How To Sell Your Business

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How To Sell Your Business

By submitting this form, I agree to the Privacy Policy and consent to the processing of my personal data as described therein.

Achieving Success through Teamwork and Leadership

We are their world's leading specialist in Business Sales and will continue to lead their way with innovative and creative systems to enable every entrepreneurial minded person to create and build their future, through business.


  1. Schedule an appointment to meet with a First Choice Business Sales Professional.
  2. Gather documents requested by your FCBB Business Broker for your meeting.
  3. During your meeting you will be asked a series of comprehensive questions to help us develop a clearer picture of your business and what approach we will take to obtain buyer interest in YOUR business.
  4. Determine Market Valuation/Price for your business utilizing FCBB's proven valuation methods including discretionary income and expenses.
  5. Listing Agreement authorizing FCBB to represent you in the sale of your business.
  6. Seller pre-approval of Listing Marketing/Advertising and potential terms offered.
  7. FCBB Business Broker to manage Buyer inquiries and Buyer pre-qualification process including buyer signing of NDA (Confidentiality Agreement)
  8. FCBB Business Broker to arrange meeting between Buyer and Seller.
  9. FCBB Business Broker to assist in writing and/or presenting offers and subsequent contract negotiations.
  10. FCBB Business Broker to manage the timeline from offer acceptance to closing (transfer of ownership to the Buyer)

Achieving Success through Teamwork and Leadership

We are the world's leading specialist in Business Sales and will continue to lead the way with innovative and creative systems to enable every entrepreneurial minded person to create and build the future, through business.


  1. Schedule an appointment to meet with a First Choice Business Sales Professional.
  2. Gather documents requested by your FCBB Business Broker for your meeting.
  3. During your meeting you will be asked a series of comprehensive questions to help us develop a clearer picture of your business and what approach we will take to obtain buyer interest in YOUR business.
  4. Determine Market Valuation/Price for your business utilizing FCBB's proven valuation methods including discretionary income and expenses.
  5. Listing Agreement authorizing FCBB to represent you in the sale of your business.
  6. Seller pre-approval of Listing Marketing/Advertising and potential terms offered.
  7. FCBB Business Broker to manage Buyer inquiries and Buyer pre-qualification process including buyer signing of NDA (Confidentiality Agreement)
  8. FCBB Business Broker to arrange meeting between Buyer and Seller.
  9. FCBB Business Broker to assist in writing and/or presenting offers and subsequent contract negotiations.
  10. FCBB Business Broker to manage the timeline from offer acceptance to closing (transfer of ownership to the Buyer)

Sellers Frequently Asked Questions

Why should I use a Business Broker to sell my business?


Business Owners who have sold a business in the past will likely tell you it is long, stressful process. Selling your own business can actually hurt the value of your business as it takes your focus away from the day to day operating of your business at a critical time when you should be increasing or at least maintaining your current business. When a Business Broker assists you in the process it can pay off in more ways than just the price obtained. Business Brokers will help properly value your business, reach out to buyers they already have, reach a larger number of new buyers, allow you to continue running your business rather than taking your focus away, maintain confidentiality and most importantly assist with the closing of your transaction based upon experience and training. The most common mistake potential Sellers make is comparing the selling of their business to selling a house. Unlike realtors, we keep your listing entirely confidential, and work with you each step of the way until we sell your business. 



Why First Choice Business Brokers (FCBB)?


With unsurpassed experience since 1994, offices across the U.S. and some of the most highly trained Business Brokers in the industry First Choice is the "Clear Choice" when it comes to choosing a Business Brokerage to represent you. Our Business Brokers are experts in the field of business valuation, business sales, business marketing and buy/sell negotiations to satisfy both buyers and sellers alike.



How is my business for sale kept confidential?


Unlike the sale of a home or even commercial building businesses do not have a "for sale" sign. Business Sales must be kept confidential; all buyers are required to sign a NDA (Buyer Confidentiality Agreement) prior to detailed information about your business being provided. This helps to prevent employees, suppliers, customers and competitors from finding out that you are selling your business. 



How will my business be advertised?


With First Choice Business Brokers your business will be on the highest rated Websites specifically for your area as well as national and international sites. Other advertising mediums may be employed based on your type of business.



How do I know how much my business is worth?


