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Furniture deals split custom and special-order pipelines from sold floor samples and from the warehouse. Buyers want deposits, factory lead times, and who owns goods in transit. A pretty showroom on a short lease with a distant warehouse the landlord can take back is two real-estate problems, not one retail story.
Manufacturer programs—gallery requirements, minimums, and advertising co-op—often reset on change of control. If the room is built around one brand that can pull the line, that concentration belongs on page one of the book, not as a surprise after a tour.
In-house delivery and warranty work are labor and claim files. Third-party carriers are a contract a successor may not keep at your rate. Chargebacks, damaged freight, and “will call” habits show up in diligence more than sellers expect. A year of white-glove reviews does not replace a written process someone else can run the week after close.
Design-staff books are personal. If most tickets start as a house call you still make, the buyer is purchasing you. Commission plans and who owns the client list need to be in the agreement, not assumed after a designer walks.
Showroom and warehouse leases should be assigned on the same closing calendar. Buyers and lenders want remaining term plus options in writing. Deferred roof, dock, or sprinkler work becomes a credit against price. Outstanding customer deposits have to be honored or refunded—pick one in the letter of intent, not at the truck the Saturday after close.
Have special-order vs floor sales on separate lines, a deposit schedule, and the factory list with any gallery rules. Bridge Point would rather scope that now than watch a gallery brand kill the room in diligence.
Request a confidential consult or call (352) 515-0226. We will tell you whether a sale is realistic before you go to market.