How do I sell my commercial goods retail business?

Start by pulling together your financial records and a list of your customers and suppliers. You don't need everything polished before you start. List on Rejigg where buyers are actively looking for commercial goods companies, and you'll connect with them directly. No broker required.

Selling a Commercial Goods Retail business

Based on hundreds of real buyer-seller diligence calls we’ve supported on Rejigg, these are the topics that decide momentum in commercial goods retail deals: real gross margin after freight, returns, and credits, inventory that will actually move, and vendor terms and rebates that won’t disappear after a handoff.

Get your valuation Back to industries

What's your commercial goods retail business worth?

What buyers evaluate, and how to prepare

What’s really driving gross margin, and where does it leak?

Deal-critical

True Margin

What buyers determine

Buyers are trying to confirm your margin is predictable and under control. In commercial goods retail, margin often gets quietly eaten by inbound freight, delivery charges you forget to bill, returns, credits, discounting, and card and platform fees. If you can’t walk through a real order and show where the dollars go, buyers assume the margin won’t hold after the close.

How to prepare

Pull margin by category and channel with freight, fees, discounts, and returns included where possible
Write down who can approve discounts and credits, plus minimum margin rules by category
Save 5–10 representative invoices showing freight, handling, and discount treatment
List margin fixes you already implemented and what changed in the numbers

Great answer

We track margin by category and channel, and we review it monthly with freight, returns, and discounts included. We run margin floors of 28% on stocked categories and 22% on special orders, and only two people can approve exceptions. Here are sample invoices showing freight pass-through, liftgate charges, and how returns and credits hit order-level profitability.

Good answer

We know our strongest categories, and we’ve tightened discounting. We still have gaps in how consistently we push freight and returns down to the category or order level.

Red flag

Gross margin is around 35–40% most months. Freight and returns sit in expenses, and we don’t really break them out.

How Rejigg helps:Rejigg’s built-in data room lets you share category and channel margin support, including real invoices, with vetted buyers under NDA.

How clean is inventory: aged stock, obsolescence, and shrink?

Deal-critical

Inventory Risk

What buyers determine

Buyers are pricing how much inventory is truly sellable versus cash stuck in slow movers, discontinued SKUs, job-specific items, and damaged goods. They also want to trust your on-hand counts, because bad inventory data causes emergency reorders, missed fills, and surprise write-downs. Inventory fights usually start when the categories are vague, so clear buckets and counts protect your price.

How to prepare

Bucket inventory into core replenishment, seasonal, special order, display/demo, returns/refurbs, and slow/obsolete
Run an aging report that matches your business cadence and flag 6–12-month and 365+-day items
Start cycle counts on the highest-dollar categories and track count variance
Document your dead stock plan: mark down, return to vendor, liquidate, or scrap

Great answer

We’ve bucketed inventory and can show aging by bucket, plus a separate list of customer-specific special orders. About 82% is core replenishment that turns regularly, and we have a defined markdown and liquidation process for 180+ day items. We cycle count weekly on the highest-dollar categories, and the last two quarters averaged under 1% variance.

Good answer

We can produce an aging report, and we do some cycle counts. We have not consistently separated display, refurb, and special-order stock in reporting.

Red flag

Inventory is what the POS says it is. We don’t do cycle counts, and slow movers mostly sit until someone needs them.

How Rejigg helps:Rejigg’s secure data room makes it easy to share inventory aging, cycle count history, and your slow-mover cleanup plan so buyers can underwrite it quickly.

What vendor programs or rebates are propping up profit, and will they transfer after a sale?

Deal-critical

Vendor Economics

What buyers determine

Buyers want to know how much of your profit depends on vendor programs like rebates, co-op dollars, tier pricing, and early-pay discounts. They also want to understand transfer risk, because a tier reset or a program change can swing earnings fast in goods-heavy retail. If rebate math and timing are fuzzy, buyers usually haircut earnings until they see proof.