FCBB's proven methods of valuing and marketing will put your business in the best possible position to sell. First Choice Business Sales Professionals are some of the most highly trained professionals in the industry.



How long will it take to sell my business?


The average properly priced business tends to sell in approximately 90 days however this time frame can vary greatly based on the income of your business (and how easy it is to prove), type of business, the terms offered and the area in which your business is located. Your local First Choice Business Sales Professional will provide you with more information on your local market.



Will Buyers be visiting my business?


After a Buyer has signed an NDA (Buyer Confidentiality), reviewed initial information and expressed a further interest in your business your FCBB Business Sales Professional will schedule a meeting for the Buyer to view your business at a time that is appropriate for your type of business.



How do Buyers write offers to buy my business?


Most Buyers looking at your business will be represented by a Professional Business Broker who will assist them in writing an offer that expresses their price, terms, contingencies (if any) and request for further documentation (if any). The offer will then be presented to you for your approval by your FCBB Business Broker and/or the Buyer's Agent.



Who will handle all the inquiry calls on the sale of my business?


Your First Choice Business Sales Professional is trained to deal with incoming inquires (often tire kickers) and help determine which of those Buyers might be ready to move to the next level.



Who will handle the negotiations on the sale of my business?


Your First Choice Business Sales Professional is trained to deal with negotiations on the sale of your business. Your FCBB Business Broker will help navigate you through the entire process; we'll be with you every step of the way.



How long will I have to train the person who buys my business?


This is a negotiable point but we have found that most Buyers will ask for 30 days. Some types of businesses only require a week or two of training while other more complicated businesses may require a longer familiarization period. If a longer period is required we often find that Sellers will negotiate a consulting fee for extended training periods. 



After I sell my business can I open another one at some point in the future?


All Buyers will ask that you sign a covenant not to compete within a certain area and/or time period.



Will I need to finance part of the purchase price of the business?


There is no requirement that you "carry paper" on your business however in today's market it is very common that Buyers will ask for some type of Seller Carry Note which in reality opens your business to a larger pool of Buyers.



When should I notify my employees that I am selling the business?


While you may have a close relationship with your employees it has been proven time and time again that the best time to tell your employees is when you introduce them to the new owners. This may be difficult for you emotionally however experience dictates that silence is the best practice. The exception to this rule would be if a "key" employee is part of the negotiation for the Buyer to keep them on after the sale is complete. In this case there may be some advance notice required to this person and this person alone. Your First Choice Business Broker will guide you through the proper timing for this very important part of the business. Timing is everything!



Will my First Choice Business Broker qualify the Buyer by checking their credit?


First Choice does not check the credit of Buyers however through the offer and acceptance process you may request that the Buyer provide you with a copy of their credit report. This is not often asked of the Buyer as the property owner and/or landlord will likely be obtaining a credit report for their review.

Recent Posts

The Power of Working on, Not in, Your Business

By Kim Santos • March 24, 2025
Have you ever considered that knowing too much about your company’s product or service could be a disadvantage? Sometimes, not being a technical expert can help you avoid a common trap many founders fall into. Carrie Kelsch, who founded A Plus Garage Doors in 2005, had no experience in garage door repair. Instead of seeing that as a disadvantage, she turned it into an edge by focusing on growth, leadership, and building a high-performing team rather than getting stuck in the technical side of the business. “I didn’t, and I still don’t, know how to fix a garage door,” she says. Instead, Carrie leaned on her team to handle operations so she could dedicate her energy to marketing and growth. This approach reflects the advice in Michael Gerber’s The E-Myth Revisited: to work on your business, not in it. Not Getting Taken Advantage Of You might worry that if you don’t understand the technical side of your business, employees or vendors could take advantage of you by claiming tasks take longer or cost more than they actually do. To address this, consider tying key employees’ compensation to your company’s long-term success. One powerful strategy is implementing phantom equity. This gives employees a stake in the financial upside of your business without transferring actual ownership. It ensures their decisions are aligned with your goals and motivates them to contribute to the growth of your company. Carrie used a similar approach, rewarding loyal team members with phantom shares. This gave her team a sense of ownership and accountability, which helped her retain top talent. With her team handling the delivery of their service and aligned to the company’s success, Carrie was free to focus on growth. A Transformative Exit In 2024 Carrie sold a majority stake of A Plus Garage Doors to Guild Garage Group, a private equity-backed roll-up in the home services space. Guild valued her business at approximately $70 million, recognizing the strong financial foundation and brand she had built. This deal allowed Carrie to take significant capital off the table while keeping a stake in the company’s future growth. It’s proof that you don’t have to master every technical detail to build a business worth millions. Carrie’s journey shows that you don’t need to be a technical expert to succeed. By focusing on growth, empowering your team, and aligning incentives with performance, you can build a valuable asset that attracts buyers or investors. Working on your business—not in it—frees you to focus on the big picture, turning what might seem like a disadvantage into a competitive edge.  Your business is more than the product or service it offers. It’s a system, a brand, and, ultimately, an asset. Sometimes the less you know about how the sausage is made, the better.

