far more likely to follow someone they trust.       3. TURNAROUND DEALS WITH PROFIT-SHARING INSTEAD OF CASH   Not every business that shuts down is a failure. Some are simply stuck.   The owners might be burnt out, overwhelmed, or unsure how to take it further.   That’s where you can step in, not with a big cheque, but with a better offer.   How it works:   You agree to take over the business and improve it. You offer the seller a percentage of future profits, rather than a large upfront payment. You reduce their risk while giving them long-term upside. Example:   Drew built a business portfolio by acquiring small websites and digital businesses that were no longer active.   He didn’t offer money upfront. He simply proposed a 30 percent share of any profit he generated after taking control.   Owners were happy to walk away with no pressure.   He rebuilt the businesses using simple improvements.    Within months, they were generating income and paying the original owners more than they expected.   Why this works:   The seller gets peace of mind and potential income. You avoid risky debt or overpaying for underperformance. You only pay if the business actually works. Tip: Make sure everything is documented. Profit-sharing agreements should be clear, with agreed timeframes, reporting, and exit clauses.       4. ACQUIRING STAFF AND TALENT FROM CLOSING BUSINESSES   Sometimes, you don’t want the business.   You want the people.   Experienced staff, loyal teams, and well-trained service providers are extremely valuable, especially when hiring is tough.   If you find out a business is closing, you can approach the owner and propose a respectful transition for key team members.   How this works:   You speak to the owner before closure and offer to interview their team. You guarantee a smooth onboarding for their staff and clients. You may offer a small incentive to the owner to assist with the transition. Staff keep their jobs, and you gain a team without recruitment headaches. Example: A childcare centre in a regional town closed due to the owner’s health.   A nearby centre offered to hire the team, absorb the enrolled families, and continue the program with minimal disruption.   The transition was calm, respectful and retained almost the entire staff base.   Why this works:   You protect jobs. You gain proven staff. You build goodwill in the community. The former owner protects their legacy. Tip: Make the transition process professional and structured. You want staff and clients to feel confident, not anxious.       WHAT MAKES THESE STRATEGIES EFFECTIVE   They rely on relationships, not capital. They solve problems for the seller and provide real value in return. They minimise risk, while maximising opportunity. They’re often faster and less complex than full acquisitions. They build trust, goodwill and a strong reputation in your industry.       YOU DON'T NEED BIG MONEY TO BUY REAL VALUE   Buying a business doesn’t always mean writing a big cheque.   Sometimes, the best deals happen when a seller just wants out, cleanly, fairly, and with dignity.   If you can offer that, you don’t need to compete on price.   You compete on value.   These strategies work because they help everyone win.   The seller exits with confidence.   You gain customers, cash flow, or talent.   The clients get continuity.   The staff get stability.   That’s not just a clever deal. That’s a good one.   So next time someone says, “Yeah, we’re shutting down next month,” you know what to do.   Ask the right questions.   Make a smart offer.   And build something better with what others are walking away from.   That’s how smart buyers grow: one good conversation at a time.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Let’s cut to it. You’ve found a great business, but your bank account looks like it’s been on a diet.   Welcome to the part where smart buyers get creative and the wealthy get wealthier.   It’s called seller financing.   Also known as a profit payback or vendor finance.   And if you're serious about buying businesses in Australia, you’d better get fluent in how it works.       WHAT IS SELLER FINANCING?   Seller financing means the seller becomes the bank.   Instead of fronting the full price, you put down a portion and pay the rest over time out of the business profits.   It’s like a lay-by for companies.   Except instead of putting down $20 for a toaster, you're locking in a $500,000 deal with ten percent down and a handshake backed by a contract.       WHY WOULD A SELLER AGREE TO THIS?   Good question. And here’s the honest answer:   Because nobody else wanted to buy it. Yet.   