Selling a Consumer Goods Retail business

Based on hundreds of real buyer-seller diligence conversations we’ve helped happen on Rejigg, these are the questions that actually move price in consumer goods retail: … These are the questions that actually move price in consumer goods retail: what you really make per SKU after ads, fees, and returns, how risky your inventory is, how fragile your channels are, and whether the brand runs without you making daily operator calls.

Get your valuationBack to industries

What's your consumer goods retail business worth?

Sign up to learn more about selling your business. Free valuation included.

What buyers evaluate, and how to prepare

What are your real SKU-level margins after ads, fees, and returns?
Deal-critical
SKU Margins

What buyers determine

Buyers want to know what you actually earn per unit once Amazon fees, ad spend, shipping subsidies, and returns are included. They also check whether your SKU math reconciles to your monthly profit and loss statement or if the “profit” is coming from timing quirks like buying inventory before a promo spike or misclassified costs.

How to prepare

  • Build a per-SKU margin waterfall for top SKUs by channel: price, discounts, fees, landed cost, fulfillment/storage, ad spend, returns allowance.
  • Reconcile the SKU roll-up to monthly financials so totals tie out without assumptions.
  • Standardize your categories for ads, fulfillment, shipping, and refunds, and keep them consistent for several months.
Great answer
For our top 8 SKUs, which are 82% of revenue, we track contribution margin per unit by channel. On Amazon, SKU A averages a $34.90 price, $9.40 landed cost, $6.10 fees, $3.80 fulfillment, $4.20 in ads, and a 6% returns allowance, so we net about $9.30 per unit before overhead. Those totals tie back to the profit and loss statement because ads and fulfillment stay in the same buckets every month.
Good answer
We have SKU gross margin, and we can estimate ads and returns, but we have not reconciled it cleanly to the profit and loss statement yet. We can build it for the top SKUs quickly.
Red flag
Shopify margin is around 70%, and the brand is profitable. Ads and returns move around, but overall it works out.
How Rejigg helps:Rejigg’s secure data room lets you share the SKU margin waterfall, channel reports, and monthly financials in one place so buyers can reconcile unit economics without email sprawl.
How bad is inventory aging—and what happens to dead stock?
Deal-critical
Inventory Reality

What buyers determine

Buyers are trying to figure out whether inventory is a real asset they can sell through or a future write-down that will drain cash right after closing. They also look for a consistent way you discount, liquidate, or write down slow movers instead of keeping old units at full cost because nobody wants to take the hit.

How to prepare

  • Produce inventory by location and age: FBA (Fulfillment by Amazon) age buckets, 3PL on-hand, in-transit POs, and any distributor inventory.
  • Write a simple playbook for discounting, bundling, liquidation, and scrapping by age bucket.
  • Document how you value inventory at landed cost and how you handle obsolete or unsellable units.
Great answer
We can show inventory by FBA age bucket, 3PL on-hand, and in-transit purchase orders. Today, we’re at 9.5 weeks of cover on the top SKUs, and 11% of units are over 180 days, mostly two discontinued flavors and old packaging. Anything past 180 days follows a set plan: bundle first, then off-price liquidation, then a write-down if it still does not move.
Good answer
We track inventory across FBA and our 3PL, and we know which SKUs are slow. We usually bundle and discount to clear it, but we have not written down a formal aging policy.
Red flag
Inventory is not really an issue. It will sell eventually, and we avoid discounting because it hurts the brand.
How Rejigg helps:Rejigg’s data room gives buyers one place to review aging, landed cost support, and your slow-mover plan without a back-and-forth on warehouse exports.
How do you avoid stockouts that break ranking and retailer reorders?
Deal-critical
In-Stock Plan

What buyers determine

Buyers want proof you can keep the winners in stock without overbuying and freezing up cash. Stockouts matter in consumer goods retail because they can hurt Amazon rank, make ads less efficient, and create issues with wholesale compliance and retailer reorders.