From Reseller to Brand Builder: Luke Peters’ $80M Success

By Kim Santos • March 17, 2025
A lot of companies are tempted to resell other people’s products and services as a quick path to hitting their next revenue milestone. While this approach might boost your top line, it often comes at the cost of your company’s long-term value. Acquirers aren't just looking for companies that generate revenue—they usually want businesses that bring something unique to the table, something they can't easily replicate. Finding a Quiet Corner of the Market In the early days, Luke Peters sold portable air conditioners and thermostats online. When he made a sale, he’d head to a local industrial supply store, buy the unit, and ship it to his customer. He added no value and operated as a thinly veiled reseller with razor-thin margins. But Luke began thinking more strategically about his business. Instead of competing in crowded categories like air conditioners, he found a quiet, underserved corner of the HVAC market: portable beer and wine fridges. That’s when he started to build his own brand, NewAir. By focusing on this niche, Luke didn’t have to battle the big players like Whirlpool in traditional appliance categories. Instead, he carved out a segment where NewAir could dominate and create a brand that stood out. This strategic shift allowed him to build a brand that was recognized for delivering products that were easy to ship, fun to own, and specifically appealing to a target audience. By owning his niche, Luke unlocked a path to profitability and business value that wasn't dependent on thin reseller margins. The Value of a Brand In The Value Builder System™, product or brand differentiation is referred to as Monopoly Control—the ability to dominate a niche with an offering so unique that competitors can’t easily replicate it. Achieving Monopoly Control boosts your company’s value in three key ways: 1.Commanding Higher Prices Differentiated products deliver unique value, making it easier to charge premium prices. Luke transitioned from reselling low-margin portable air conditioners to the relatively untapped market of premium bar and wine fridges. This shift raised his gross margin and net profitability—two of the most critical metrics in valuing a company. 2.Increasing Customer Loyalty When customers see your product as distinct, they are less likely to switch to competitors. Luke’s products weren’t just functional; they delivered an experience, fostering emotional connections that encouraged repeat purchases and stabilized revenue. 3.Acquirers Pay a Premium for Differentiated Brands When acquirers evaluate your company, they’re making a “build vs. buy” decision. They’re asking, “Should we buy this business or simply compete with it?” Acquirers pay top dollar when they conclude that replicating your point of differentiation would be too costly and time-consuming. Lasko Acquires Luke’s $80 Million Business  By finding an underserved niche and building NewAir around it, Luke Peters grew the company into a business generating $80 million in annual revenue. His success culminated in NewAir being acquired by Lasko Products in 2021, marking a significant milestone in his journey from reseller to brand builder.

Listening & Leveling: How Customer Feedback Turned a $50 Idea into a 7-Figure Business

