Business Advice

  Some people spend their whole lives on the sidelines.   They read books. Listen to podcasts. Take notes. Attend webinars. They say things like, “One day I’ll do it,” or “I just need to feel ready.”   But that day never comes. And deep down, they know it.   If you’ve made it this far, then you’re not like most people.   You’re looking for something real. Something solid. Something that puts you in control of your time, your future, and your income. And now, you know what that looks like.   It’s not another app or a new startup idea. It’s not more side hustles. It’s ownership.   Specifically, buying a business that already works and making it better.   That’s the path forward. And the only thing standing between you and it is a simple truth.   You need to start.       This Is the Opportunity Most People Miss   Every day, solid, profitable businesses across Australia are quietly listed for sale.   Some are cafés. Others are cleaning businesses, retail shops, trade services, or manufacturing companies.   They have customers. They have cash flow. They have systems that work even if they need improvement.   And most people ignore them.   They chase passive income dreams or start from scratch, burning time and capital trying to build something from nothing.   Meanwhile, the people who buy existing businesses go straight to cash flow.   They walk into an operation with real staff, a real product, and a real reputation.   The best part? You do not need to be a millionaire.   You do not need an MBA. You just need to understand how to assess value, how to lead a team, and how to improve what already exists.   You’ve already learnt how to do that.       The R.I.C.H. Method Is Not Just Theory   This isn’t a motivational course. It’s a practical roadmap.   You’ve now seen the full R.I.C.H. framework:   Research the market, find listings, and understand what to look for. Invest wisely — not just money, but time, energy, and decision-making effort. Command the operation with leadership, delegation, and consistency. Harness the value by preparing your business to grow, run without you, or sell later on your terms. These are not abstract ideas. This is how thousands of Australians are already building financial freedom without waiting for perfect conditions.   There is no right time.   There is only your next move.       This Is Bigger Than You Think   We’re not just talking about one person buying a café or a lawn care business.   We’re talking about changing the way ownership works in Australia.   Because right now, large investment funds and multinational companies are buying up local businesses faster than ever.   In 2022, one in four homes was bought by institutional investors.   One in three small businesses sold in metropolitan areas was bought by corporate buyers or franchised groups.   If we keep waiting, Main Street gets swallowed.   The local butcher becomes a supermarket chain. The independent bottle shop becomes a national franchise. The family-owned plumbing business becomes part of a holdings company with no ties to the area.   This is not about fear. It’s about choice.   You have the choice to step in.   To buy something worth saving. To make it better. And to keep ownership in the hands of people who live in the community, not outside of it.       We Do Not Need More Apps — We Need More Owners   The economy doesn’t need another ride-share startup.   It needs people who are willing to own a bakery and employ three locals.   It needs someone to buy a regional fuel supply business and keep prices stable for a farming community.   It needs someone who’s willing to take over a fencing business and train apprentices instead of offloading work to contractors who never stick around.   Real wealth is built through real assets.   A business is not just a way to earn money.   It is a platform for freedom, a hub for jobs, and often, the heartbeat of a town.       Start Small, But Start Now   Nobody expects you to buy a million-dollar business on your first go.   Start with a smaller operation. Something manageable.   A business with history, customers, and a handful of staff.    One that can improve with your energy, your discipline, and your ideas.   What matters is not how big it is. What matters is that you own it.   Once you do, everything changes.   You’ll learn faster than you ever imagined. You’ll build equity instead of just income. And you’ll open doors that never existed while you were sitting on the fence.       One Business at a Time, One Town at a Time   Imagine if five percent of Australians followed this playbook.   What if just one in twenty people bought a local business, improved it, and passed it on?   We could keep ownership in communities. We could build intergenerational wealth. We could offer younger Australians something better than a job and a mortgage.   This is not about disruption. It is about restoration.   You don’t need to reinvent the wheel. You just need to buy a good one and keep it turning.       Final Thought   This is your moment.   Not because everything is perfect. But because you are ready enough.   You now know how to think like a buyer, how to assess a deal, how to lead a team, and how to structure your life around ownership instead of employment.   You also know that waiting won’t make it easier. It will only make the opportunity smaller.   So buy the fish and chip shop. Or the mobile detailing business. Or the logistics company with three trucks and a good bookkeeper.   Make it better.   Treat people well.   Build something that matters.   And when you’re done, help someone else do the same.   Because this is how we win.   Not with slogans. Not with politics. Not with perfect timing.   Just one business at a time.   And it all begins when you just start.       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

  You already own a business.   You’ve done the hard yards.   You’ve taken something from zero to profit, or from shaky to solid.   You know what it takes to stay open, pay bills, keep customers happy, and fix problems when staff don’t show up.   That makes you one of the few who understand what business really requires and one of the few positioned to grow faster than the rest.   So here’s the question: Do you really want to build the next stage of your growth from scratch? Or do you want to buy it?   This article is for owners who’ve already proven they can operate and who are now ready to scale by acquisition, not exhaustion.       Why Acquisition Works for Business Owners   When you buy a business that fits what you already own, you skip the slowest part of growth: the startup phase.   You’re not building new systems. You’re not finding first customers. You’re not learning the industry from scratch.   You’re buying revenue that already exists. You’re absorbing capabilities. You’re stacking income streams.   