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Norco, Riverside County, California
Asking Price
$1,200,000
Revenue
$684,000
Down
$1,200,000
Cash Flow
Call/Email
Name: Ralph Santos
Phone: Show phone number
Name
Ralph Santos
Phone
Show phone number
Posting ID:
287023
Attributes:
Broker Cooperation
License (Liquor, etc.)
Relocatable
Training And Support
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The well-designed office consists of a good-sized lobby and reception area; four treatment rooms (possible to set up a fifth); a staff office area; ample shelving for the extensive herbal apothecary and storage, and a bathroom. The space is modern and tastefully decorated, and each treatment room has its own speakers for music, a floor heater, and dimmable lighting. The most Covid-wary patients have the option to enter and exit one of the treatment rooms through its own dedicated entrance, bypassing the reception completely. Parking is free and easy here. The decades-old practice maintains longstanding relationships with nearby health providers and the local community from which it receives many referrals. Patient Demographics Ms. Sulger describes the clinic's clientele as 'absolutely wonderful,' she is grateful for the way the clinic has attracted such warm, caring and conscientious people. While the current owner treats a very wide range of conditions, she also has three specialty areas: (1) fertility and women's health concerns, (2) pain, and (3) facial rejuvenation. Most of the current patient load consists of professionals between the ages of 25 and 70. There has been a substantial uptick in fertility patients during Covid, as more couples are trying to conceive at this time. The clinic has averaged between 40-50 patient visits per week and has over twenty years of patient files. Overhead costs remain low, with about half of patients paying in full at the time of their visit, with the remainder using insurance. Typically, patients are from communities within 25 miles of the office. Given the practice's long history in the area, most are referred by word-of-mouth and local allied practitioners, while some come through insurance panels and the clinic's strong online presence (all 5-star reviews on Yelp and top-of-page in Google and Google Maps search engine optimization (SEO) has been a steady priority, and these SEO efforts have paid off). The current owner is also happy to provide years of past calendars to prove consistent patient volume. Modalities Utilized Treatments currently consist of acupuncture, cupping and moxa, as well as herbal medicine and supplements. In addition to using standard acupuncture and traditional Chinese medical techniques, Ms. Sulger also uses the Richard Tan Balance Method and Master Tung points for pain and orthopedic conditions. That said, clients seek the practice because it is known for clinical efficacy; they are not usually seeking a specific style of acupuncture or needling. Income and Expenses The following income and expense summaries are derived from an average of income and adjusted* expenses from 2017-2019. Note that Ms. Sulger has office hours only three days per week and takes up to three weeks off per year. Income Average gross yearly revenue: $190,400+ ($15,860+/mo) Expenses Average adjusted expenses: $102,918 yearly ($8,576/mo) *Adjusted expenses are the net expenses that a new owner would have to take on in order to run the business at the same level of revenue as the current owner. Net Profit: Average $87,491 per year (~$7,290/month) Pricing and Terms $139,500 OBO. The price is based on a conservative professional valuation of just over $140,000, with an average yearly gross of about $190,000 for the past several years. The owner's motivation to sell in a timely fashion (due to her impending retirement) has allowed her to generously factor in a potential discount for attrition and start-up costs on change of ownership. She expects the right person will retain her patients and transition smoothly, making this a great opportunity for the buyer. The purchase will be structured as an asset purchase agreement and may be drawn up between buyer and seller (preferred) or by attorneys, at the discretion and by agreement of both parties. Approval of the buyer is subject to a credit check, and loans from medical practice brokers, banks, or the Small Business Administration (SBA) may be available to finance the transaction depending on the buyer's creditworthiness. Upon purchase, the new owner will receive all patient records, furniture and equipment, the large herbal inventory and high-tech Covid safety equipment (including a UV air sanitizer and HEPA air purifier). The current owner will also transfer to the new owner all clinic-related intellectual property, including the clinic phone number, website, claimed Yelp and Facebook pages, AcuBase EHR and billing system, MailChimp email system, email list, and clinic-related financials. The practice currently employs one part-time office manager who expertly bills insurance, markets, schedules and performs many other office tasks. She is an exceptional worker and may be willing to stay on with the practice at the discretion of the new owner. The landlord is willing to transfer the lease (which is amazingly below-market), and the current owner will facilitate interaction with the landlord in order to secure favorable lease terms. Currently the owner has three month-to-month part-time subletters that reduce the monthly rent even further. A future owner could keep the subletters on or choose to take on the entirety of the rent (which is incredibly low) to expand their own practice. The current owner's goal is to surrender the practice by the end of March 2021. She would be willing to stay on for a limited time to assist in the transition and make introductions to the clientele, if so desired by the new owner, at no additional cost. Opportunities for Growth While the current practice nets a healthy return (even working part-time), a motivated buyer could significantly increase their income upon acquisition through a number of simple changes. * Work more hours. The current owner has office hours only three days per week, so there is plenty of room to expand business hours. There are also part-time subletters whose space could be taken back as needed, all of which would increase revenue. * Bring on other practitioners. In addition to or in lieu of working more hours, the practice could easily support at least two or more providers, either as contractors or as employees. * Reduce office manager hours. The current office manager expertly runs the office on the three days that the current owner works. The new owner could opt to take on some of her tasks to reduce payroll costs and increase net income. * Expand marketing efforts. The practice has an excellent web presence, sends monthly emails to its email list, and keeps up relationships with physicians and other healthcare workers. There is room to do much more such as networking with even more MDs and promoting highly profitable facial rejuvenation but the clinic has been busy enough that these resources have not often been leveraged. * Improve online presence. Blogging, enhancing the website, cultivating a social media presence, implementing pay-per-click, and increasing the frequency of email marketing all hold great potential to increase awareness of the clinic and thereby generate mor
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