By Kim Santos • March 10, 2025
In the early days of Airbnb, co-founder Brian Chesky went to surprising lengths to gather customer feedback. He would stay with Airbnb hosts to experience the platform as they did, asking detailed questions about their needs and frustrations. Chesky’s commitment to listening wasn’t just about making improvements—it was about truly understanding the customer experience in a way few founders do. Sara Blakely, the founder of Spanx, took a similar approach. In the early days of her business, Blakely would personally visit department stores to watch customers try on her shapewear and listen to their feedback. She also spoke directly with store employees to learn what worked and what didn’t. As Spanx grew, Blakely continued reading customer emails and social media comments to stay connected to their needs. When women began asking for more than just shapewear—like leggings and bras—Blakely expanded her product line in response, fueling Spanx’s growth. Her hands-on approach to capturing feedback helped Spanx evolve into a billion-dollar brand. It’s not just giant companies like Airbnb and Spanx that benefit from this kind of founder obsession with customer feedback. Small business owners can unlock tremendous value by taking the same approach. William Brown’s Journey: From $50 to Seven Figures William Brown’s story shows how the Listening & Leveling approach can directly increase business value. Brown began with a simple $50 Word document designed to teach beginners how to trade online. What set him apart was his commitment to listening to customer feedback and using it to continually improve. When customers asked, “What broker do you use?” or “How do I navigate the market?”, Brown didn’t just answer—he adapted his product to better meet their needs. Over time, his offering evolved into a full-fledged educational program with videos, coaching, and additional resources. This not only enhanced the product but transformed Brown’s business, WB Trading, into a far more valuable asset. By responding to feedback, Brown’s product improved and so did its perceived value. This allowed him to raise prices from $50 to $2,000, significantly boosting profitability. His focus on continuous improvement also deepened customer loyalty, reducing churn and driving long-term value in his business. Through these strategies, William didn’t just build a better product—he built a more valuable business, leading to a seven-figure exit. Applying Listening & Leveling to Your Business How can you apply the Listening & Leveling approach to grow your business?  Open Feedback Channels: Actively seek customer insights through surveys, follow-up emails, or direct outreach. These insights reveal opportunities to refine your offering and build customer loyalty.  Act on Feedback: Quickly implement changes based on what you learn. As your product improves, you can increase prices and boost retention, directly enhancing your business’s value. No matter how big your business becomes, you’re never too big to listen to your customers. Whether you’re building a billion-dollar empire like Sara Blakely or fine-tuning a niche product like William Brown, customer feedback is the key to staying relevant, evolving your offering, and maximizing your company’s value.

The Power of Working on, Not in, Your Business

By Kim Santos • March 24, 2025
Have you ever considered that knowing too much about your company’s product or service could be a disadvantage? Sometimes, not being a technical expert can help you avoid a common trap many founders fall into. Carrie Kelsch, who founded A Plus Garage Doors in 2005, had no experience in garage door repair. Instead of seeing that as a disadvantage, she turned it into an edge by focusing on growth, leadership, and building a high-performing team rather than getting stuck in the technical side of the business. “I didn’t, and I still don’t, know how to fix a garage door,” she says. Instead, Carrie leaned on her team to handle operations so she could dedicate her energy to marketing and growth. This approach reflects the advice in Michael Gerber’s The E-Myth Revisited: to work on your business, not in it. Not Getting Taken Advantage Of You might worry that if you don’t understand the technical side of your business, employees or vendors could take advantage of you by claiming tasks take longer or cost more than they actually do. To address this, consider tying key employees’ compensation to your company’s long-term success. One powerful strategy is implementing phantom equity. This gives employees a stake in the financial upside of your business without transferring actual ownership. It ensures their decisions are aligned with your goals and motivates them to contribute to the growth of your company. Carrie used a similar approach, rewarding loyal team members with phantom shares. This gave her team a sense of ownership and accountability, which helped her retain top talent. With her team handling the delivery of their service and aligned to the company’s success, Carrie was free to focus on growth. A Transformative Exit In 2024 Carrie sold a majority stake of A Plus Garage Doors to Guild Garage Group, a private equity-backed roll-up in the home services space. Guild valued her business at approximately $70 million, recognizing the strong financial foundation and brand she had built. This deal allowed Carrie to take significant capital off the table while keeping a stake in the company’s future growth. It’s proof that you don’t have to master every technical detail to build a business worth millions. Carrie’s journey shows that you don’t need to be a technical expert to succeed. By focusing on growth, empowering your team, and aligning incentives with performance, you can build a valuable asset that attracts buyers or investors. Working on your business—not in it—frees you to focus on the big picture, turning what might seem like a disadvantage into a competitive edge.  Your business is more than the product or service it offers. It’s a system, a brand, and, ultimately, an asset. Sometimes the less you know about how the sausage is made, the better.