Think regional towns. Think older owners.   Think great businesses that aren’t flashy but print cash quietly in the background.   These deals get ignored by dreamers chasing unicorns.   A seller might agree because:   They want to retire and don’t care about upfront money as long as it’s secure. The business is solid, but the buyer pool is thin. They like you and want the business to continue. They want tax advantages by spreading income over years. They’d rather make interest from you than deal with banks.       WHAT DO THE TERMS LOOK LIKE? Let’s break down a typical structure:   Purchase price: $500,000 Annual profit: $200,000 Down payment: $50,000 (10 percent) Monthly seller payments: $4,000 over 10 years Your monthly profit after paying the seller: around $10,000 You’re cash flow positive from day one. And no, that’s not a fantasy spreadsheet.That’s what happens when you buy smart and structure the deal with your head, not your ego.       WHY I LOVE THIS METHOD (AND WHY YOU SHOULD TOO)   Everything is negotiable.   Want a lower monthly payment? Ask.   Want the seller to stay on for six months? Ask.   Want to include stock, trucks, or that weird vintage slicer in the kitchen? Ask.   This is not a bank loan. There are no rigid terms.   There is only what you and the seller agree on.   The best part? You already have all the financials.   You've done your due diligence.   You know the cash flow.   So you’re negotiating with facts, not hopes.   If you structure it right, the business pays for itself. Not you.   Not your credit card.   The business. Pays. For. Itself.       HOW TO MAKE THE PITCH   Let’s say the seller wants $1 million. You say:   “Look, I can go to the bank and pay you $750,000 now. But they’ll charge me 8 percent interest, and you get your money in one lump, taxed hard.   Or I can give you $1.15 million over 10 years, with 5 percent interest, no bank involved, and you get a better price and a tax advantage.”   Game. Set. Match.   You’re solving their problem while creating your opportunity.   You make them more money than the bank would. And you don't have to beg a lender to believe in you.       HOW IT BENEFITS THE SELLER   More total money Tax spread over years No agent or bank delays Monthly cash flow, like an annuity Keeps them involved (if they want to be) Legacy protection — especially if they’re emotionally tied to the business You’re not asking for a favour. You’re offering a better deal.       POTENTIAL TRADE-OFFS   Yes, there are a few things to keep in mind.   Sellers may charge a higher total price. Fair enough, they’re taking a risk. Interest rates vary. But they’re usually negotiable. You still need to prove the business will service the debt. Some sellers will say no. That’s fine. Ask the next one. You'll need a solid legal agreement. No handshake deals here.       THE TWO QUESTIONS THAT MATTER MOST   If you’re nervous about debt, good. You should be. But ask yourself:   1. Will it pay for itself?   Only take on debt that is covered by the profit it generates. That’s not risky. That’s smart.     2. What happens if it doesn’t?   Don’t go so big it sinks you. Keep it small enough that if the deal goes bad, you recover.   Then sell it. Or fix it. Or walk away without being ruined.       THIS IS HOW THE SMART MONEY BUYS   Seller financing is the secret weapon.   It gets you in the game faster.   It lets you skip the gatekeepers.   And it puts you in control.   You are not just buying a business.   You are buying cash flow, control, leverage and experience without selling the farm.   You do not need to be rich to buy a business.   But you do need to be clever about how you structure the deal.   So if the business is solid, and the seller is open?   Make the pitch.   Lock in the terms.   And let the business pay you and them at the same time.   Because when the bank says no, seller financing says yes.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Old mate Warren Buffett once said,   “Rule number one: don’t lose money. Rule number two: don’t forget rule number one.”   It’s cute until you realise it applies to your first business deal.   The one you’re about to stuff up because it feels right.   Let me be clear:   Your feelings don’t count.   Due diligence does.       FALLING IN LOVE WILL KILL YOUR DEAL JUDGMENT   Everyone has a crush on their first deal. It’s normal.   But if you’re already picturing yourself behind the counter with your name on the coffee loyalty card, pull back.   That’s how people get emotionally wrecked and financially rinsed.   