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A florist sale is a cooler that still works, a delivery radius a new owner can staff, and accounts that are not just Valentine’s and Mother’s Day. Buyers map holiday weeks against the rest of the year. A shop that covers rent in ordinary weeks is a business. A shop that only works if the next February is bigger than this one is a bet.
Wire-service memberships, wedding books, and sympathy accounts with funeral homes each transfer differently. Some funeral homes will keep sending; some rebid the list when the designer they know leaves. Standing office and restaurant contracts need to be written, not a weekly text.
Wholesale growers and local wholesalers may not assign credit. If your look depends on a farm or an import house that only sells to you, that is diligence. Delivery vans, refrigeration logs, and any city peddler or parking rules for the lot belong in the file before a buyer tours the cooler.
Subscription and corporate standing orders help when they are invoiced and recurring. They hurt when they are cash and undocumented. Design labor that is only you at 5 a.m. before a Saturday wedding is owner hours, not a transferable studio a first-time operator can buy.
Hard goods—vases, foam, ribbon—count at cost. Fresh product is a short window. The agreement should say who owns the cooler the morning of closing and who honors weddings already deposited. Unearned event deposits are a liability, not a bonus week of sales.
A seller who will walk the first large wedding or holiday week is common. A seller who must stay through the next year’s holidays to keep the funeral homes is a different structure. Decide that before we market the shop name so the buyer is not buying you.
Request a confidential consult or call (352) 515-0226. We will tell you whether a sale is realistic before you go to market.