From Reseller to Brand Builder: Luke Peters’ $80M Success

By Kim Santos • March 17, 2025
A lot of companies are tempted to resell other people’s products and services as a quick path to hitting their next revenue milestone. While this approach might boost your top line, it often comes at the cost of your company’s long-term value. Acquirers aren't just looking for companies that generate revenue—they usually want businesses that bring something unique to the table, something they can't easily replicate. Finding a Quiet Corner of the Market In the early days, Luke Peters sold portable air conditioners and thermostats online. When he made a sale, he’d head to a local industrial supply store, buy the unit, and ship it to his customer. He added no value and operated as a thinly veiled reseller with razor-thin margins. But Luke began thinking more strategically about his business. Instead of competing in crowded categories like air conditioners, he found a quiet, underserved corner of the HVAC market: portable beer and wine fridges. That’s when he started to build his own brand, NewAir. By focusing on this niche, Luke didn’t have to battle the big players like Whirlpool in traditional appliance categories. Instead, he carved out a segment where NewAir could dominate and create a brand that stood out. This strategic shift allowed him to build a brand that was recognized for delivering products that were easy to ship, fun to own, and specifically appealing to a target audience. By owning his niche, Luke unlocked a path to profitability and business value that wasn't dependent on thin reseller margins. The Value of a Brand In The Value Builder System™, product or brand differentiation is referred to as Monopoly Control—the ability to dominate a niche with an offering so unique that competitors can’t easily replicate it. Achieving Monopoly Control boosts your company’s value in three key ways: 1.Commanding Higher Prices Differentiated products deliver unique value, making it easier to charge premium prices. Luke transitioned from reselling low-margin portable air conditioners to the relatively untapped market of premium bar and wine fridges. This shift raised his gross margin and net profitability—two of the most critical metrics in valuing a company. 2.Increasing Customer Loyalty When customers see your product as distinct, they are less likely to switch to competitors. Luke’s products weren’t just functional; they delivered an experience, fostering emotional connections that encouraged repeat purchases and stabilized revenue. 3.Acquirers Pay a Premium for Differentiated Brands When acquirers evaluate your company, they’re making a “build vs. buy” decision. They’re asking, “Should we buy this business or simply compete with it?” Acquirers pay top dollar when they conclude that replicating your point of differentiation would be too costly and time-consuming. Lasko Acquires Luke’s $80 Million Business  By finding an underserved niche and building NewAir around it, Luke Peters grew the company into a business generating $80 million in annual revenue. His success culminated in NewAir being acquired by Lasko Products in 2021, marking a significant milestone in his journey from reseller to brand builder.

Listening & Leveling: How Customer Feedback Turned a $50 Idea into a 7-Figure Business

By Kim Santos • March 10, 2025
In the early days of Airbnb, co-founder Brian Chesky went to surprising lengths to gather customer feedback. He would stay with Airbnb hosts to experience the platform as they did, asking detailed questions about their needs and frustrations. Chesky’s commitment to listening wasn’t just about making improvements—it was about truly understanding the customer experience in a way few founders do. Sara Blakely, the founder of Spanx, took a similar approach. In the early days of her business, Blakely would personally visit department stores to watch customers try on her shapewear and listen to their feedback. She also spoke directly with store employees to learn what worked and what didn’t. As Spanx grew, Blakely continued reading customer emails and social media comments to stay connected to their needs. When women began asking for more than just shapewear—like leggings and bras—Blakely expanded her product line in response, fueling Spanx’s growth. Her hands-on approach to capturing feedback helped Spanx evolve into a billion-dollar brand. It’s not just giant companies like Airbnb and Spanx that benefit from this kind of founder obsession with customer feedback. Small business owners can unlock tremendous value by taking the same approach. William Brown’s Journey: From $50 to Seven Figures William Brown’s story shows how the Listening & Leveling approach can directly increase business value. Brown began with a simple $50 Word document designed to teach beginners how to trade online. What set him apart was his commitment to listening to customer feedback and using it to continually improve. When customers asked, “What broker do you use?” or “How do I navigate the market?”, Brown didn’t just answer—he adapted his product to better meet their needs. Over time, his offering evolved into a full-fledged educational program with videos, coaching, and additional resources. This not only enhanced the product but transformed Brown’s business, WB Trading, into a far more valuable asset. By responding to feedback, Brown’s product improved and so did its perceived value. This allowed him to raise prices from $50 to $2,000, significantly boosting profitability. His focus on continuous improvement also deepened customer loyalty, reducing churn and driving long-term value in his business. Through these strategies, William didn’t just build a better product—he built a more valuable business, leading to a seven-figure exit. Applying Listening & Leveling to Your Business How can you apply the Listening & Leveling approach to grow your business?  Open Feedback Channels: Actively seek customer insights through surveys, follow-up emails, or direct outreach. These insights reveal opportunities to refine your offering and build customer loyalty.  Act on Feedback: Quickly implement changes based on what you learn. As your product improves, you can increase prices and boost retention, directly enhancing your business’s value. No matter how big your business becomes, you’re never too big to listen to your customers. Whether you’re building a billion-dollar empire like Sara Blakely or fine-tuning a niche product like William Brown, customer feedback is the key to staying relevant, evolving your offering, and maximizing your company’s value.

