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A package store sells on the license, the allocation of scarce spirits and wine, and a lease that still works if a chain opens down the road. Buyers underwrite transfer rules in your state—Texas and Pennsylvania are not the same process—and whether the license is a scarce asset or something a new operator can apply for. A full package license in a capped county is part of the price. A beer-and-wine permit that is widely available is not.
Distributor relationships and off-invoice programs do not always assign. If your margin depends on allocations that follow you personally, say so. Fine-wine books and a cold-beer cave are different working-capital stories.
Buyers compare invoices to shelf and to deposits. They ask about theft, owner consumption, and cash. Lottery, cigarettes, and grocery attach—if you have them—need their own margin. A store that is really a grocery with a liquor wall will be underwritten like a grocery.
Delivery apps and local delivery routes get haircut for labor and for whether the city allows a new owner to keep the same privilege. Sunday hours and local-option rules belong in the story you tell, or they come out when the buyer’s counsel reads the ordinance.
Background checks, notices, and sometimes a dry gap sit on a board calendar. Landlords and distributors can add their own consent. We keep those on one timeline so you are not counting on a close the license cannot meet. That calendar should be in the letter of intent.
Prepare a category sales file, a simple allocation note, and the license class with any restrictions. If you own the building, we treat that as a parallel track. A short consulting week on the counter is normal; a seller who must stay to keep the allocations is a different deal.
Request a confidential consult or call (352) 515-0226. We will tell you whether a sale is realistic before you go to market.