November 13, 2026
Many small-business owners are getting closer to retirement without a clear plan for what happens to the business. That gap is reflected in a 2026 survey, which found that 40% of small-business owners expect to retire within the next decade. Yet only 8% say they’re fully prepared to transfer ownership.
For independent auto dealerships, there are some additional issues to work through. Vehicle inventory, floorplan financing, and the owner’s role in day-to-day operations can complicate a sale or succession. Owners who start preparing early, protect the value they have built and give themselves more choices about how and when to exit. To help clients, prospects, and others, Wilson Lewis has provided a summary of the key details below.
It’s generally recommended that owners begin planning for a sale or succession at least three to five years before the anticipated exit. The first step in that process is deciding what the owner wants to accomplish. Some independent dealership owners may want to sell to another dealer or outside investor and leave the business completely. Others may prefer to transfer the business to a family member or longtime employee. The financial goals of the owner should also be considered before any decisions are made.
In either case, management continuity needs to be discussed upfront. Responsibilities likely need to be delegated, and employees or successors may need training before taking over leadership roles. Preserving institutional knowledge in this way can help reduce disruptions when there is an eventual ownership change.
Owners should work with advisors to evaluate these options, including the potential tax consequences, before committing to a particular exit strategy.
Owners should be prepared to provide several years of financial statements and tax returns, along with supporting documentation. Buyers and lenders use those records to evaluate the dealership’s financial performance and identify potential risks. The same records matter in a family or employee succession, since a successor’s lender may request them and the buyout price depends on a supportable valuation.
Buyers and lenders generally start with revenue history and cash flow. Owners should be able to show how sales volume and gross margins have changed over several years and explain any large increases or decreases. They also need to show that the dealership generates enough cash to pay its floorplan lender and other debts, since a dealership can still report a profit while much of its cash is tied up in vehicle inventory.
Inventory and floorplan financing records also need a close review. Owners should make sure vehicle inventory agrees with accounting records and outstanding floorplan balances are accurate. Aging inventory should be reviewed to determine whether any adjustments to recorded values are necessary. Other areas to address include outstanding liabilities and vehicle title records. Owners should also reconcile financial statements with tax returns.
Finally, owners should determine what level of financial statement service the buyer or successor’s lender requires, which may range from a review to a full audit.
With the financial records in order, owners can focus on strengthening the dealership’s performance and overall value. A professional valuation can be especially helpful as it sets a baseline price and gives owners a chance to address issues that might otherwise affect a sale or ownership transfer.
Owners often focus on improving profitability first. Return on sales shows how much of each dollar in revenue remains after expenses. If that number is lower than expected, owners can look at gross profit per vehicle, inventory turnover, and other operating measures to find out why. Cars sitting on the lot for months, for example, tie up money that could be used to purchase vehicles that sell more quickly.
Next, expenses can be reviewed. Payroll, advertising, and rent all deserve a look, particularly when the owner also owns the dealership property through a separate real estate entity. If the business pays more than market rent, that expense may need to be adjusted when determining normalized earnings. Below-market rent presents the opposite problem because the next owner could face higher occupancy costs.
Then there’s the question of how much the dealership depends on its owner. At independent dealerships, one person may handle vehicle purchasing, maintain lender relationships, and make nearly every important decision. That experience is valuable, but it also presents a risk in a business valuation. What happens to earnings when that person leaves?
A buyer may need to hire a general manager or replace relationships that have taken years to develop. Those costs can reduce the dealership’s value. A family member or employee taking over may face a similar situation. Owners can address some of these concerns by cross-training staff and proactively developing a leadership pipeline. Documenting important procedures and internal controls can help as well.
These changes take time, which is another reason to begin preparing several years before a sale or succession.
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Selling or transferring an independent dealership is a major financial decision. Owners who start early have more time to address concerns and improve the dealership’s financial position. Working with an advisor is encouraged, as it maximizes options for successful exit planning. If you have questions about the information outlined above or need assistance with another tax or accounting issue, Wilson Lewis can help. For additional information call 770-476-1004 or click here to contact us. We look forward to speaking with you soon.