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Bars for sale in Australia

Asking price
EBITDA

    Business for sale by regions of Australia

    FAQ
    • Which liquor permissions should I verify before buying a bar?
      Read the actual licence, approved premises plan, trading hours and venue-specific conditions with the relevant state regulator. Check the transfer process and buyer training requirements; a business marketed as a bar may operate under a different licence category.
    • How can I confirm the bar's reported sales?
      Compare POS reports, merchant settlements, cash banking, stock purchases and tax records across trading periods. Review discounts, complimentary drinks, wastage and owner consumption, then investigate discrepancies between drinks purchased and sales recorded before accepting the seller's weekly turnover figure.
    • Does the lease support the bar's expected operating life?
      Review remaining term, options, permitted use, rent reviews, outgoings and assignment consent. Confirm responsibility for extraction, refrigeration, fire equipment and reinstatement, then assess whether the usable lease period justifies the purchase price and any immediate refurbishment spending.
    • What staffing liabilities should a bar buyer budget for?
      Check employment arrangements, payroll, leave records and applicable industrial instruments against actual rosters. Obtain advice on transfer-of-business obligations and service recognition, then agree settlement adjustments; employee entitlements cannot safely be inferred from a single total in the seller's balance sheet.
    • How should I value bar stock and supplier-funded equipment?
      Count opened and unopened stock at settlement using an agreed valuation method. Identify slow-moving products and review ownership of taps, fridges and other supplier-provided equipment, including purchase commitments, rebates and return obligations that could change under new ownership.
    • Which numbers show whether a bar can pay an owner reliably?
      Calculate contribution by trading session after beverage cost, wastage, rostered labour and security. Deduct rent, utilities, licences, insurance and equipment replacement, then stress-test quieter weekdays and a paid manager; a busy Friday does not establish a profitable operating week.

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