How does the business operate on a daily basis?
Open 7 days a week and currently with two staff members. Staff rotate their schedules to ensure each works a 5-day week.
On the busiest days—Thursday, Friday, and Saturday— typically both florists are scheduled to be on-site.

Staff handle the daily opening and closing of the store. They are responsible for setting up the shop, maintaining cleanliness, assisting customers, processing payments and orders, and notifying the owner of any special flower requests that need to be ordered.

The owner manages the procurement of general supplies such as stickers, cards, wrapping, gift items, and flowers.
A freelance driver is utilised for deliveries and charge a flat rate for deliveries within an area of operation.
For deliveries outside the area of operation, quotation is done accordingly and the driver compensated accordingly.
Flower orders from suppliers are placed via WhatsApp or email, and many suppliers deliver directly to the shop.
When unable to visit the market in person, Uber will occasionally be used to transport flowers.

There are times for up to two weeks the owner is not physically present at the shop. While the business is structured to run smoothly in the owners absence, it is a genueine belief that the business would thrive under an owner who can be more hands-on. Customers love personal interaction, and there are many opportunities to upsell and build strong customer loyalty.

Additionally there are several untapped revenue opportunities that have not been pursued due to time constraints, it is recommend that a future owner aim to be in-store at least 3 to 4 times a week. The business strongly reflects the effort put into it—the more attention and involvement it receives, the higher the turnover. It can certainly operate in the background, but its true potential is realised with active engagement.

How are the clients attracted to the business?
There is a steady flow of customers visiting the location, drawn by its unique shops and on-site restaurants.
It’s a popular local destination, especially for families on weekends.

What Advertising/Marketing is carried out?
Social media management is currently outsourced, posting three times a week for a monthly fee of R1,000.
These posts automatically go live on Facebook. However, this area has potential for growth through more strategic and frequent posting. Instagram reels are occasionally created, but typically only about once a month.
Through features in local magazine the business has gained valuable exposure, including one cover story, paid advertisements have also been run in local magazine and a local school yearbook.
The e-commerce store is linked to an effective newsletter application that automatically sends pre-designed emails to customers based on their browsing and shopping behaviour.
Additionally, the owner creates and sends targeted email campaigns for key occasions such as Valentine’s Day and Mother’s Day. Expanding this email marketing—such as sending weekly newsletters—could significantly boost online sales.
Currently, in the process of partnering with an online flower ordering platform.
Through this collaboration, customers will be able to order flowers via the website, with orders forwarded to the business for fulfilment. The online flower ordering platform charges a small commission, which is included in the bouquet price.

Does the business have any contract work?
A regular client at the local hospital receives a weekly bouquet delivered, typically paying for six months in advance.
Additionally a church receives weekly flower deliveries and also sends bouquets to members of their congregation.

Flower subscription services are also offered for customers who prefer regular bouquet deliveries to thier homes.
Contract work for businesses and private residences present significant growth potential which is an area that is yet to be fully explored but is highly recommended for the new owner to pursue.

What competition exists?
There are two local florists considered as competitors one in Kloof and one in Hillcrest additionally there is a popular online florist which represents significant competition in the online floral market. A recent partnership with similar online florist portal where customers place orders through their website and the business fulfils them was started at the end of May 2025 (its revenue not yet reflected in the financials)

Grocery stores such as Woolworths and Spar also compete primarily due to convenience. However when comparing product quality and customer service the business offers a far superior experience.

What are the seasonal trends?
Valentine's Day and Mother's Day are the busiest weeks of the year. A significant number of arrangement requests are received during the Christmas week. Aside from these peak periods business remains fairly consistent throughout the year. January tends to be a quieter month which is typical for retail in general.

Is the business VAT Registered?
No

Are there up-to-date Management Accounts available?
Yes

What Balance Sheet and Income Statements are available?
Basic financial records from the previous owner are available. Since taking over in June 2023 extensive and detailed reporting has been maintained. Use of Xero accounting system where all financial data is accurately recorded. Yoco is utilised as point of sale and offer Zapper as a payment option for customers. Both Yoco and Zapper integrate seamlessly with Xero for streamlined accounting.