How to prepare

List top vendors and summarize tier pricing, rebate triggers, co-op funds, return allowances, and payment timing in plain English
Provide a schedule of rebate dollars collected for the last 12–24 months and when the cash arrived
Confirm whether any vendors require change-of-control approval and document the steps
Set up early introductions if the relationship is rep-driven

Great answer

Here are our top vendors with tier terms and the last 24 months of rebate payouts, including the month cash hits the bank. About 18% of earnings comes from documented volume incentives, and we can show the thresholds and our run-rate against them. We already confirmed with two key vendors that the account and pricing tiers can transfer with standard ownership approval, and we can set up rep introductions.

Good answer

We receive rebates and co-op funds and can pull last year’s totals. We have not mapped thresholds, timing, and transfer terms vendor-by-vendor yet.

Red flag

Rebates show up at year-end, and the reps take care of us. It should be fine after the sale.

How Rejigg helps:Rejigg helps you organize vendor term summaries and rebate proof in one place and share it selectively after buyers sign NDAs on the platform.

Do you actually make money after freight, delivery, and returns?

Deal-critical

Freight & Returns

What buyers determine

Buyers are checking whether you know your true landed cost and whether delivery and returns are priced into orders. Jobsite drops, liftgate deliveries, damage claims, reships, and warranty returns can turn a “good” order into break-even fast. Written policies matter less than whether your team follows them consistently.

How to prepare

Summarize inbound freight handling and outbound freight billing rules, including exceptions
Report damage, reship, and return rates by category and channel, and show vendor recovery where applicable
Document the claims workflow, typical timelines, and your recovery rate
Show changes you made that stuck, like minimum orders, freight surcharges, or restocking fees

Great answer

We track damage and return rates by category and channel, and we separate vendor defects from customer remorse. Outbound freight is billed using a standard schedule with liftgate and time-window surcharges, and exceptions require approval and notes. Here’s last quarter’s claims log with recovery by vendor, plus examples of a freight surcharge rollout and the margin impact.

Good answer

Freight and returns have been a pressure point, and we’ve gotten more consistent about billing. We still have messy reporting on exceptions and recovery.

Red flag

Freight and returns are part of doing business. We try to keep customers happy and figure it out later.

How Rejigg helps:Rejigg’s data room is built for diligence artifacts like freight policies, carrier invoices, claims logs, and return summaries so buyers can underwrite margin without guessing.

How concentrated are your vendors, and what happens if one line changes terms?

Important

Vendor Concentration

What buyers determine

Buyers are assessing how exposed you are to a single line card or supplier relationship. They want a realistic view of what happens if a vendor tightens credit, changes pricing, pulls a program, or starts selling direct. Concentration can be normal in commercial goods retail, but buyers feel better when you can show alternatives and a plan.

How to prepare

Break down top vendors by spend and gross profit contribution
Document any exclusivity, territory, or pricing protections and when they renew
List real alternates for core categories and call out where substitutes do not exist
Write up the last vendor disruption you faced and what you changed afterward

Great answer

Our top two vendors are 46% of spend but 31% of gross profit, and we can show that by line. We have approved alternates in three core categories, and for one spec-driven category with no true substitute, we carry extra safety stock and have a customer script when lead times slip. Here’s what happened when a vendor tightened terms last year and how we diversified without hurting fill rate.

Good answer

We can show the top vendors, and we have a few alternates. Our protections and renewal timing are not documented in one place yet.

Red flag

They would never change terms on us. We don’t really have a backup.

How Rejigg helps:Rejigg lets you package vendor concentration, protections, and contingency plans into a clean diligence folder buyers can review quickly.

How do credit terms and collections work with your customer mix?

Important

Credit & Collections

What buyers determine

Buyers are underwriting cash flow, because commercial goods retail can look profitable and still feel cash-starved. Net terms for contractors, institutions, and facilities teams can create slow pay, disputes, and credits that drag collections out for months. Clear rules for credit limits, deposits, and when you stop shipping reduce the fear of inheriting a collections problem.

How to prepare

Write your credit policy: approvals, limits, deposits on special orders, and stop-ship triggers
Provide receivables aging and flag chronic late payers and disputed balances
Show bad debt and credits history, and the operational changes you made
Document cancellation handling and whether deposits cover vendor exposure

Great answer

We have a written credit policy with limits by customer type, and special orders require deposits that cover our vendor exposure. Here’s receivables aging with top late payers called out, plus our stop-ship rules and how often we override them. Bad debt has averaged under 0.4% of sales over the last two years, and we can point to the specific incidents and fixes.