The Power of Working on, Not in, Your Business

By Kim Santos • March 24, 2025
Have you ever considered that knowing too much about your company’s product or service could be a disadvantage? Sometimes, not being a technical expert can help you avoid a common trap many founders fall into. Carrie Kelsch, who founded A Plus Garage Doors in 2005, had no experience in garage door repair. Instead of seeing that as a disadvantage, she turned it into an edge by focusing on growth, leadership, and building a high-performing team rather than getting stuck in the technical side of the business. “I didn’t, and I still don’t, know how to fix a garage door,” she says. Instead, Carrie leaned on her team to handle operations so she could dedicate her energy to marketing and growth. This approach reflects the advice in Michael Gerber’s The E-Myth Revisited: to work on your business, not in it. Not Getting Taken Advantage Of You might worry that if you don’t understand the technical side of your business, employees or vendors could take advantage of you by claiming tasks take longer or cost more than they actually do. To address this, consider tying key employees’ compensation to your company’s long-term success. One powerful strategy is implementing phantom equity. This gives employees a stake in the financial upside of your business without transferring actual ownership. It ensures their decisions are aligned with your goals and motivates them to contribute to the growth of your company. Carrie used a similar approach, rewarding loyal team members with phantom shares. This gave her team a sense of ownership and accountability, which helped her retain top talent. With her team handling the delivery of their service and aligned to the company’s success, Carrie was free to focus on growth. A Transformative Exit In 2024 Carrie sold a majority stake of A Plus Garage Doors to Guild Garage Group, a private equity-backed roll-up in the home services space. Guild valued her business at approximately $70 million, recognizing the strong financial foundation and brand she had built. This deal allowed Carrie to take significant capital off the table while keeping a stake in the company’s future growth. It’s proof that you don’t have to master every technical detail to build a business worth millions. Carrie’s journey shows that you don’t need to be a technical expert to succeed. By focusing on growth, empowering your team, and aligning incentives with performance, you can build a valuable asset that attracts buyers or investors. Working on your business—not in it—frees you to focus on the big picture, turning what might seem like a disadvantage into a competitive edge.  Your business is more than the product or service it offers. It’s a system, a brand, and, ultimately, an asset. Sometimes the less you know about how the sausage is made, the better.

From Reseller to Brand Builder: Luke Peters’ $80M Success

By Kim Santos • March 17, 2025
A lot of companies are tempted to resell other people’s products and services as a quick path to hitting their next revenue milestone. While this approach might boost your top line, it often comes at the cost of your company’s long-term value. Acquirers aren't just looking for companies that generate revenue—they usually want businesses that bring something unique to the table, something they can't easily replicate. Finding a Quiet Corner of the Market In the early days, Luke Peters sold portable air conditioners and thermostats online. When he made a sale, he’d head to a local industrial supply store, buy the unit, and ship it to his customer. He added no value and operated as a thinly veiled reseller with razor-thin margins. But Luke began thinking more strategically about his business. Instead of competing in crowded categories like air conditioners, he found a quiet, underserved corner of the HVAC market: portable beer and wine fridges. That’s when he started to build his own brand, NewAir. By focusing on this niche, Luke didn’t have to battle the big players like Whirlpool in traditional appliance categories. Instead, he carved out a segment where NewAir could dominate and create a brand that stood out. This strategic shift allowed him to build a brand that was recognized for delivering products that were easy to ship, fun to own, and specifically appealing to a target audience. By owning his niche, Luke unlocked a path to profitability and business value that wasn't dependent on thin reseller margins. The Value of a Brand In The Value Builder System™, product or brand differentiation is referred to as Monopoly Control—the ability to dominate a niche with an offering so unique that competitors can’t easily replicate it. Achieving Monopoly Control boosts your company’s value in three key ways: 1.Commanding Higher Prices Differentiated products deliver unique value, making it easier to charge premium prices. Luke transitioned from reselling low-margin portable air conditioners to the relatively untapped market of premium bar and wine fridges. This shift raised his gross margin and net profitability—two of the most critical metrics in valuing a company. 2.Increasing Customer Loyalty When customers see your product as distinct, they are less likely to switch to competitors. Luke’s products weren’t just functional; they delivered an experience, fostering emotional connections that encouraged repeat purchases and stabilized revenue. 3.Acquirers Pay a Premium for Differentiated Brands When acquirers evaluate your company, they’re making a “build vs. buy” decision. They’re asking, “Should we buy this business or simply compete with it?” Acquirers pay top dollar when they conclude that replicating your point of differentiation would be too costly and time-consuming. Lasko Acquires Luke’s $80 Million Business  By finding an underserved niche and building NewAir around it, Luke Peters grew the company into a business generating $80 million in annual revenue. His success culminated in NewAir being acquired by Lasko Products in 2021, marking a significant milestone in his journey from reseller to brand builder.