What percentage of the business is cash/credit?
2024 Financial Year was 10%
2025 Financial Year was 6% there were 4 months no cash was taken to see how it affected sales.
If these months are excluded then the 2025 Financial year cash percentage is around 8%.

What is the age analysis of the debtors book?
Majority of customers pay in advance or at the time of collection.
There are two dependable customers who operate on a 30-day account basis.

How could the profitability of the business be improved?
Streamline staffing by scheduling only one florist per day instead of having two florists on Thursdays, Fridays and Saturdays.
If the new owner is unable to be present at the shop for at least half a day it is recommended to hire a sales person on a commission basis to support sales and customer engagement.

Increasing social media activity is essential—more frequent posts, regular Instagram reels, and stories will help boost visibility. Implementing weekly newsletters and promotional campaigns will drive online sales and raise awareness about the business.
Customers love to stay informed about the business and the services offered, which can be efficiently managed through the existing newsletter app linked to the website.
The gifting segment of the business, as well as weddings and event florals, have not been actively marketed and represent significant opportunities for growth.
It is suggested to reach out to local businesses and car dealerships to establish contract work, such as weekly flower deliveries. Additionally, promoting the flower subscription service more aggressively could attract new customers; some clients have
expressed interest in weekly floral deliveries placed inside their homes, such as in the kitchen or bedroom.
Partnering with local schools for special occasion flowers—Valentine’s Day, Mother’s Day, dance corsages, end-of-year gifts for teachers, etc.—is another untapped market.
Finally, hosting floral workshops for customers offers a valuable engagement opportunity, two workshops have been held so far, both of which were very successful and could be expanded under new ownership.

Is Seller finance available and for what amount?
No

What is the total staff complement?
Two Florists, both work 5 days a week.

Give a breakdown of staff/ functions/ length of service?
Both Florists have been with the business since it was taken over two years ago.
It is believed they have been with the previous owner from the beginning (since 2019), giving them around six years of experience with the shop.

Each Florist works a 5 day week and coordinate their schedules between themselves. They overlap on Thursdays, Fridays and Saturdays to ensure extra coverage during the busiest days. Both arrive 15 minutes before opening to prepare the shop for the day and sometimes stay later when customers are delayed or during especially busy periods such as special occasions. Both Florists have been taken to event sites to assist with wedding and event flowers deliveries and setups.

Their daily responsibilities include:

Opening and closing the shop (each has a set of keys)
Setting up and packing away shop displays
Ensuring the POS (Point of Sale) system and phone are charged
Checking stock levels of general supplies and advising owner when restocking or special flower orders are needed
Liaising with customers via the shop phone
Receiving flower deliveries, cleaning, stripping, and preparing flowers
Sending copies of invoices to owner for payment processing
Creating floral arrangements for orders
Assisting customers in selecting flowers and arranging bouquets

Additional duties include:
General shop cleaning (buckets, tools, work areas, cold room, shelving, windows, doors, etc.)
Disposing of refuse and flower cuttings using a skip provided on site
Updating the shop diary with order details and receiving new orders
Contacting flower delivery recipients to confirm they will be home before the driver leaves
Writing notes for delivery cards
Processing payments through the POS (iPad and Yoco machines)
Depositing cash into the shop safe for collection
Providing general customer service

One Florist has the capability to run workshops and has successfully conducted a small workshop independently as well as assisted the owner with a larger workshop.

Do any receive special perks or incentives?
Typically a small bonus of around R500 each is given after Mother's Day and Valentine's Day.
For Christmas they have been given a gift of R1,500 each.

Are they on contract?
Currently, Florists do not have signed employment contracts, but owner can assist with drafting these if needed.
They are paid fortnightly. Occasionally, they request small loans, which are granted and deducted from their next pay check.
They receive leave in accordance with the Employment Act.

Do any have management potential?
They currently handle the day-to-day management of the shop. They could be motivated further with a commission structure. Hiring a dedicated salesperson would be ideal if the owner isn't regularly present.
Customers truly enjoy engaging conversations, and personal interaction in store is a key part of their experience.

How involved is the Owner in running the business?
Involvement in day-to-day running of the shop is largely remote and not consistent. Operations are primarily managed through cellphone. Each day the staff send photo's of the shop's setup, they are then guided on any adjustments needed. Owner handles stock management by ordering flowers as required or visiting the flower market in person when schedule permits. General supplies such as wrapping, ribbons, stickers, card holders, greeting cards, vases, and gift items - are kept well stocked.