Good answer

We know who pays late, and we stay on it. Our policy mostly lives in people’s heads rather than a written set of rules.

Red flag

We try to be flexible on terms. Collections depends on the customer, and we don’t like putting accounts on hold.

How Rejigg helps:Rejigg’s data room makes it simple to share receivables aging and credit policy docs with serious buyers while keeping it confidential behind NDAs.

How do purchase orders, receiving, and invoicing actually work day-to-day?

Important

Ops Workflow

What buyers determine

Buyers are looking for execution risk that shows up as backorders, wrong picks, partial shipments, and invoicing errors that lead to credits and labor waste. They also want to see whether the business runs on systems and clear roles, or whether one person is quietly fixing everything. A documented workflow makes post-close operations feel predictable.

How to prepare

Map quote-to-order, order-to-PO, receiving, putaway, pick/pack, and invoicing ownership by person
Track shipped-complete and on-time rates and the top drivers of exceptions
Document how you handle substitutions, short-ships, and vendor cost changes mid-order
List the systems you use and what steps are automated versus manual

Great answer

Here’s our process map with ownership by step and what’s automated versus manual in the system. We track shipped-complete and on-time rates, and we can show the top three exception drivers and what we did about each. When vendors short-ship or substitute, we follow a documented workflow that updates cost, re-quotes when needed, and prevents margin drift.

Good answer

The team knows the flow, and we’re consistent day to day. We do not track exception rates or have substitutions and re-quoting documented.

Red flag

It depends. We handle issues as they come up, and our best person knows how to fix it.

How Rejigg helps:Rejigg’s data room gives buyers one place to review workflows, system screenshots, and operating metrics so they understand how the business runs.

Which people keep the place running, and what happens if they leave?

Important

Key People

What buyers determine

Buyers want to know where the critical knowledge lives, especially purchasing, vendor relationships, quoting rules, system administration, and escalation handling. If too much sits with one employee or the owner, buyers price in retention risk and push for longer training. Cross-training, clear roles, and basic playbooks make the operation feel transferable.

How to prepare

List key roles and the responsibilities they own, like purchasing, quoting, receiving, and escalations
Document compensation structures and why top performers stay
Cross-train a backup for purchasing and a backup for receiving and customer service
Create simple playbooks for quoting standards and vendor escalation contacts

Great answer

Purchasing and vendor terms are owned by Alex, and receiving and inventory accuracy are owned by Priya, with trained backups for both. Here’s the role map and compensation plan, including where retention risk is highest and what we do about it. We also document quoting standards and vendor escalation contacts so a buyer won’t rely on tribal knowledge.

Good answer

We know who the key people are, and we expect them to stay. We have not fully documented processes or cross-trained backups yet.

Red flag

Nobody is irreplaceable. If someone leaves, we’ll hire another person like them.

How Rejigg helps:Rejigg helps you lay out an org chart, role responsibilities, and a transition plan in the data room so buyers can underwrite team stability.

What’s the owner still doing that a buyer will have to replace?

Important

Owner Dependence

What buyers determine

Buyers are trying to price the handoff and the risk of losing the “glue” work the owner does. In commercial goods retail, owners often handle pricing exceptions, vendor escalations, big quotes, and relationship repair when deliveries go wrong. When you can name those tasks and show who takes them over, buyers get more comfortable with a clean transition.

How to prepare

List the 5–10 situations where you get pulled in and how often they happen
Assign each situation to a role and define approval limits
Create templates for quotes, exception approvals, and credit and return decisions
Build a transition timeline for vendor introductions and top account handoffs

Great answer

I step in on about six situations, including large bid quotes, vendor credits over $2,500, price exceptions below margin floors, and two key contractor relationships. Our sales manager is trained on quote approvals up to a set limit, and our ops lead runs vendor escalations using a contact list and scripts. Here’s a week-by-week plan that moves these responsibilities off my plate over 6–8 weeks.