Listening & Leveling: How Customer Feedback Turned a $50 Idea into a 7-Figure Business

By Kim Santos • March 10, 2025
In the early days of Airbnb, co-founder Brian Chesky went to surprising lengths to gather customer feedback. He would stay with Airbnb hosts to experience the platform as they did, asking detailed questions about their needs and frustrations. Chesky’s commitment to listening wasn’t just about making improvements—it was about truly understanding the customer experience in a way few founders do. Sara Blakely, the founder of Spanx, took a similar approach. In the early days of her business, Blakely would personally visit department stores to watch customers try on her shapewear and listen to their feedback. She also spoke directly with store employees to learn what worked and what didn’t. As Spanx grew, Blakely continued reading customer emails and social media comments to stay connected to their needs. When women began asking for more than just shapewear—like leggings and bras—Blakely expanded her product line in response, fueling Spanx’s growth. Her hands-on approach to capturing feedback helped Spanx evolve into a billion-dollar brand. It’s not just giant companies like Airbnb and Spanx that benefit from this kind of founder obsession with customer feedback. Small business owners can unlock tremendous value by taking the same approach. William Brown’s Journey: From $50 to Seven Figures William Brown’s story shows how the Listening & Leveling approach can directly increase business value. Brown began with a simple $50 Word document designed to teach beginners how to trade online. What set him apart was his commitment to listening to customer feedback and using it to continually improve. When customers asked, “What broker do you use?” or “How do I navigate the market?”, Brown didn’t just answer—he adapted his product to better meet their needs. Over time, his offering evolved into a full-fledged educational program with videos, coaching, and additional resources. This not only enhanced the product but transformed Brown’s business, WB Trading, into a far more valuable asset. By responding to feedback, Brown’s product improved and so did its perceived value. This allowed him to raise prices from $50 to $2,000, significantly boosting profitability. His focus on continuous improvement also deepened customer loyalty, reducing churn and driving long-term value in his business. Through these strategies, William didn’t just build a better product—he built a more valuable business, leading to a seven-figure exit. Applying Listening & Leveling to Your Business How can you apply the Listening & Leveling approach to grow your business?  Open Feedback Channels: Actively seek customer insights through surveys, follow-up emails, or direct outreach. These insights reveal opportunities to refine your offering and build customer loyalty.  Act on Feedback: Quickly implement changes based on what you learn. As your product improves, you can increase prices and boost retention, directly enhancing your business’s value. No matter how big your business becomes, you’re never too big to listen to your customers. Whether you’re building a billion-dollar empire like Sara Blakely or fine-tuning a niche product like William Brown, customer feedback is the key to staying relevant, evolving your offering, and maximizing your company’s value.

Sellers Frequently Asked Questions

Why should I use a Business Broker to sell my business?


Business Owners who have sold a business in the past will likely tell you it is long, stressful process. Selling your own business can actually hurt the value of your business as it takes your focus away from the day to day operating of your business at a critical time when you should be increasing or at least maintaining your current business. When a Business Broker assists you in the process it can pay off in more ways than just the price obtained. Business Brokers will help properly value your business, reach out to buyers they already have, reach a larger number of new buyers, allow you to continue running your business rather than taking the your focus away, maintain confidentiality and most importantly assist with the closing of your transaction based upon experience and training. The most common mistake potential Sellers make is comparing the selling of their business to selling a house. Unlike realtors, we keep your listing entirely confidential, and work with you each step of the way until we sell your business. 