Best of all, you already have:   Staff who understand your business Customers who trust your brand Infrastructure you can share A pulse on the market Lenders and advisers who know you can execute This is called a platform acquisition strategy. And it’s how you grow quickly without starting over.       What Is a Platform Business?   A platform business is the one you already own and operate. It’s your base. Your headquarters. The business that you’ll use to support and integrate others.   Instead of building new businesses beside it, you acquire businesses that strengthen your platform.   That could mean more services, more locations, more customers, or better margins.   You are not trying to become a conglomerate.   You are building around a centre.    Done right, each acquisition makes the whole stronger.       How It Works: A Realistic Growth Path   Let’s say you own a laundromat that earns $67,000 in profit per year.   You know the trade. You’ve sorted your rosters, built a decent customer base, and tightened your costs. That’s your base.   Now you start layering growth through smart, focused acquisitions.     1. Add a Vending Machine Stream   You purchase twenty vending machines, a mix of snack, soap, and capsule toy units, and install them across your locations and nearby high-traffic spots.   These machines operate with low effort and generate reliable, passive income.   Adds $48,000 in annual profit Minimal extra time required Increases customer spend without new staff   2. Acquire a Nearby Laundromat   You learn a local operator is retiring.   You negotiate a seller-financed deal and take over his business.   He’s built a reputation and runs a profitable wash-and-fold service.   You keep key staff and introduce efficiencies from your first location.   Adds $300,000 in annual profit Gives you a second income-producing site Expands your presence and customer reach   3. Buy Used Equipment at a Discount   You discover a closing laundry business selling commercial washers and dryers.   You acquire the equipment and use it to boost capacity at both sites, reducing wait times and increasing volume.   Adds $50,000 in profit through improved throughput No new premises or staff required Cuts wait-time complaints and wins more regulars   4. Acquire a Delivery Business   With two shops running smoothly, you decide to bolt on a delivery service.   You purchase a small van-based business with an established pickup route and include it in your offering.   Adds $250,000 per year in new revenue Extends your geographic footprint Appeals to working professionals and families   5. Buy a Soap Supplier   After reviewing your supplier invoices, you realise soap and detergent costs are eating into margins.   Instead of negotiating better rates, you acquire a small soap manufacturer and begin white-labelling your own products.   Adds $200,000 in profit between savings and resales Reduces supplier dependence Opens wholesale opportunities   6. Purchase the Premises (Real Estate Acquisition)   You stop renting and buy the building that houses one of your locations.   The other tenants help cover the mortgage, and you gain long-term control and asset appreciation.   Adds $100,000 in net income per year Eliminates future rent uncertainty Gives you tax advantages and an appreciating asset       Let’s Look at the Totals   You started with one laundromat earning $67,000 a year.   After stacking six strategic acquisitions, your total annual profit now looks like this:   Growth Move Profit Added Core laundromat $67,000 Vending machines $48,000 Laundromat #2 $300,000 Used equipment $50,000 Delivery business $250,000 Soap supplier $200,000 Real estate $100,000 Total Annual Profit $1,015,000   This is how you grow with focus. No reinvention. No complicated restructuring. Just smart, layered acquisition on a strong operational base.       Why This Works So Well   Each move strengthens the whole. Instead of building seven businesses, you’ve created seven revenue streams from a single, integrated operation.   Because you already understand how the business works, you:   Avoid common mistakes Recognise what adds value and what doesn’t Reduce the learning curve Reuse your staff, systems, and overhead Keep margins tight while expanding output You grow not by doing more, but by owning more strategically.       What to Watch Out For   Acquisition is powerful, but not every opportunity is worth taking. You need to stay disciplined.   Ask yourself:   Does this acquisition make my core business stronger? Can I realistically integrate it without losing control? Will this drain time and focus from what I already run well? Is there clear evidence that it will contribute profit quickly? Avoid buying out of boredom or ego. The best deals solve current problems or unlock new markets that fit your model.       How to Start Your Own Platform Strategy   Start with your numbers. Know your margins. Know your strengths. Fix what’s broken. Then look outward.    What are your biggest bottlenecks? What are your biggest costs?   From there, look for businesses, suppliers, assets, or competitors that give you leverage. It might be:   A direct competitor with solid customers A struggling operator who has good staff A small supplier who can cut your costs A location that opens up a new neighbourhood A mobile business that fills a gap in your service Keep your first acquisition simple. Test your integration skills. Build confidence before taking on something bigger.       Stop Grinding. Start Growing.   If you already own a good business, you’ve done the hardest part. You’ve proven you can operate. Now it’s time to accelerate.   You don’t need to wait for the perfect year or the perfect opportunity. You just need the right deal, the right terms, and the right mindset.   Acquisition is not just for large corporations. It’s for any business owner who’s ready to grow on purpose.   So ask yourself, do you want to keep working harder, or are you ready to grow smarter by owning more of what already works?   When you're ready, your next business is already out there. Go buy it.     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