How to prepare

  • Document reorder points and weeks-of-cover targets by SKU, including seasonality.
  • Summarize supplier lead times door-to-door, MOQs (Minimum Order Quantities), and your purchase order calendar.
  • Show one recent example where forecast, PO, and receipt matched plan, plus what you changed after misses.
Great answer
We forecast weekly and place purchase orders monthly. Reorder points are set by SKU using weeks of cover, a seasonality adjustment, and a lead time buffer, and we intentionally split inventory across FBA and the 3PL so one channel does not starve the other. Our last stockout came from a supplier quality hold, so we moved the PO cadence two weeks earlier and keep safety stock on the top 3 SKUs.
Good answer
We order based on recent sales and what is in stock, and we try to keep a buffer. We have had a few stockouts, and we are tightening the process.
Red flag
We order when we feel low. Stockouts happen, but Amazon usually recovers.
How Rejigg helps:Rejigg helps you package your forecast cadence, supplier lead times, and in-stock history into a diligence set buyers can verify quickly.
How exposed are you to one channel or one “hero” listing?
Deal-critical
Channel Risk

What buyers determine

Buyers look for single points of failure that can drop revenue fast, like one ASIN (Amazon Standard Identification Number) being suppressed, one retailer cutting you at reset, or paid traffic suddenly getting more expensive. They also test whether your channel diversification is profitable since spreading revenue across channels can still be risky if margins or payment terms are weak.

How to prepare

  • Break out revenue and contribution margin by channel and top SKUs.
  • Write a realistic plan for a 30-day disruption to your top channel or top ASIN, including where inventory would go.
  • Document the key relationships by channel and how the handoff would work.
Great answer
Amazon is 62% of revenue and 48% of contribution profit because wholesale reorders are strong in two accounts at predictable margins. Our top ASIN is 21% of revenue, so we built a second listing that is already at 9%, and we keep DTC bundles ready to absorb inventory if Amazon gets noisy. If the top ASIN was suppressed for 30 days, we would shift units to DTC and wholesale promos with known margin floors.
Good answer
We are mostly Amazon with some DTC and a couple of wholesale accounts. We are diversifying, but we have not modeled a 30-day disruption yet.
Red flag
We sell on Amazon because that is where customers are. The listing has been fine so far, so I am not worried.
How Rejigg helps:Rejigg’s buyer vetting and direct messaging helps you get in front of buyers who understand Amazon, DTC, and wholesale concentration and will engage on real numbers.
If Amazon is a channel, how safe is the account and the listings?
Deal-critical
Platform Health

What buyers determine

Buyers underwrite policy and enforcement risk, including suspensions, listing suppressions, and intellectual property complaints. They also confirm the buyer will actually control what they are paying for, including Brand Registry, the seller account, and the ad account, with clean admin access after closing.

How to prepare

  • Write a clear account health timeline with dates, issues, and proof of resolution.
  • Confirm Brand Registry status, trademark ownership, and who has admin access to seller and ad accounts.
  • Organize claim support, quality documentation, and your process for handling copycats or listing hijacks.
Great answer
The account is in good standing, and we have never had a suspension. We had one authenticity complaint last year that we resolved in five days with invoices and a letter of authorization, and we tightened our documentation afterward. Brand Registry is owned by the company, the trademarks are in our name, and we can show exactly who has admin access to Seller Central and the ad account.
Good answer
We are in Brand Registry, and the account is healthy. There were a couple of small issues in the past, and we can pull the details if needed.
Red flag
Amazon is annoying, but it is fine. The buyer can sort out Brand Registry and access after closing.
How Rejigg helps:Rejigg’s controlled-access data room lets you share sensitive Amazon history and ownership proof only after buyers sign digital NDAs.
What’s the return rate, and why do people send it back?
Important
Cash Leakage

What buyers determine

Returns hit margin, and they also tell buyers what customers dislike once the product arrives. Buyers want to see whether returns come from fixable issues like unclear sizing, weak instructions, or misleading photos or from deeper problems like quality drift that can lead to bad reviews and higher ad costs.

How to prepare

  • Report returns and refunds by SKU and channel with top reasons and defect-related rates.
  • Show what you changed in packaging, instructions, imagery, or QC, and whether returns improved.
  • Track how returns connect to reviews, ad performance, and customer service tickets.
Great answer
Returns are 5.8% on DTC and 4.1% on Amazon, and most SKUs are stable month to month. One size variant was running at 11% due to confusion, so we updated the sizing guide, improved images, and added an insert, and it dropped to 7% over the last two months. Defect-related returns are under 1%, and we can show the quality checks we added after a packaging damage issue.
Good answer
Returns are in a normal range, and we know the main reasons. We have made improvements, but we do not have a clean before-and-after view yet.
Red flag
Returns are not a big deal. People just change their minds.
How Rejigg helps:Rejigg helps you show return trends and the specific fixes in one place so buyers see causes and actions, not unexplained margin drift.
If you sell wholesale, what do reorders look like—and what do deductions cost you?
Important
Wholesale Economics

What buyers determine

Buyers want to know if wholesale is repeatable volume with real margin or if it is driven by one-time opening orders. They also look closely at deductions and chargebacks since chronic labeling, routing, or compliance issues can quietly erase profit and tie up cash for months.

