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Inventory depth is the business. Fund the buy, the coolers, and the compliance — on your steady register revenue.
Liquor retail is an inventory game: the store with depth and selection captures the basket, and distributors reward volume buys with pricing the understocked store never sees. That working capital — tied up on shelves — is exactly what revenue-based funding is built to finance, against some of the steadiest daily sales in retail.
We fund liquor, wine, and package stores at $5,000–$10 million on the standard qualification bar. Note: we fund the business's operations — inventory, equipment, build-outs. Liquor license purchases and transfers involve state-specific rules; talk to your advisor about what your state allows funding to touch.
Selection is paid for in days. A package store is paid at the register, so little of what it sells waits to be collected, and the capital it needs is mostly the stock on its shelves, less whatever its distributors wait for. That makes breadth the expensive part of the business. A line that sells more slowly than the core holds its money for longer per dollar of sales, so widening the range raises the capital the store needs tied up in it even when sales hold level. The useful number before adding a section is therefore not the sales it might bring but how many days its stock will sit, and the slower lines you already carry are the place to measure it.
Stores typically see 80%–150% of monthly revenue, within $5,000 to $10 million. A store doing $65,000 a month generally lands in the $52,000–$97,500 band. If you're stocking for a holiday peak, check whether the schedule's heaviest weeks land before or after that inventory converts to sales.
License rules are state-specific and many states restrict how license acquisitions are financed. We fund operations — inventory, equipment, build-out — and your advisor can talk through what applies in your state.
Steady daily deposits are the strongest signal a file can show. Remittance gets sized to your real cash flow — thin-margin, high-volume retail is a familiar shape.
Typically 80%–150% of monthly revenue, sized to sell-through. Funding a holiday season is a 3–6 month payback story — your advisor will match the term so carrying cost doesn’t eat the distributor discount.
It's the most common use in this category. Check where the repayment schedule's heaviest weeks fall relative to when that inventory actually sells.
Fundamentally. A current license in good standing is the business itself. Pending violations or renewal issues surface in diligence, so raise them early rather than late.
Work it in dollars, over the same weeks, and the arithmetic is honest either way. Set the dollar cost on the offer, the total payback less the amount funded, against the dollars the deeper buy saves on the cases you will genuinely sell before the term ends. Two things catch people. Cost here is a total on the amount funded, fixed at signing and quoted as a factor rate rather than an annual rate, so it does not shrink because you sold through fast, unless the agreement carries a prepayment discount, which is worth asking about in the same conversation. And the saving only counts on stock that moves. A discount on cases that sit until spring is not a discount.
It can, and the fix is a sentence rather than a spreadsheet. Underwriting reads deposit volume and its shape across four months of business bank statements, and money that arrives only to leave again, or that belongs to someone else, inflates the gross without being revenue. Write down what those flows are and roughly what they run each month, and send that note with the application. Anything unusual in an account is better explained by you up front than discovered later and priced for.