  Some moments change you.   Not because they’re loud. But because they’re final.   The first time you sign your name on a business sale contract, everything shifts.   It’s not like getting a job. It’s not like getting a loan.   It’s heavier. But it’s yours.   You sit across from a broker, a lawyer, or a seller. You’re handed the paperwork.   Your hand might shake. You reread the final figure. Your name is printed on the buyer’s line.   And you sign.   There’s no boss above you. No fallback. No more “maybe one day.”   Just you. And the thing you now own.       It Feels Terrifying. It Feels Exhilarating. And That’s the Point.   This moment doesn’t come with fireworks.   It comes with adrenaline, second guesses, and quiet shock.   You’ll go from asking, “What if this doesn’t work?” to “What do I do first?” in under 60 seconds.   But here’s the thing: ownership isn’t about knowing everything.   It’s about owning the outcome.   That’s the difference.   You’re now the person who answers the calls, signs the pay runs, makes the marketing work, fixes the broken machine, and opens the door each morning — even when you don’t feel like it.   And you’ll do it because you chose this.       Everyone Has Their Hard. You Just Picked Yours.   Startups are hard.   They take years to get traction. Most burn out before they break even.   Employment is hard.   You build someone else’s dream. You hope for pay rises. You don’t control your calendar or your cap.   Acquisitions are hard too.   You walk in and take over something already built. You fix things you didn’t break. You earn the staff’s trust. You learn the ropes while keeping the business running.   But this hard comes with leverage.   You skipped the 5-year grind. You bought a working system. You gave yourself a platform.   You chose your hard. And it’s one worth choosing.       You Now Have Skin in the Game   Owning a business changes the way you see time, money, and effort.   You stop wasting Mondays.   You start caring about every sale.   You look at costs like a surgeon, not a shopper.   Because now, it’s your name on the line. Your income depends on your decisions. Your future gets built by your actions, not your manager’s.   That shift? That’s freedom.   Not the relaxing kind. The real kind.   The kind that builds wealth over decades. The kind that creates options. The kind that forces you to grow.       You’re Doing What Most Won’t   Most people dream. Few people commit.   They’ll say, “I’ve always wanted to own something.”   They’ll talk about ideas, but never sign.   You did.   You took the leap. You backed yourself. You got out of the stands and onto the field.   And whether this business is your retirement plan or your launch pad, you now belong to a group that gets it.   People who know what it means to sign their name and take full responsibility.   People who build.       Savor It   This isn’t a soft landing. This isn’t a movie montage.   But it is a milestone.   Your name. On that contract.   No one else to blame. No one else to credit. Just you.   You’ve officially crossed the line from employee to owner. From dreamer to doer.   So take a second.   Breathe. Smile. Feel the weight of what you just did.   Because no matter what happens next, this moment is yours.   You are now a business owner. Welcome to the game.     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

  You only get one first deal.   And if you get it wrong, it will cost you. Money, momentum, and confidence.   Get it right, and you’re off to the races. A cash-flowing business. A real asset. A skillset that compounds.   This isn’t about getting rich overnight. It’s about doing the first one so well that the second and third come easier.   So here’s your full field guide. Built for serious buyers, not tire kickers.       Why Your First Deal Is the Hardest, and the Most Important   The biggest risk with your first deal isn’t ignorance. It’s optimism.   New buyers want to believe the numbers.   They want to trust the seller.   They want it to work so badly that they miss red flags, skip questions, and sign too soon.   The emotional high of almost owning a business messes with your head.   Sellers know this. Brokers know this. Smart buyers stay grounded.   The truth? You’re going to feel nervous. You’re going to feel unsure.   That’s fine. But you don’t get to feel unprepared.       TIP 1: Pros Control the Terms   Forget the sticker price. Focus on the structure.   A seller says their business is worth $800,000 because it makes $200,000 a year.   That’s a 4X multiple. You think it’s worth closer to $400,000.   So instead of arguing, you set milestone terms.   If the business hits $50K in profit per quarter, you’ll pay $800K. If it drops to $40K, you only pay $640K. Under that, price adjusts down again. Performance-based pricing turns you into a smart operator, not a hopeful dreamer.   You don’t guess. You observe, then pay for what actually performs.       TIP 2: Be Likeable, Not Slick   People sell to people they trust. Not spreadsheets.   Your seller doesn’t want to hand over their baby to someone they don’t like.   If two offers are similar, they’ll choose the buyer who’s respectful, consistent, and human.   Send thank-you notes. Show up on time. Ask how their staff are going. Speak like a future owner, not a know-it-all.   I once paid $10,000 less than agreed by mistake. The seller never raised it. Why? Because the deal felt fair, and we had built trust.       TIP 3: Go Slower Than You Think   Sellers will want to move fast. That’s their job.   Your job is to move at the speed of certainty.   When buyers slow down, they notice more.   Staff issues. Supplier red flags. Lease clauses. You name it.   Take one extra week, and you may save yourself six months of regret.   There is no prize for the fastest signature.       TIP 4: Flinch and Ask   When a seller names their price, flinch. Stay quiet. Let the silence speak.   Then ask questions:   “What was the multiple based on?” “Do you have recent comps?” “How did the accountant justify that figure?” The more the seller has to explain, the more you learn. And the less pressure lands on you to make the next move.       TIP 5: Visit Their Turf   Never buy a business you haven’t walked through on a busy day.   You want to see:   Real customer behaviour Staff energy and efficiency What happens when something breaks Sit in a corner. Listen. Walk around. Ask a few “dumb” questions.   The best insights come when no one is pitching to you.       TIP 6: Be Willing to Walk   You must be ready to say no.   The moment you start saying, “I’ve come this far, I may as well...” you’re toast.   You do not owe the seller anything. Not for their time. Not for your time. Not for the work you’ve put in so far.   If the deal doesn’t work on paper, it doesn’t work in real life.   Walking away is not failure. It’s the move that saves your capital for a better shot.       SEVEN TRUTHS THAT PROTECT FIRST-TIME BUYERS   These are the rules I keep in every deal folder.   The person who wants it least has the advantage. Always bring a second option to the table. Repeat back what the seller says. Then document it. Ask again later. People reveal more the second time. Price is flexible. Structure is everything. Deals die on bad timing. Build in delays. Handshake deals don’t survive bad months. Write it down.       Win With Patience and Precision   The best first deal isn’t the flashiest.   It’s the one you understand inside and out.   It’s the one that cash flows quickly.   That keeps key staff in place.   That lets you sleep at night knowing what you own.   There will always be another deal.    But there’s only one first deal. Make it count.   And once it’s yours? Work it like you earned it. Because you 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