How to prepare

  • Show door count, reorder cadence, and expected sell-through by key account, not just launch POs.
  • Quantify deductions and trade spend as a percentage of wholesale revenue, and list the top reasons.
  • Document the fixes you made and your dispute process, including any 3PL or process changes.
Great answer
Wholesale is 28% of revenue across three accounts, and two reorder every 6 to 8 weeks at consistent velocities. Deductions averaged 1.9% of wholesale sales last year, mostly routing and labeling early on, and we reduced it by tightening the 3PL checklist and pre-auditing cartons. We track wholesale profitability after co-op and promo funding, so we know the real margin by account.
Good answer
We have a couple of wholesale accounts with reorders, and we get some deductions. We are working with the 3PL to reduce them, but we have not summarized the total deduction rate cleanly yet.
Red flag
Wholesale is great diversification. Chargebacks happen, and that is just how retail works.
How Rejigg helps:Rejigg’s data room lets you share purchase orders, deduction summaries, and account-level profitability so buyers can diligence wholesale without assuming the margin is fake.
What does your supply chain depend on: one factory, one ingredient, or one country?
Important
Supply Chain

What buyers determine

Buyers stress-test how fragile the supply chain is, including single-source suppliers, hard-to-move tooling, and quality risk. They also look at how margins behave when freight, duties, or key inputs change and how quickly you can recover from a defect that could trigger bad reviews and retailer complaints.

How to prepare

  • Summarize suppliers by SKU with lead times, MOQs, pricing history, and payment terms.
  • Document your quality control steps and what triggers a hold or rework.
  • Outline realistic backup options and the expected timeline to qualify them.
Great answer
We are single-source on the hero SKU today, but we have documented specs, we own the tooling, and we already sampled a second factory with a 90-day qualification plan. Lead time is 65 to 75 days door-to-door, and MOQs are 5,000 units, and we can show 18 months of pricing changes and how we adjusted pricing to protect margin. QC includes incoming inspection and batch testing on every production run.
Good answer
Suppliers and lead times have been stable, and we have not had major issues. We do not have a second source fully qualified yet.
Red flag
We use the factory we have always used. Lead times and pricing change, but we deal with it.
How Rejigg helps:Rejigg keeps supplier terms, QC documentation, and pricing history organized in a secure data room so diligence does not turn into a month of emails.
What would break if you left tomorrow—and what help will you give after closing?
Important
Owner Dependence

What buyers determine

Consumer goods retail has a lot of small calls that compound, especially around inventory and paid media. Buyers want to understand how expensive you are to replace, whether key relationships transfer, and what “post-close support” means in actual hours, meetings, and responsibilities.

How to prepare

  • Map the weekly work to people or vendors: forecasting, POs, 3PL, customer service escalations, paid media, listing updates.
  • List relationship handoffs and schedule the intro and handoff meetings.
  • Propose a transition schedule with hours per week and clear boundaries.
Great answer
If I left tomorrow, inventory planning would be the biggest gap, so we documented forecast inputs, reorder points, and PO cadence, and our ops manager runs the weekly check-in. Ads are managed by an agency on a set reporting cadence, and the accounts are owned by the business. After closing, I will handle supplier and 3PL introductions in week one, join the weekly inventory meeting for 6 weeks, and be available up to 5 hours per week for 90 days.
Good answer
We have a team and agencies that handle most things, and I can stay involved for a bit. We can work out the details.
Red flag
I do most of the important stuff, but it is not that complicated. I will answer questions after the sale if needed.
How Rejigg helps:Rejigg’s deal workspace and messaging keep transition commitments written down and easy to track so there are fewer surprises after the term sheet.
Is the growth story tied to real constraints like MOQs, cash, and shelf resets?
Good to have
Growth Plan

What buyers determine

Buyers pay more for growth plans that are operationally believable in consumer goods retail. They want to see that you understand what constrains growth, including cash tied up in inventory, creative fatigue that pushes ad costs up, and the long timelines for retail resets and wholesale onboarding.