Good answer

I’m still involved in big quotes and vendor issues, and my team can take it over. The handoff plan is not documented yet.

Red flag

I don’t do much anymore. I just help when needed.

How Rejigg helps:Rejigg’s deal workspace keeps the transition plan, key contact lists, and handoff milestones organized so buyers can see a clear path to operating without you.

What’s the real shape of demand: seasonality, project cycles, and reorder behavior?

Good to have

Lead Sources

What buyers determine

Buyers want to understand when demand shows up and what triggers it, because it drives staffing, stocking levels, and cash needs. Seasonality tied to construction calendars, capital budgets, and maintenance cycles is common in commercial goods retail. Buyers pay attention when you can show repeat reorder behavior and any programs that smooth out the spikes.

How to prepare

Chart revenue and gross profit by month for the last 24 months and explain the drivers
Segment customers into reorder accounts versus project-driven or bid-cycle accounts
Document standing orders, replenishment programs, and any standardized kits or bundles
Call out known upcoming changes like a project ending, a rebid cycle, or a line discontinuation

Great answer

Our year is consistent. Q2 and Q3 carry most project volume, and Q4 shifts heavier to replenishment and maintenance orders. About 40% of gross profit comes from repeat reorder accounts with steady monthly purchasing, and we can show that by customer segment. We also built standardized kits for two common customer types, which reduces quote time and increases repeat orders.

Good answer

We can explain seasonality and project cycles. We have not cleanly segmented reorder behavior or documented our stabilizing programs.

Red flag

Sales are pretty random. Sometimes it’s busy, sometimes it’s not, so we just try to keep inventory on hand.

How Rejigg helps:Rejigg lets you show serious buyers clean seasonality visuals in the listing, then back it up in the data room after they sign an NDA.

Straight from buyer evaluations

“Manufacturing margins above 50 percent with a services layer on top. That combination is hard to find, and the fact that they've maintained it through multiple rounds of tariff changes tells me their pricing is solid.”

Strong MarginsBuyer impressed by margins at a specialty commercial products company

“What caught my attention is the reorder pattern. Their top accounts place orders every quarter like clockwork, and all the customer history is tracked in a real system, not just in the sales rep's head. That's a business I can step into and run.”

Predictable ReordersBuyer reviewing customer patterns at a commercial goods company

“A major industry player has tried to buy them multiple times. When a big company keeps coming back wanting to acquire you, it validates everything about the business in a way that numbers alone can't.”

Industry DemandBuyer analyzing market position of a commercial goods distributor

“They've built a sourcing operation with both domestic and overseas suppliers for every key product. That dual setup means they can shift production when tariffs change or shipments get delayed. Most companies this size don't have that kind of flexibility.”

Flexible Supply ChainBuyer evaluating supply chain at a commercial goods company

“Twenty-four years in business with only one bad debt. They've got systems built into their ordering process that automatically flag credit issues and set minimum profit rules. That kind of discipline protects cash flow without anyone having to think about it.”

Smart Credit ControlsBuyer reviewing collections history at a B2B goods company

How buyers value this type of business

Where you land in that range depends on how many customers reorder regularly, whether your supplier relationships transfer smoothly, and how much the business runs without you managing every order.

3x–7x

annual profit

Depending on customer loyalty, supply chain, and team

What drives a premium

Customers who reorder on a regular cycle
Buyers pay more when you can show that customers place orders consistently, because it proves the revenue is predictable.
Suppliers in multiple locations
Having both domestic and international suppliers for your key products protects margins when tariffs change or shipments get delayed.
Customer history tracked in a system
When order history, contact details, and account notes live in a real system rather than someone's memory, buyers see a business that transfers cleanly.
Pricing and credit controls built into the process
Automatic safeguards that prevent unprofitable orders and credit problems show buyers the business protects its own profits.