  Here’s how it usually starts:   “Mate, we should buy this together.”   Simple. Exciting. Logical.   You like each other.   You trust each other.   Why not go halves?   But a few months later, it sounds more like:   “Why am I doing all the work while they disappear at 3pm every Friday?”   If you’ve ever thought about partnering with a mate, you’re not alone.   Plenty of smart people do it. Some get it right. Most learn the hard way.   This article is for anyone thinking about sharing ownership.   It’s not here to talk you out of it. It’s here to make sure you go in with your eyes open, your documents ready, and your expectations clear.       THE TRUTH ABOUT BUSINESS PARTNERSHIPS   Let’s be blunt. Most business partnerships fail.   Not because the idea was bad, but because the relationship couldn’t survive the pressure.   When you add money, customers, legal risk, long hours, and family stress to the mix, even the strongest friendships can crack.   These are the most common reasons partnerships fall apart:   One partner carries more of the load Decision-making becomes slow or deadlocked One wants to reinvest while the other wants to pull out profits Expectations were never written down Personal lives start interfering with business commitments What started as “we’re in this together” becomes “I can’t keep doing this with them.”       PROS AND CONS OF PARTNERING WITH A FRIEND   To be clear, partnerships can work.   They just require more structure than most people think.   -Here’s how it breaks down:   Potential Benefits Potential Risks Share the financial burden Share every decision, even the messy ones Complementary skills One person may end up doing more than the other Emotional support and shared wins Friendship may not survive business stress Built-in trust and communication Conflict can become personal and hard to fix   Bottom line: Trust helps. But clarity and structure are what actually keep it together.       SIGNS YOUR FRIEND MIGHT BE THE WRONG PARTNER   Friendship is great.   But being business-ready is a different skill set.   Here are some red flags to watch for:   They talk big but get vague about the details They rely on your ideas, cash or contacts They avoid hard conversations They have not followed through on past projects They are more excited about being a business owner than doing the actual work They get defensive whenever money is mentioned Their personal life is a rollercoaster Gut check question: If you weren’t friends, would you still want to build a business with them?   If the answer is no, you’ve already made your decision.       WHAT A GOOD BUSINESS PARTNER LOOKS LIKE   You want someone who:   Gets things done without being chased Can handle stress without blowing up Understands money and decision-making Shares your values around work, risk, and responsibility Has a track record of finishing what they start Can run part of the business independently Is willing to talk through tough situations early And they need to respect this fact:   Just because you’re mates, doesn’t mean the rules don’t apply.       TEN NON-NEGOTIABLE RULES BEFORE YOU PARTNER   1. Do your due diligence on them. Check their track record. Speak to people they’ve worked with. Don’t skip this because you share a history.   2. Plan for the breakup on day one. How will one of you exit if things change? What’s the process? What’s the price?   3. Avoid 50-50 ownership without clear leadership. Someone has to be in charge. Deadlocks kill momentum. Give one partner operational control, or bring in a trusted third-party advisor.   4. Do not hand out equity based on future promises. If they are not investing cash, they earn equity through performance. No free rides.   5. Use vesting periods. Structure ownership to build over time. For example, 25 percent after one year, then the rest over three. It protects both of you.   6. Add a buy-back clause. This gives you the right to buy them out under agreed terms if they want out or underdeliver.   7. Agree on how to value the business up front. Use a multiple of profit, a fixed formula, or a valuation method both sides accept. Don’t leave it to emotion.   8. Put it all in writing. Every role. Every responsibility. Every dollar. Use a solicitor and make it real.   9. Keep outside voices out of the room. If their partner, sibling or old mate is whispering business ideas in their ear, it’s a problem. Only partners should be making decisions.   10. Let your solicitor ask the hard questions.They will push for clarity. That protects your friendship. That’s their job.       REAL EXAMPLE: WHERE IT ALL WENT WRONG   Two mates in regional NSW bought a mechanics workshop together.   One handled the workshop floor. The other managed admin and cash flow.   They started without a formal agreement. Things were great for six months.   Then the admin partner started missing days. Family stress. Health issues. Delayed bills.   The workshop partner picked up the slack.   Eventually, the working partner demanded to buy him out.   No valuation method had been agreed. The friendship soured.   They ended up in mediation. Legal fees topped twenty grand.   Lesson: No one thinks they’ll fight. Until they do.       PARTNERSHIP IS NOT ABOUT TRUST. IT'S ABOUT CLARITY.   You can trust your mate and still get everything in writing.   In fact, if you trust them, you’ll both want the same thing — structure.   If they resist structure, ask yourself why.   Because here’s the truth:   A good partnership will make business better.   A bad one will make every part of it harder.   If you are not both bringing something valuable to the table: time, cash, skills, systems... and you are not willing to spell it all out, then don’t do it.   Better to own a business solo than ruin a friendship trying to split one.     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

  So, you’ve done your due diligence.   You’ve looked the seller in the eye.   You’ve seen the numbers, asked the awkward questions, and decided you’re ready to make an offer.   Now comes the part that makes most new buyers freeze.   How do you actually start negotiating the deal?   Do you send a formal letter? Do you loop in your solicitor immediately? Do you wait for the seller to name a number?   Let’s make it simple.   Here’s how to begin the negotiation process the smart way — with clarity, calm and control.       STEP ONE: PEOPLE BEFORE TERMS   Most people rush into deals trying to impress sellers with complex structures and long-winded term sheets.   That’s not how professionals start.   The first thing to assess isn’t the price or the payment plan.It’s the people.   Ask yourself two questions:   Will I make money from this business? Do I want to work with this person and their team during the transition? If the answer to either is no, walk.   If both are yes, keep going.   Because the success of the deal relies on relationships, not just spreadsheets.       