Business Overview

Premier, long-standing landscape architecture and planning business with a substantial client base serves diverse markets for residential, commercial, lodging and public sector site design and permit process support. The firm has an impressive array of completed projects as well as a healthy portfolio of work in progress. The firm is 80% owned by the founder and 20% owned by the firm’s top employee who is #1 producer.


  • Asking Price: $450,000
  • Cash Flow: $167,000
  • Gross Revenue: $484,000
  • EBITDA: $167,000
  • FF&E: $50,000
  • Inventory: N/A
  • Inventory Included: N/A
  • Established: 1998

Detailed Information

  • Property Owned or Leased:N/A
  • Property Included:N/A
  • Building Square Footage:873
  • Lot Size:N/A
  • Total Number of Employees:4
  • Furniture, Fixtures and Equipment:N/A
About The Facility:

Fully equipped design and planning office with all necessary technology and a conference room.

Is Support & Training Included:

Up to a year.

Purpose For Selling:


Pros and Cons:

This business is known for its expertise and excellence in land use planning and landscape architecture.

Opportunities and Growth:

Geographic expansion and increased capacity are the most obvious ways to grow the business.

Additional Info

The business was founded in 1998, making the business 24 years old.

The company has 4 employees and is situated in a building with estimated square footage of 873 sq ft.
The building is leased by the company for $3,500 per Month

Why is the Current Owner Selling The Business?

There are all kinds of reasons why individuals decide to sell companies. However, the true reason vs the one they tell you may be 2 totally different things. For instance, they may state "I have a lot of various responsibilities" or "I am retiring". For many sellers, these factors are valid. But, for some, these may simply be justifications to attempt to hide the reality of transforming demographics, increased competitors, current decrease in earnings, or an array of other factors. This is why it is very essential that you not depend totally on a vendor's word, yet rather, make use of the vendor's solution together with your overall due diligence. This will paint an extra sensible image of the business's current scenario.

Existing Debts and Future Obligations

If the current business is in debt, which numerous businesses are, then you will need to consider this when valuating/preparing your deal. Many businesses borrow money with the purpose of covering points such as stock, payroll, accounts payable, etc. Bear in mind that sometimes this can suggest that revenue margins are too small. Numerous organisations fall under a revolving door of taking on debt as a way to pay back various other loans. In addition to debts, there may additionally be future commitments to think about. There might be an outstanding lease on equipment or the structure where the business resides. The business may have existing contracts with suppliers that must be met or may result in fines if terminated early.

Understanding the Customer Base, Competition and Area Demographics

Exactly how do operating businesses in the location bring in new clients? Many times, companies have repeat clients, which form the core of their daily revenues. Certain aspects such as brand-new competitors sprouting up around the area, roadway building, and personnel turnover can impact repeat consumers as well as adversely influence future earnings. One vital thing to consider is the location of the business. Is it in a very trafficked shopping mall, or is it concealed from the highway? Obviously, the more people that see the business regularly, the better the possibility to develop a returning consumer base. A final idea is the general area demographics. Is the business placed in a largely populated city, or is it located on the outside border of town? How might the regional average family income impact future income potential?