How to prepare

  • List 3 to 5 growth initiatives with numbers: MOQ, timeline, expected margin, ad budget, reorder cadence.
  • Share proof from tests already run, like small purchase orders, conversion data, or creative experiments.
  • Name the bottlenecks and what you have done to manage them, such as cash planning or 3PL capacity.
Great answer
Our next 12 months is built around four initiatives: two SKU launches that fit supplier MOQs and already have tested conversion on DTC, a packaging change that saves $0.60 per unit, and expanding one wholesale account from 120 to 300 doors based on reorder history. We modeled the cash impact since MOQs mean we need about $180k of inventory spend ahead of peak. The plan is not dependent on landing a major retailer that has not started the conversation yet.
Good answer
We have growth ideas like new SKUs and expanding wholesale. We have done early testing, but we have not fully modeled cash needs and lead times.
Red flag
Growth will come from going viral and landing major retailers. We have not needed a detailed plan yet.
How Rejigg helps:Rejigg lets you share the growth plan with the supporting tests, numbers, and constraints so buyers can underwrite upside with less guesswork.

Straight from buyer evaluations

“The margins on this product were incredible, and the customers kept reordering without anyone having to convince them. When people come back on their own like that, you know the product is doing its job.”
Repeat CustomersBuyer impressed by repeat purchase rates at a consumer goods brand
“All the advertising was already built and running profitably. That's years of testing and learning baked in — I didn't have to start from scratch figuring out what works.”
Proven AdsBuyer recognizing the value of a proven advertising setup
“They had one product that everyone knew them for, and the reviews were overwhelmingly positive. That kind of brand recognition is really hard to build from zero — it's much easier to buy it.”
Brand StrengthBuyer looking at a consumer brand's hero product and reputation
“The books were clean from day one. The numbers from the sales platforms matched the accounting software matched the tax returns. That kind of transparency made the whole process smoother and faster.”
Clean BooksBuyer appreciating well-organized financials at a consumer goods company
“The suppliers were solid, the reorder process was documented, and everything arrived on time. When the operations run that smoothly, you know the profits are real and repeatable.”
Reliable OperationsBuyer evaluating the supply chain of a consumer goods brand

How buyers value this type of business

Where you fall in that range depends on whether you sell through multiple channels (Amazon, your own site, retail), how strong your brand and reviews are, and whether someone else could run the business tomorrow.

2.5x–7x
annual profit
Depending on brand strength, channels, and whether it runs without you

What drives a premium

  • Selling through more than one channel
    Buyers pay more when your revenue comes from a mix of places — Amazon, your own website, retail stores — because it means the business isn't at risk if any one platform changes its rules.
  • Products with strong reviews and repeat buyers
    High ratings, happy customers who come back, and low return rates tell buyers the product works and will keep selling after they take over.
  • Supplier relationships that are documented
    If your factory contacts, pricing, and reorder process are written down somewhere (not just in your head), that's a real asset buyers are paying for.
  • A brand people recognize
    A strong product reputation, loyal following, or recognizable name commands a premium because the buyer doesn't have to build trust from scratch.

Common add-backs

Your salary and benefits above what you'd pay someone to run thingsPersonal travel that got categorized as sourcing trips or trade showsR&D costs for products you tested but decided not to launchOverhead from a parent company that wouldn't apply to the brand on its own

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals
  1. 1
    Listing
    The day your business goes live on Rejigg.
  2. 2
    First messageMedian: 4 days later
    A buyer requests a conversation by sending a first pitch.
  3. 3
    First callMedian: 7 days later
    Your first completed call with a buyer to answer questions about your business.
  4. 4
    Letter of intentMedian: 59 days later
    A buyer submits an LOI and you choose to accept, decline, or negotiate.
  5. 5
    Deal closeMedian: 89 days later
    Assuming all is well in due diligence, you close the deal.
See the data behind this timeline in the 2026 Insight Report
Typical buyer types
E-commerce companies looking to add another brand to their portfolioBusinesses in a similar product category who want access to your customersFirst-time buyers with marketing or operations backgrounds drawn to a strong productInvestment groups building a collection of brands in your product space

