A straight dollar figure for your store, priced the way buyers price small Shopify businesses — plus the specific moves that would raise it.
Open the one that sounds like you to see what a buyer notices and where to start.
You answer every email, pack orders and run the ads. The store is profitable, but it needs you most days of the week.
Most of your sales come from paid social. When ads work the store grows quickly, and when costs rise, profit falls just as fast.
One product took off and still makes up most of your sales, usually from a single supplier.
You know you want to exit, but not what the store is worth or which improvements would matter most to a buyer.
A buyer or broker has named a price, and you want to know whether it is fair before you negotiate.
You and a co-founder need a fair starting point for a buyout, or for bringing in an investor, without hiring an appraiser first.
From the fictional sample store. Your list will be your own, ranked by how much each fix could add to the sale price.
Read the whole sample reportA course for owners who want a higher price, whether they sell next year or never. 32 lessons in 9 chapters, each tied to a factor in your valuation, with checklists, tool picks, an AI advisor and real experts.
These six examples were written by StoreWorth to show typical ways owners use the estimate, report and course. They are not reviews from real customers, and the figures are examples, not reported results.
I was working 45 hours a week and assumed that was normal. The estimate showed my hours were costing me more than any other factor. I used the owner chapter to write SOPs, moved packing to a 3PL and hired a part-time assistant. I'm down to about 12 hours a week.
The report pulled my real Shopify orders and showed how little revenue came from returning customers. I built the post-purchase flows from the course and started on search. The store is less exposed to ad costs, and the numbers make that easy to show a buyer.
One harness was most of my sales, from one factory. The resilience chapter helped me plan two products for customers I already had and qualify a backup supplier. The harness still grows, it's just no longer the whole business.
I ran the free estimate as a baseline and re-ran it every quarter. Having one number to track kept me focused on the two or three changes worth the most, instead of trying to fix everything at once.
A buyer offered a price with a large earnout and I had nothing to compare it to. The detailed report gave me a range built from my own data, and the experts walked me through which parts of the offer were really cash. I negotiated with my own numbers instead of theirs.
My co-founder wanted to step back and we needed a fair starting point. Because the methodology is published, we could both check how the number was built. It turned a hard conversation into a discussion about specific factors.
Buyers price the last twelve months. A quarter-by-quarter plan for what to fix, what to document and when to go to market so the improvements show in your numbers.
ReadSixty seconds, six figures you already know, and you'll have it.