STEP TWO: START WITH THE BLANK PAGE METHOD   Here’s how experienced dealmakers avoid paralysis by analysis.   They use what’s called the Blank Page Start.   It’s not legal paperwork. It’s not binding.   It’s a simple one-page outline that sets the tone.   It might look like this:   "Hey [Seller], we've agreed there might be a deal here. I want to buy your business for $X amount, using Y financing, based on Z terms and conditions."   Write it by hand or type it up, sign it yourself, and send it across with a message like:   "If these terms sound good to you, let's both sign this and I’ll get it over to my solicitor to prepare the deal."   This signals intent without scaring the seller or locking you into anything.   It keeps things human and grounded.   And most importantly, it gets the conversation moving.   Tip: Only bring in lawyers once both sides have signed the blank page. Not before.       STEP THREE: BE THE FIRST TO SET THE PRICE RANGE   Traditional advice says, “Never say your number first.”   That’s fine for poker. It’s bad for business.   Here’s why it works to go first when buying small businesses:   Most sellers have never done a deal before. Their expectations are based on emotion, not data. They often overvalue the business because they built it from scratch. If you hesitate, they’ll anchor to fantasy numbers they heard from mates or articles online. So instead of playing games, put your range on the table.   Example:   "Most small businesses sell between 1 to 5 times their net annual profit. Based on what I’ve seen, I’d value this one between $400,000 and $500,000."   You’ve just done two things:   Anchored the conversation in reality. Shown them you’ve done your homework. If the seller says, “But I want a million,”   you’re now in a position to calmly explain why that’s unrealistic, not from opinion, but from comps, financials and logic.       STEP FOUR: LET THE NUMBERS DO THE TALKING   Remind them that price is just one part of the deal.   Things that affect valuation include:   Revenue consistency Customer concentration Lease terms Staff turnover Equipment age Owner involvement Supplier agreements Seasonality Risk and dependency Make it clear that the number is not an attack.   It’s just the market reflecting what the business earns, what the buyer takes on, and what it will take to grow from here.   You’re not underpaying. You’re pricing for performance.       STEP FIVE: FINISH WITH CONFIDENCE AND KINDNESS   One last tactic. End the first negotiation conversation with a clear, respectful close.   Just like a great restaurant hands you a mint with the bill, you want to leave the seller with a good taste in their mouth.   Try something like this:   "I respect what you’ve built. If this business is going to keep thriving, we both need to win. I’m not here to squeeze you. I’m here to create a deal that works for both of us."   You may not remember your first words, but they’ll remember your last.   And you want to be remembered as a buyer who listens, understands and deals fairly.       FINAL WORD: YOU DON'T NEED TO BE A NEGOTIATION EXPERT   You don’t need to outsmart anyone.   You don’t need to wear a power suit or quote Shark Tank.   You just need to:   Start simple Stay clear Show respect And let the deal structure follow the relationship, not the other way around This is not a battle. It’s a transition.   You’re not taking their business. You’re carrying it forward.   Start that process the right way, and everything else will be smoother from here.     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

  By now, you’ve had the awkward coffee with the seller, eyeballed the financials, counted coins, and hopefully dodged a few landmines in Phase 2.   If you’re still in the game, good.   But now it’s time to stop playing amateur detective and bring in the professionals.   This is Phase 3: Hired Guns. Because buying a business without expert backup is like walking into a courtroom without a lawyer and hoping charm gets you off.       YOU'RE NOT MEANT TO DO THIS ALONE   This is the biggest cheque most people will ever write outside of buying a house.   So why would you go it alone?   You're not expected to be the accountant, lawyer, or operational specialist. You're the buyer.   Your job is to make smart decisions, not guess your way through legal jargon or interpret BAS statements like some half-trained forensic analyst.   What you need now is a deal team. Real experts.   People who look at these documents and systems every week and know exactly where the problems hide.   If you're about to invest hundreds of thousands into a small business, don’t be stingy where it counts. Getting the right people involved could save your skin.       YOUR CORE TRIO: WHO YOU NEED AND WHAT THEY DO   1. The Accountant – Your Financial Sniper   Your accountant's job isn't to nod along and say the profit looks decent.   Their job is to find cracks in the story before you fall through them.   What they’ll check:   Three years of tax returns, BAS and financial statements Payroll records, superannuation compliance, GST accuracy Any signs of cashflow manipulation or irregular expenses Inventory valuation methods and stock control Owner add-backs that smell more like fantasy than fact You want them to say, “Here’s what’s real, here’s what’s fluff, and here’s what you need to fix.”   If they shrug and say, “Looks fine,” find a better accountant.     2. The Lawyer – Your Legal Shield   This person reads the fine print so you don’t get ambushed six months after the deal closes.   One dodgy clause in a lease or supplier agreement could turn your dream business into a legal money pit.   What they’ll check:   Lease terms, options, hidden rent escalations and demolition clauses Employee contracts, entitlements, and compliance with awards Any history of legal disputes, outstanding liabilities, or unpaid penalties Intellectual property ownership and transfer details Customer and supplier contracts that could fall over with new ownership You want a lawyer who works in commercial and business sales.   Not your cousin who “does some property law on the side.” This is no time for favours.     3. The Industry Expert – Your Inside Man   This one’s the wildcard, and most people skip it. That’s a mistake.   Find someone who knows this type of business inside-out.   Someone who’s run a café, managed a warehouse, owned a tyre shop, whatever industry you’re buying into.   They will see things you can’t. And more importantly, they’ll know what actually matters versus what just looks shiny in a pitch.   What they’ll tell you:   What breaks down most often (and how much it costs to fix) What customers really care about and complain about How long the equipment should last before it needs replacement Which staff roles are essential and which are dead weight Whether the seller’s story actually makes operational sense Can’t find one? Pay for it. Shout lunch. Offer a $100 consult.   