One rule from my old man:“Never fall in love with something that can’t love you back.”       HERE’S WHAT SHOULD MAKE YOU WALK. FAST.   1. It’s Losing Money If it’s bleeding cash and the seller says, “You just need fresh energy,” that’s code for “Please take my flaming dumpster.”   You’re not a turnaround CEO. You’re a first-time buyer with a mortgage and a bad back. Leave it.     2. You Need a Loan the Size of a Small War Chest Stacking debt on a shaky business is how people end up Googling “Can I return a business?” at 2am.     3. Margins So Thin You Could Shave With Them   Ten percent gross margin is a rounding error, not a business model.   If it costs $90 to make $100, one supplier price hike and you're selling furniture.     4. Heavy Assets, Light Logic   If the place needs forklifts, cranes or a diesel mechanic named Kev, think twice.   You're not buying a fleet. You're buying headaches with a depreciation schedule.     5. Seller Who Thinks They’re God’s Gift   Avoid the 35-year-old founder with a TEDx talk and a SaaS idea who wants 12 times revenue for their dog wash.   You want the retiring bloke who just wants to go fishing. That’s your seller.     6. No Cashflow for Leverage   Thinking about borrowing against future cashflow? Make sure there actually is some.   If the business barely covers lunch, banks will ghost you faster than a dodgy Tinder date.     7. Can't Even Pay Yourself a Wage   If the business only works when the owner works 80 hours and pays themselves nothing, you’re not buying a business.   You’re inheriting burnout.     8. No Buffer   Ask how much cash is in the business.   If the answer is “We manage week to week,” run.   You need something that survives a rainy quarter without panic-baking lamingtons.     9. You're the Only Operator   If you leave for a week and the business dies, congrats.    You've bought yourself a prison with a brand name.   Make sure you can hire help and still make money.     10. Seller is All Vibes, No Docs   If they say “Don’t worry, it’s all good, we just haven’t put it in writing,” leave.Immediately.   Good businesses have documentation. Bad ones have excuses.     11. Sales Dropping Like a Wet Pavlova   “Ignore the last two years, we had some one-off stuff.”   Translation: the decline is real, and you’re next.   Run the numbers for a worst-case year.   If you can’t survive it, don’t buy it.     12. No Way to Grow   Can’t add new customers? Can’t raise prices? Can’t upsell a single bloody thing?   That’s not a business. That’s a fixed-income job with more risk than reward.     13. Fancy Accounting Terms   If the seller starts banging on about EBITDA like it’s magic, ask them what the net profit is after paying for all the real bills.   That’s the number that matters. Everything else is just seasoning.     14. “We’ve Got a Patent Pending”   Sure, and I’ve got a helicopter on layby.   If you don’t understand the patent or the product, stay out of niche technical land.   Your first business should not come with legal risk and napkin sketches.     15. Seller Gives You the Ick   Trust your gut. If they’re slippery, aggressive or weirdly defensive, that’s not charisma. That’s a red flag with aftershave.   Don’t buy from someone you wouldn’t have a beer with.     16. No Exit Plan   What happens if you want out in 12 months? Can you resell it?   If the answer is “Uhh…”    you’re buying a one-way ticket to regret.     17. Partnerships Without Clarity   Partnerships sound lovely until someone wants to take Christmas off and the other wants to open on Sundays.   You need agreements. Not handshakes. Handshakes leak money.     18. “We Just Need to Close Fast”   If they’re rushing you, it’s not urgency. It’s desperation.   There’s always a reason someone’s bolting for the exit. And it’s rarely good.     19. You’re Already Defending the Deal   If you’re saying things like, “I mean, it’s not that bad,” then mate, it probably is.   This is how you justify buying garbage with optimism and a spreadsheet.       LEAVING A BAD DEAL ISN'T FAILURE. IT'S STRATEGY.   You don't lose money when you walk away.   You lose it when you ignore the signs, double down on hope, and tell yourself it'll all work out.   The smartest dealmakers aren't the ones who say yes the fastest.   They're the ones who say no often, early and with complete confidence.   So when the deal stinks, don’t hesitate.   Walk fast. Walk proud. Walk like you dodged a bullet.   Because you probably just did.     Your Next Step   Ready to find businesses that checks all you boxes?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au