Common add-backs

Family members handling bookkeeping or order coordination who won't continuePersonal vehicle expenses mixed into delivery or trade show travelTrade show and conference costs beyond what a new owner would attendAbove-market rent if you own the warehouse or office space

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals

1
Listing
The day your business goes live on Rejigg.
2
First messageMedian: 4 days later
A buyer requests a conversation by sending a first pitch.
3
First callMedian: 7 days later
Your first completed call with a buyer to answer questions about your business.
4
Letter of intentMedian: 59 days later
A buyer submits an LOI and you choose to accept, decline, or negotiate.
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

Larger distributors or product companies expanding into new markets or product categoriesCompanies building a portfolio of commercial goods businesses through acquisitionsFirst-time buyers with sales or operations backgrounds who like the repeat revenue modelCompanies in related fields like packaging, printing, or fulfillment looking to add product lines

Common questions about selling a Commercial Goods Retail business

Most commercial goods retail businesses are priced as a multiple of the annual cash the owner can take out, adjusted for owner expenses and one-time items. The multiple usually moves with inventory quality, vendor terms and rebates that survive a sale, and margin after freight, returns, and credits. You can sanity-check your range with Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, which uses real transaction multiples and owner add-backs.

No. Brokers typically charge 5–10% of the sale price for a process you can run yourself with the right tools and buyer access. Rejigg gives you pre-vetted buyers, digital NDAs, direct messaging, built-in scheduling for calls, and a secure data room for financials, vendor terms, and inventory reports. Sellers list for free, and you control the story and the timeline.

Inventory is usually priced separately from the value of the business because it swings a lot, and it has to be counted. Most deals work best when you agree up front on which inventory buckets count, how they’re valued, and when the count happens, usually right before closing. Buyers will discount dead stock, damaged goods, and customer-specific special orders that cannot be returned or resold, so clean aging reports prevent last-minute fights.

Early diligence usually starts with your financial statements, inventory aging, a top vendor list with terms and rebates, margin by category or channel, and summaries of returns and credits. Buyers often ask for sample invoices so they can see how freight, handling, and discounts are actually billed. Rejigg’s built-in data room helps you share these quickly and control access after an NDA is signed.

Many buyers use an SBA 7(a) loan, which is a bank loan partially guaranteed by the government. Lenders focus on whether the business throws off enough cash to cover the loan payment and still buy inventory and fund receivables. In commercial goods retail, banks will ask about inventory turns, seasonality, and vendor terms because those drive cash needs. You can model payments with Rejigg’s <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a>.

A realistic timeline is often 3–6 months from listing to close. Deals move faster when inventory reporting is credible and vendor terms and rebates are easy to verify from day one. Diligence can take longer in commercial goods retail because buyers need to get comfortable with inventory quality, rebate economics, and lease obligations. Rejigg speeds this up by keeping NDAs, documents, buyer conversations, and offers organized in one place.

Common add-backs include owner pay above what a replacement manager would cost, personal expenses run through the business, and one-time legal or consulting fees. In commercial goods retail, buyers also dig into “miscellaneous” expenses to see whether freight, credits, chargebacks, or inventory write-offs are being treated like one-time items when they are really ongoing. If an add-back cannot be explained plainly with proof, many buyers discount it.

Working capital is the cash tied up in operations, mainly inventory and receivables, minus payables. In commercial goods retail, it matters because a buyer can pay a fair price and still get squeezed if the business needs more inventory or longer customer terms than expected. Many deals set a target working capital level that must be left in the business at closing. Clean month-by-month reporting makes that negotiation much calmer.

Quality of earnings is a buyer’s check that the profit is real and repeatable, not the result of timing quirks or aggressive accounting. In commercial goods retail, buyers focus on rebate timing, where freight is coded, returns and credits, shrink, and inventory write-downs. When you can tie those items to consistent policies and show a history that matches the policy, the buyer gets comfortable faster. Rejigg’s data room is designed for that kind of proof.

Marketplace sales can help growth, but buyers price in platform dependence and thinner margins. They look closely at marketplace fees, return rates, chargebacks, and whether revenue depends on a single marketplace account or ad account. If marketplace orders are profitable after pick/pack, shipping, and returns, it can support value. If it is mostly top-line volume with weak contribution profit, many buyers discount it.