Why First Choice Business Brokers (FCBB)?


With unsurpassed experience since 1994, offices across the U.S. and some of the most highly trained Business Brokers in the industry First Choice is the "Clear Choice" when it comes to choosing a Business Brokerage to represent you. Our Business Brokers are experts in the field of business evaluation, business sales, business marketing and buy/sell negotiations to satisfy both buyers and sellers alike.



How is my business for sale kept confidential?


Unlike the sale of a home or even commercial building businesses do not have a "for sale" sign. Business Sales must be kept confidential; all buyers are required to sign a NDA (Buyer Confidentiality Agreement) prior to detailed information about your business being provided. This helps to prevent employees, suppliers, customers and competitors from finding out that you are selling your business. 



How will my business be advertised?


With First Choice Business Brokers your business will be on the highest rated Websites specifically for your area as well as national and international sites. Other advertising mediums may be employed based on your type of business.



How do I know how much my business is worth?


FCBB's proven methods of valuing and marketing will put your business in the best possible position to sell. First Choice Business Sales Professionals are some of the most highly trained professionals in the industry.



How long will it take to sell my business?


The average properly priced business tends to sell in approximately 90 days however this time frame can vary greatly based on the income of your business (and how easy it is to prove), type of business, the terms offered and the area in which your business is located. Your local First Choice Business Sales Professional will provide you with more information on your local market.



Will Buyers be visiting my business?


After a Buyer has signed an NDA (Buyer Confidentiality), reviewed initial information and expressed a further interest in your business your FCBB Business Sales Professional will schedule a meeting for the Buyer to view your business at a time that is appropriate for your type of business.



How do Buyers write offers to buy my business?


Most Buyers looking at your business will be represented by a Professional Business Broker who will assist them in writing an offer that expresses their price, terms, contingencies (if any) and request for further documentation (if any). The offer will then be presented to you for your approval by your FCBB Business Broker and/or the Buyer's Agent.



Who will handle all the inquiry calls on the sale of my business?


Your First Choice Business Sales Professional is trained to deal with incoming inquires (often tire kickers) and help determine which of those Buyers might be ready to move to the next level.



Who will handle the negotiations on the sale of my business?


Your First Choice Business Sales Professional is trained to deal with negotiations on the sale of your business. Your FCBB Business Broker will help navigate you through the entire process; we'll be with you every step of the way.



How long will I have to train the person who buys my business?


This is a negotiable point but we have found that most Buyers will ask for 30 days. Some types of businesses only require a week or two of training while other more complicated businesses may require a longer familiarization period. If a longer period is required we often find that Sellers will negotiate a consulting fee for extended training periods. 



After I sell my business can I open another one at some point in the future?


All Buyers will ask that you sign a covenant not to compete within a certain area and/or time period.



Will I need to finance part of the purchase price of the business?


There is no requirement that you "carry paper" on your business however in today's market it is very common that Buyers will ask for some type of Seller Carry Note which in reality opens your business to a larger pool of Buyers.



When should I notify my employees that I am selling the business?


While you may have a close relationship with your employees it has been proven time and time again that the best time to tell your employees is when you introduce them to the new owners. This may be difficult for you emotionally however experience dictates that silence is the best practice. The exception to this rule would be if a "key" employee is part of the negotiation for the Buyer to keep them on after the sale is complete. In this case there may be some advance notice required to this person and this person alone. Your First Choice Business Broker will guide you through the proper timing for this very important part of the business sal- timing is everything!



Will my First Choice Business Broker qualify the Buyer by checking their credit?


First Choice does not check the credit of Buyers however through the offer and acceptance process you may request that the Buyer provide you with a copy of their credit report. This is not often asked of the Buyer as the property owner and/or landlord will likely be obtaining a credit report for their review.

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The Power of Working on, Not in, Your Business

By Kim Santos • March 24, 2025
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By Kim Santos • March 17, 2025
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Listening & Leveling: How Customer Feedback Turned a $50 Idea into a 7-Figure Business

By Kim Santos • March 10, 2025
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