This single conversation could save you from a deal that looks great on paper but bleeds money in real life.       WHO ELSE BELONGS ON YOUR BENCH?   Every deal is different. These roles are optional but powerful depending on the business type.   Real Estate Agent or Broker: For deals with property, ask them to pull comps and assess the lease against market rates. Insurance Broker: Can estimate realistic premium costs post-acquisition and flag underinsured risks. IT or Systems Consultant: Useful in businesses with outdated POS, clunky booking systems or digital blind spots. Industry Association Contact: Some are goldmines for compliance guidance, benchmarks and operational norms. Former Employee or Competitor Contact: Tread carefully, but if you can get insight from someone who used to work there, it can be priceless.       WHAT THIS LOOKS LIKE IN THE REAL WORLD   You’re buying a wholesale bakery.   You get the numbers checked. Great.   The lease looks stable. Excellent.   But the industry expert tells you those Italian ovens are past their prime and will cost thirty grand to replace.   The insurance broker tells you flour dust raises your premium.    The lawyer flags that if one key customer walks, the contract lets them take the custom packaging IP with them.   The accountant discovers the “staff bonus” column is really just the owner's car loan being disguised.   All true stories. All real pain avoided by bringing in the right people before it was too late.       THIS IS WHERE YOU STOP GUESSING AND START PROTECTING YOUR MONEY   You can absolutely build wealth through business acquisition.   But wealth is not built on wishful thinking and crossed fingers.   This is where the emotion stops and the professionals step in.   If the numbers don’t hold up, the contracts are a mess, or your gut starts twisting: listen.   Your hired guns are there to save you from the stuff that ruins first-time buyers.   And if everything checks out?   Congratulations. You’ve done what most never do. You’ve bought like a professional.   You are not paying these people to tell you what you want to hear.   You’re paying them to tell you the truth.   Listen to it. Or learn the hard way.     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

  You’ve found a business that looks promising.   You’ve had the chats, peeked at the P&L, maybe even tasted the product.   Now you’re thinking: This could actually work.   This is where you stop dreaming and start digging.   Welcome to Phase 2: The Full Monty.       YOU’RE NOT JUST BUYING A BUSINESS. YOU’RE BUYING ITS PROBLEMS TOO.   Don’t get starry-eyed.   That café’s avocado toast won’t pay your mortgage if the books are cooked and the staff are ghosts.   This is the part where you put your grown-up pants on and ask the hard stuff.       WHAT TO LOOK AT (AND WHY MOST PEOPLE DON’T)   If Phase 1 was about what the seller told you, Phase 2 is about what the numbers and documents confirm.   You're going deeper than tax returns now. This is the full diagnostic.   Here’s what’s on the menu: Contracts and leases (especially rent — it’ll be your biggest fixed cost) Employee records and wage obligations (super, awards, leave accruals — all of it) Customer concentration (is this just one big account in disguise?) Supplier deals (any handshake agreements? Write. Them. Down.) Business structure and company debt Competitor landscape (and how they’re quietly gutting your margins) Cash handling and systems (is this thing running on spreadsheets and prayer?) And most importantly: What’s the break-even point?   If you’re putting down $350k, how long until you make it back?   12 months? 18? Or are you hoping Christmas and UberEats save you?       THIS IS WHERE BUYERS FREAK OUT   You’ll feel overwhelmed. That’s normal.    You’ll think, “I don’t even know what bylaws are.” That’s also normal.   Relax. You don’t need a law degree to do due diligence.   But you do need a system.   Get a good accountant. A switched-on lawyer.   A mate who’s been through it.   Or join a community that’s done this before.   Accountability beats anxiety — every time.       CUSTOMISE YOUR CHECKLIST. ONE SIZE DOESN’T FIT JACK.   Every deal is different. So treat it like one.   Buying a laundromat?   Count coins. Two days a week. For a month. Yes, literally.   Check the power bills.   Ask if the machines are under service contract and with whom.   No contract? That’s your 2am flood waiting to happen.     Buying a café?   Ask when the espresso machine was last serviced.   Check the POS system for voids and discounts.   Open the fridge and see what’s expired. Yes, seriously.     Buying anything with a lease?   Compare it to the neighbours.   If you’re paying double for the same square footage, guess who’s getting played?       RED FLAGS THAT SCREAM “RUN”   CASHFLOW DISCREPANCIES   Seller says they make $180k, but the tax return says $40k.   “Oh we do a lot of cash,” they say.   Translation? You’re buying a lie — and the ATO will come knocking.     CONSISTENTLY BAD GOOGLE REVIEWS   You can’t fix a bad reputation overnight.   Use it as leverage — or walk if the brand’s too cooked.     MISSING LICENCES   Seller says “Never needed one.”   But the council says you do.   No licence = no deal. End of story.       THIS IS THE WORK THAT MAKES YOU RICH (OR SAVES YOU FROM BEING BROKE)   Look, it’s tempting to get caught up in the excitement.   But this isn’t a new couch. You’re buying a future.   Ask the tough questions now — or answer to your regrets later.   If the seller gets defensive when you start asking for documents?   That’s the answer.   If everything checks out and the numbers hold?   Now you’re cooking with gas.   OWNERSHIP ISN’T A HOLIDAY. IT’S A TEST.   Phase 2 is where most wannabe buyers tap out.   But if you stay sharp, keep your wits, and trust the process?   You’ll not only survive this phase,   You’ll set yourself up to win the whole damn thing.     Your Next Step   Ready to find businesses that will pass your due diligence tests with flying colours?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au