The shop has its own cellphone that the staff use to communicate with customers directly. However the owners personal number is listed on the website so the owner regularly takes orders by phone or email. Emails are checked daily and the team is notified of any incoming orders, whether received directly or through the online store.

Weddings or event floral requests, owner handles the quoting process and liaises directly with the clients. In many cases clients are encouraged to visit the shop to discuss flower preferences with the florist, who then relay the specific details back to the owner for quoting or updates. The Florists are responsible for creating the event arrangements and bouquets, and they share photo's directly with the client or send them to the owner to forward.

Owner manages supplier relationships by receiving invoices and statements via WhatsApp or email, and handles all payments accordingly. The staff also send photos of physical invoices to approve for payment.

When does the current lease end?
31 December 2025, A longer lease can be arranged if needed.

Is there an option of renewal & what period?
Yes, can request renewal at any time.

What are the trading hours?
08h30 to 16h00 - Monday to Friday
08h30 to 15h00 - Saturday
09h00 to 14h00 - Sunday

What is the square meters of the business?
30 sqm, excluding the cold room that extends out the back of the building (the cold room is an additional 2m x 2m)

Is a copy of the lease available?
Yes

Do you require a licence?
No

What lease deposit and/or other surety is required?
One months rent as a deposit

What are the main assets of the business?
Cold Room
Flower Counter
Flower Cart

Are any items not included in the sale?
Gold metal shelves these will be replaced by wooden shelves

What is their overall condition?
Good

Do any require repairing?
No, the aircon in the shop and cold room does require an annual serivce.

How have they been valued ?
Based on online pricing for second hand replacements

Which assets are on lease/HP and with whom?
None

Are they presently insured?
No

Is a full asset list on file?
Yes

Strengths?
Personalised Service:
Provides a more tailored and personalised customer experience compared to larger chains or online-only services.
Community Connection:
Ties to the local community which has lead to repeat business and word-of-mouth referrals. It is a very well loved
brand and business.
Fresh, High-Quality Products:
Being owner run allows for better control over flower stock levels, established reliable suppliers which ensures freshness and quality.
Flexibility:
Able to quickly adapt to local events, holidays, and customer preferences.
Unique Arrangements:
Opportunity to offer custom, artisanal floral designs that stand out from mass-produced options. This is something that customers have mentioned over and over again when they compare us to Woolworths, Spar, Checkers etc.

Weaknesses?
Perishable Inventory:
Flowers have a short shelf life, increasing the risk of waste and loss. This is why it is important to have more frequent and
smaller inputs during the week. Visiting the store more frequently also allows the owner to better manage the stock levels.
Higher Operating Costs per Unit:
Limited economies of scale may result in higher costs compared to large competitors (Woolworths, etc)

Opportunities?
Driving Online Sales & Delivery for both flowers and gifting:
Growing e-commerce and local delivery services can reach more customers and increase convenience.
Event Services:
Weddings, corporate events, and funerals offer high-revenue opportunities.
Workshops & Classes:
Hosting floral design classes or DIY bouquet workshops can attract new customers and increase engagement.
Subscription Services:
Offering weekly or monthly flower subscriptions to homes or businesses can provide steady income.

Threats?
Competition from Online Retailers:
National and global flower delivery companies can offer lower prices and wider selection.
Economic Downturns:
Discretionary spending on flowers may decrease during economic slumps.

What is the reason for the sale?
Owner is in the process of emigrating and needs to dedicate time and focus to pursuing work opportunities related to their relocation. While the business continues to show strong potential, the owner believes it would truly thrive under someone
who can be more hands-on and actively involved in day-to-day operations. This presents an exciting opportunity for a passionate new owner to step in and take the business to the next level.

Why is this a good business?
This business combines the beauty of creativity with steady demand and strong community roots— it is both emotionally and financially rewarding when managed well. There is so much room for growth and there are many exciting opportunities for the
owner to thrive in this beautiful creative space. It is an extremely rewarding business to own, the gratitude from customers fills ones cup and it is the owners hope to be able to pass this on to someone special.