Buyers look at rent increases, renewal options, assignment terms, and whether the space matches the model, including receiving and storage needs. A lease with big step-ups can erase profit even when sales are strong. Landlords also commonly require approval of the new operator, which can slow closing. Share the lease early so the buyer can underwrite occupancy cost, and use Rejigg’s secure data room to control who sees it.

Seller financing is common when a buyer wants to reduce bank debt or when the deal has moving parts like inventory swings, vendor rebate timing, or customer concentration. It can increase the number of qualified buyers and sometimes supports a stronger price, but you are taking credit risk on the buyer. If you offer it, be specific about down payment, term, interest, and late-payment consequences. Rejigg’s offer comparison dashboard shows these terms side-by-side.

An earnout means part of the price is paid later if the business hits agreed results, usually revenue or profit targets. You see earnouts in commercial goods retail when future results depend on vendor program continuity, bid cycles, or retaining a few large accounts. Earnouts can work if the metric is simple and the buyer cannot manipulate it through pricing, returns policy, or inventory write-downs. Put the rules in writing and keep the math easy to audit.

Many deals land on 4–10 weeks of active transition, followed by a lighter support period. Buyers usually want vendor introductions, a walkthrough of quoting and discount rules, and time to meet key accounts when relationships are personal. If you are the escalation point for backorders, warranty exceptions, or large bids, the transition can run longer. Rejigg’s <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning guide</a> helps you map it out.

Buyers look at how much revenue and gross profit come from the top accounts and how easily those accounts could leave by stopping reorders. In contractor and facilities-driven sales, the relationship and switching friction matter as much as the percentage. Strong support includes why customers buy from you, how pricing files and discount rules are maintained, and whether purchasing is repeatable replenishment versus one-time project work.

Many transactions include cash at close, bank financing, and sometimes seller financing, plus specific terms for inventory valuation and how much working capital stays in the business. The structure often gets more detailed when the model is inventory-heavy or when vendor rebates are a meaningful part of profit. Rejigg’s deal tracking and offer comparison tools let you compare price, inventory treatment, seller note terms, and timeline in one view.

Taxes depend on how the deal is structured and how the price is allocated across inventory, equipment, and goodwill. In commercial goods retail, that allocation matters because inventory is usually taxed differently than goodwill, and inventory can be a big part of the check. Run scenarios with your CPA early so you know what you net, not just the headline price. Keep fixed asset lists and inventory reports handy for that planning.

Start by pulling together your financial records and a list of your customers and suppliers. You don't need everything polished before you start. List on <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> where buyers are actively looking for commercial goods companies, and you'll connect with them directly. No broker required.

Most commercial goods businesses sell for 3 to 7 times their annual profit. A "multiple" just means how many years of profit a buyer is willing to pay upfront. Where you land depends on your reorder frequency, customer loyalty, supply chain reliability, and whether the business runs without you managing everything. 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.

Most deals close in four to eight months. Having your financials organized and your supplier and customer documentation ready speeds things up. The biggest slowdowns come from buyers needing to understand your margins through different tariff periods, so showing consistent profits over time helps a lot.

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 can manage 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 without giving up a percentage of your sale.

Buyers want to see customers who reorder regularly, a supply chain with reliable backup options, and a team that handles orders without the owner managing every quote. Clean financial records and customer history tracked in a system (not just in someone's head) also matter. You don't need to be perfect. A steady business with loyal customers is exactly what gets buyers excited.

Buyers will want to understand how your business handles tariff changes and supply chain disruptions. The best thing you can do is show that you've maintained your margins through past changes, whether by having backup suppliers, adjusting pricing, or both. Two to three years of stable profits through different market conditions is the strongest proof that your supply chain is solid.

In most cases, yes. Buyers want your sales reps and operations team to stay because they hold the customer relationships and the know-how. Most deals include plans to keep key people on board, often with bonuses. Having a list of your team with their roles and how long they've been with you makes the conversation easy. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about transition planning.

Buyers love to see loyal customers who reorder consistently, and long-tenured accounts are a real asset. The best thing you can do is show that your key relationships have been strong for years with consistent reorders. Having your revenue broken out by customer with order history and tenure helps buyers see the real picture. Spreading your revenue across more accounts before you sell strengthens your position even further.

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