  Ever spent hours scrolling through business listings only to feel more confused than when you started? You're not alone!   The business buying journey often begins with enthusiasm but quickly turns into a maze of questions.   "Is this too expensive?"   "Will it survive a downturn?"   "Can I actually make money with this thing?"   Before you know it, you're drowning in spreadsheets and second-guessing every option.   Here's the good news: there's a better way to cut through the noise.   We've watched thousands of business purchases unfold—both successes and face-palm failures—and noticed something interesting.   The buyers who use simple frameworks to evaluate opportunities consistently make better decisions than those who rely on gut feeling or complex financial models alone.   Enter the BRRT Method—a straightforward approach that helps you quickly separate genuinely promising opportunities from businesses that look good on paper but might become money pits in reality.   If you've been following our approach, you might have already used the SOWS test to identify "boring" businesses with hidden potential.   Now it's time to take your analysis up a notch.         From "Maybe" to "Definitely": The Power of Clear Decision Frameworks   Let's face it—the typical business buying process is about as organised as a toddler's birthday party.   Most buyers dart from one shiny opportunity to another, getting excited about fancy marketing materials or impressive-sounding revenue figures without examining what really matters for long-term success.   Did you know? A survey by the Australian Small Business Commissioner found that 72% of business buyers spent more time researching their last car purchase than they did evaluating their business acquisition.   Yikes! That might explain why so many business transfers struggle in the first year.   But you're smarter than that.   You want a business that will thrive long after the excitement of acquisition day fades. That's where BRRT comes in.         BRRT: Your Business Evaluation Superpower   BRRT is as simple to remember as it is powerful to apply.   It stands for: Buy businesses with predictable cash flow Resist economic downturns Raise prices as you add value Technology can be meaningfully added   Think of it as your business bullsh*t detector—a practical tool to cut through seller hype and focus on the fundamentals that actually determine success.   Let's explore each component with real-world examples that bring the concepts to life.         B is for BUY Businesses with Predictable Cash Flow   Cash flow isn't just a nice-to-have feature—it's the lifeblood of your business.   The difference between sleeping soundly at night and staring at the ceiling wondering how you'll make payroll comes down to whether your business generates reliable, consistent income.   You want to buy a business that cash-flows, not one that cash-sucks. What's the difference?   Cash-flowing businesses are like those dependable friends who always show up when promised.   They feature predictable revenue streams through: Monthly subscriptions (think gym memberships) Regular maintenance contracts (like quarterly pest control) Membership fees (such as childcare centres) Retainer arrangements (accounting services) Recurring customer purchases (weekly lawn mowing)   These businesses let you forecast income reliably and plan accordingly. Imagine owning a commercial cleaning company with 25 office contracts paid monthly.   You know on January 1st roughly what your revenue will look like for the entire year.   That's financial peace of mind!   Cash-suck businesses, on the other hand, are like that flaky mate who might show up for drinks... or might ghost you entirely.   They typically operate on a "work first, hope for payment later" model: Special event services (wedding planners) Seasonal operations (beach kiosks) Art galleries (unpredictable sales) Project-based consulting (feast or famine) Many tech start-ups (burning cash while chasing growth)   Here's a fun fact: At a recent business owners' conference in Melbourne, attendees were asked whether they'd take slightly lower profits with predictable cash flow or potentially higher profits with erratic cash flow.   A whopping 83% chose predictability. Why?   Because business owners who've been around the block know that consistency beats occasional windfalls every time.   The only scenario where buying a cash-suck business makes sense is if you're certain you can convert it to a cash-flow model within 90 days.   Unless you have a specific, tested strategy to make this happen (and most people don't), stick with businesses that already demonstrate sustainable cash flow patterns.         R is for RESIST Economic Downturns   Let's face it—economies go up and down like a yo-yo on a sugar rush.   The Australian economy has faced significant bumps approximately every decade, from the early 1990s recession to the 2008 global financial crisis to the 2020 pandemic shock.   This means if you plan to own a business for more than a few years, you'll almost certainly weather at least one economic storm.   The question isn't whether a downturn will come—it's whether your business will thrive, survive, or dive when it does.   The test for recession resistance is delightfully simple: If the economy tanks but your toilet is overflowing, are you still going to call a plumber?   Absolutely! That's a recession-resistant business. If the economy tanks but your custom picture frame breaks, are you going to shell out for an expensive replacement or grab a cheap one from Kmart?    Probably the latter—making custom framing decidedly non-recession-resistant.   Businesses that tend to weather economic storms well include: Plumbing and electrical services (broken pipes don't care about GDP) Healthcare and aged care (people get sick in any economy) Automotive repair (cars break down regardless of stock market performance) Budget food retailers (everyone still has to eat) Waste management (garbage needs collection in boom times and busts) Pet care (Australians will cut back their own spending before reducing care for their fur babies)   A quirky observation: During the 2020 COVID downturn, dog grooming businesses in Sydney reported being booked out weeks in advance despite the economic uncertainty.   Why? Because when people are stuck at home staring at their shaggy dogs all day, professional grooming suddenly becomes an "essential" service!   Avoiding businesses vulnerable to discretionary spending cuts doesn't mean those businesses are inherently bad—it simply means they carry higher risk during inevitable economic fluctuations.   If you're buying for long-term security rather than a quick flip, recession resistance should be high on your priority list.         R is for RAISE Prices as You Add Value   Here's a little secret that most business sellers won't tell you: the vast majority of small businesses are significantly underpriced.   Yes, you read that correctly!   According to our experience working with hundreds of Australian small business owners, most are undercharging by 30-300% compared to what the market would bear.   Even more surprising, only about one-third of small business owners raise their prices annually, despite inflation steadily eroding their purchasing power.   Why the reluctance to charge appropriately?   Many owners fear losing customers if they raise prices—despite evidence that modest, well-communicated increases rarely drive away significant business.   Others simply don't know how to effectively communicate their value proposition to justify higher rates.   This creates a tremendous opportunity for savvy business buyers.   When evaluating potential acquisitions, look for pricing flexibility—businesses where you can implement strategic price increases as you enhance the value proposition.   