Common questions about selling a Consumer Goods Retail business

Most consumer goods retail brands are priced off seller earnings and risk, not just revenue. Multiples tend to improve when top SKUs show strong margin after ads, marketplace fees, and returns, inventory is clean with a clear plan for old units, and revenue is not hanging on one channel or one hero listing. For a quick range, start with Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, then pressure-test it against concentration and inventory aging.
Inventory is often negotiated separately from the “business value” because it can look like cash on the balance sheet while still being hard to sell. Many buyers want a count as of a specific date and valuation at landed cost, then a haircut or exclusion for obsolete, damaged, or very old units. Expect the most debate around items older than 180 to 365 days, discontinued SKUs, and packaging versions you can’t sell at full price.
No. Brokers typically charge 5 to 10% of the sale price for coordination work you can handle yourself with the right process and a buyer-ready diligence package. Rejigg gives you pre-vetted buyers, digital NDAs, direct messaging, a secure data room, and offer tracking, and it’s free for sellers because buyers pay. Start with the <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">preparation guide</a> so your SKU economics and inventory story are tight before you talk to buyers.
If your SKU margins, inventory aging, and channel reports are already organized, many owners can get buyer-ready in 30 to 60 days. If you need to rebuild landed cost, reconcile Amazon or Shopify payouts to accounting, or clean up how returns and ad spend are tracked, plan for 60 to 90 days. Rejigg’s data room and QuickBooks integration can reduce the back-and-forth once serious buyers engage.
Most buyers expect monthly profit and loss statements and balance sheets, plus a clear bridge from platform dashboards to the books. In consumer goods retail, they also ask for SKU-level unit economics on the top sellers and inventory reports that match the balance sheet. Diligence slows down when Amazon, Shopify, and wholesale payouts do not reconcile cleanly. Rejigg’s <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence checklist</a> lays out what to assemble.
Sometimes. SBA lenders usually want stable, transferable cash flow and financials that tie out cleanly. Amazon-heavy brands can still qualify, but lenders may push harder on platform dependence, inventory swings, and how consistent earnings are after ad spend and returns. If you want to sanity-check buyer payments, run scenarios in the <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a> and be ready to explain your cash cycle from purchase order to payout.
An LOI is a signed term sheet that captures the main deal terms before full diligence. In consumer goods retail, it should be clear about whether inventory is included or purchased separately, how inventory will be valued, which platform accounts and brand assets transfer, and what post-close support looks like in practice. Clarity here prevents the late-stage fight over inventory value and account access. Rejigg’s <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiation guide</a> covers the terms to lock down early.
A working capital adjustment is a closing true-up so the business transfers with a normal level of short-term assets and liabilities. In consumer goods retail, the common friction points are inventory, prepaid freight, deductions you are still trying to collect from retailers, and marketplace settlements that lag. Buyers want enough working capital left behind so they can keep ordering and fulfilling without an immediate cash crunch. Define what counts and how it’s measured before you get to closing.
Add-backs are expenses you believe will not continue for a new owner, like a one-time packaging redesign, a non-recurring legal bill, or a personal expense run through the business. Buyers get skeptical when add-backs are really ongoing operating costs in disguise, like frequent air freight, persistent refunds, or “temporary” agency spend that keeps the ads working. Keep add-backs specific and documented, and attach proof for each one. Rejigg’s data room makes that easy to package cleanly.
Many buyers expect a structured handoff that covers suppliers, inventory planning, 3PL operations, and marketplace account management. A common structure is 30 to 90 days of support with defined hours per week, plus specific introductions and a few recurring meetings in the first month. Transitions usually go smoother when you hand off the cadence and decision rules, not just folders. Use <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning</a> to set expectations early.
It depends on your legal setup and how the account is owned today, but buyers want continuity and clear control. Some deals transfer the entity that owns the Seller Central account so operations keep running without a big transfer event. Others transfer Brand Registry, listings, and access in a controlled sequence. Either way, buyers will diligence account health, admin permissions, and who owns Brand Registry and ad accounts. Share sensitive screenshots and proofs only after an NDA through Rejigg.
Buyers expect the company to transfer the assets that make the brand convert, including trademarks, Brand Registry access, product photos, packaging files, domains, and any customer lists where permitted. Deals get sticky when assets are owned personally by the founder, held by an agency, or licensed from someone else. Before you go to market, list what is owned versus licensed, and gather the permissions in writing. Keep everything in one place so diligence does not turn into a scavenger hunt.