A real-world example: We recently worked with a mobile mechanic in Adelaide who hadn't adjusted his service rates in three years.   The new owner implemented a modest 15% price increase coupled with a convenient online booking system.   The result? Zero customer complaints, no measurable loss of business, and an immediate $85,000 annual profit boost. Not a bad return on investment!   The best acquisition candidates are businesses where modest operational improvements can justify meaningful price increases. This might involve: Improving service quality or response times Adding complementary offerings or packages Enhancing the customer experience Simply communicating value more effectively   Remember: most businesses don't have a pricing problem—they have a value communication problem. Solving that can dramatically improve your bottom line.         T is for TECHNOLOGY Can Be Meaningfully Added   The final piece of the BRRT puzzle examines whether technology can meaningfully improve the business.    This doesn't mean the business needs to become the next Silicon Valley darling—just that there's room for practical digital enhancements that boost efficiency, customer experience, or competitive advantage.   You might be surprised how many otherwise solid Australian businesses still operate like it's 1995: Handwritten invoices and appointment books No online booking or payment options Zero email marketing or customer follow-up Minimal or non-existent social media presence Paper-based inventory management   These technological gaps represent gold mines of opportunity. By implementing even basic digital solutions, you can often: Slash administrative costs Improve customer satisfaction and loyalty Generate valuable business insights through data Create barriers to competition Expand your market reach beyond local boundaries   A particularly amusing statistic: According to the Australian Bureau of Statistics, approximately 25% of small businesses still don't have a website. In 2023!   That's like trying to find a restaurant by wandering around and hoping for the best instead of checking Google Maps.   The key question isn't whether the business is currently high-tech, but whether relatively simple technology adoption could significantly improve operations or customer experience.   Sometimes the most valuable opportunities are found in the most technologically backward businesses.         BRRT in Action: Scoring Potential Acquisitions Now comes the fun part—putting BRRT to work in the real world!   When evaluating a potential acquisition, rate the business on each BRRT component using a simple 1-5 scale:   1 = Poor (Major red flag) 2 = Below Average (Significant concern)3 = Average (Typical for the industry) 4 = Good (Better than most competitors) 5 = Excellent (Outstanding advantage)   Businesses scoring 16-20 points represent excellent acquisition candidates.   Scores between 12-15 suggest potential but require careful consideration.   Anything below 12 likely involves too much risk or work to be worthwhile for most buyers.   Let's see how this works with some everyday examples:   Mobile Dog Grooming Service Buy (Cash Flow): 5 - Regular appointments and monthly packages Resist: 4 - Pet care remains important even in downturns Raise: 4 - Significant room for premium service packages Tech: 3 - Opportunity for booking app and client management Total: 16 (Excellent candidate)   Beachside Ice Cream Shop Buy (Cash Flow): 2 - Highly seasonal business Resist: 1 - Luxury purchase easily cut in tough times Raise: 3 - Some premium offering potential Tech: 2 - Limited tech improvement opportunities Total: 8 (Poor candidate)   Commercial Cleaning Company Buy (Cash Flow): 5 - Ongoing contracts with predictable revenue Resist: 4 - Essential service for businesses that remain open Raise: 3 - Moderate pricing flexibility Tech: 4 - Significant opportunities for scheduling and management technology Total: 16 (Excellent candidate)         Making BRRT Work for You   The beauty of the BRRT Method is its flexibility. It's not about finding perfect businesses scoring 5/5 in every category (those unicorns are rarer than affordable housing in Sydney).   Instead, it's about understanding the specific strengths and weaknesses of each opportunity so you can make informed decisions aligned with your resources and goals.   A business scoring lower in one area might still be perfect for you if that weakness aligns with your strengths.   For example, a business with poor technology implementation but strong scores in other areas might be ideal for a buyer with IT expertise who can quickly address that weakness.   The framework also helps you negotiate more effectively.   If you identify that a business scores poorly on technology implementation, you might focus your due diligence on quantifying the investment required to modernize operations—   and then use that information to negotiate a more favorable purchase price.         Don't Skip the Framework! (A Friendly Warning)   We've seen too many eager buyers jump into business ownership without a structured evaluation process, only to find themselves overwhelmed by unexpected challenges within months.   The initial excitement of becoming a business owner quickly fades when you're facing cash flow shortages, unforeseen market shifts, or operational inefficiencies.   The BRRT Method isn't just about avoiding bad deals—though it certainly helps with that.   It's about entering business ownership with clear eyes and a solid understanding of what you're buying.   This awareness sets the foundation for success from day one.   Think of it this way: You wouldn't buy a house without checking for termites or structural issues, would you?   Consider BRRT your business property inspection—a simple but powerful tool to uncover both potential problems and hidden opportunities.         Your Business Buying Journey: Next Steps   Ready to put the BRRT Method into practice? Here's how to get started: Create a simple BRRT scorecard to use when evaluating businesses Apply the framework to businesses you're currently considering Compare scores across different opportunities to identify the strongest candidates Use your findings to guide further investigation and negotiation   Remember, the goal isn't to find perfect businesses but to identify opportunities where the strengths align with your goals and the weaknesses can be addressed through your skills and resources.   The next time you find yourself getting excited about a business opportunity, take 15 minutes to run it through the BRRT framework.   That small investment of time could save you years of business hardship—or confirm that you've found a genuine opportunity worth pursuing.         Your Next Step   Ready to find businesses that will pass the BRRT test with flying colours?   Explore our current listings of Australian businesses for sale at BusinessForSale.com.au