An earnout means part of the price is paid later if the business hits agreed targets. Earnouts can get complicated in consumer goods retail because results can swing based on inventory buys, ad spend choices, promo timing, and platform changes. If you consider an earnout, define the metric in plain English, spell out what operating choices the buyer can change, and agree on how returns and inventory are treated. Rejigg’s offer comparison dashboard helps you compare earnouts against cleaner structures.
Concentration can show up as one retailer, one distributor, one ASIN, or even one influencer who drives a big spike. Buyers look at what share of revenue and profit comes from the top accounts and top SKUs, then ask how quickly demand can be redirected without destroying margin. A big customer is not automatically a problem, but buyers will want to see reorder patterns, stability of terms, and a realistic fallback plan if that volume slows.
The issues that usually slow consumer goods retail deals are claim support, labeling compliance, and intellectual property ownership. Supplements, baby and kids, cosmetics, and “non-toxic” or performance claims often get extra scrutiny because platforms and regulators can move quickly. Buyers also verify trademarks and whether you have rights to any influencer content and creative you use in ads. Keep test reports, supplier certifications, and packaging history organized before you go to market.
Decide up front what is safe to share early, like a high-level channel mix and an SKU summary, and what should be gated, like supplier pricing, detailed SKU margin waterfalls, account health screenshots, and retailer contacts. Use NDAs before sharing anything sensitive, and control access based on where the buyer is in the process. Rejigg supports this with pre-vetted buyers, digital NDAs, and a permissioned data room so you can avoid sending attachments around.
The fastest deals are usually the ones where the owner can answer with numbers without going back to build new spreadsheets. Have monthly financials, SKU-level contribution margin for top SKUs, inventory aging by location, supplier terms and lead times, ad performance summaries, return and refund trends, and proof you own the trademarks and key creative assets. Rejigg’s <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence guide</a> shows what to upload and when.
Compare offers on what you actually take home and how certain closing is, not just the headline number. In consumer goods retail, value often swings on inventory treatment, holdbacks or earnouts, seller financing, and how much working capital the buyer expects to remain in the business. Timelines matter, too, since platform-driven performance can change while you wait to close. Rejigg’s deal tracking lets you compare terms side-by-side in one view.
Start by making sure your financial records are in order — your sales reports, accounting software, and tax returns should roughly match up. Know your costs per product and have your supplier info written down. Then list on <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> where buyers are actively looking for consumer brands. No broker needed — you connect with buyers directly.
Most consumer goods businesses sell for 2.5 to 7 times their annual profit. The biggest factors are whether you sell through multiple channels, how strong your product reviews and brand are, and whether someone else could run the business without you. Try <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> for a starting estimate.
Three to six months is typical. The biggest thing that speeds it up is having clean financial records that match across your sales platforms and your books. Inventory and seasonal timing can add some time, but nothing that should stop you from starting the process now.
No. Brokers charge 5 to 10 percent of the sale price. <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> gives you buyer vetting, secure document sharing, and direct messaging so you handle the process yourself. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Schedule a free consultation</a> to see how it works — no cost, no strings.
Products that sell consistently with good margins. Beyond that, buyers love seeing strong reviews, repeat customers, multiple sales channels, and supplier relationships that are documented. You don't need all of these — even a couple of strong points make your business attractive. The main thing is that the profits are real and the business doesn't depend entirely on you.
Your inventory will be part of the deal, and buyers will want to understand what you have on hand, what's selling well, and what's been sitting around. Having a sense of how fast each product sells and how you manage restocking helps. Expect to negotiate a target inventory level at closing — slow-moving products may be discounted. This is normal and not something to worry about.
Yes, Amazon accounts can transfer. You'll want to make sure your brand is registered with a transferable trademark and that your account is in good standing. Buyers will check your account health and review history, so it's worth cleaning up any open issues before listing. Having a simple checklist of what needs to transfer makes the process much smoother.
Selling mostly through one channel — whether that's Amazon, one big retailer, or just your own website — can lower your price a bit, because buyers worry about what happens if that channel changes its rules. But it's not a dealbreaker. If you're thinking about diversifying, great — but don't let it stop you from exploring a sale now. Buyers factor it into their offer, not into whether they're interested. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about how to position your channel mix.

Ready to see what your business is worth?

Share a few details and get an honest valuation. No pressure, no commitment.

Schedule a callLearn how it works