Industry Economics
Operating Margins
A buyer staring at a CIM has a prior question before any specific number: is 18% even normal in this trade, or is the add-back schedule doing the work? These are the IRS's own aggregates of every Schedule C in the country, and Schedule C net income is earnings before any owner salary, which makes net income over receipts the closest public analog to an SDE margin that exists.
| Legal services | 43.8% | 49.5% | 10.4% | 316,370 | – |
| Accounting services (CPA and other) | 40.7% | 53.8% | 9.6% | 361,556 | – |
| Computer systems design services | 37.0% | 51.2% | 12.1% | 318,183 | The line holds solo consultants alongside managed-service firms; an MSP with contracts and a bench runs lower margins on higher revenue quality. |
| Insurance agencies and brokerages | 36.1% | 46.1% | 7.5% | 313,543 | – |
| Real estate agents, brokers, and property managers | 35.0% | 48.6% | 3.7% | 1,046,471 | Dominated by commission agents with near-zero cost structures; do not read this as a property-management company's margin. |
| Offices of dentists | 27.1% | 32.3% | 25.6% | 56,157 | – |
| Personal and laundry services | 24.4% | 42.7% | 6.4% | 2,957,905 | Mostly salons, barbers, and beauty services by count; a coin-operated laundromat's economics sit inside this line but are not typical of it. |
| All industries (the national baseline) | 18.3% | 31.4% | 8.5% | 31,125,909 | – |
| Specialty trade contractors | 15.7% | 21.2% | 11.1% | 2,521,516 | One line covers all the trades; HVAC, plumbing, electrical, roofing, and painting sit inside it together. |
| Home health care services | 12.7% | 40.6% | 17.6% | 478,730 | Dominated by solo caregivers; an agency with a real roster runs a heavier payroll line than this aggregate shows. |
| Truck transportation | 10.1% | 18.0% | 5.2% | 837,211 | Owner-operators with one truck dominate the count; fleet economics differ. |
| Auto repair and maintenance | 8.0% | 18.7% | 10.5% | 465,852 | – |
| Restaurants and drinking places | 3.4% | 13.6% | 18.8% | 653,372 | The widest gap between the two margins on the page: restaurant losses are real and common, and the all-filers figure carries them. |
How to Read the Margins
Two margins ship for every line on purpose. The all-filers figure includes every side gig and every money-loser in the country, which drags it below what a real business earns. The profitable-only figure excludes the failures, which lifts it above the typical. A buyable business usually lives between the two, and the width of the gap is itself information: restaurants show the widest spread on the page because restaurant losses are real and common.
These are sole-proprietorship aggregates, not comparables for your target's LLC. Use them for the sanity check they are good at: a listing claiming twice the profitable-only margin of its industry is making a claim diligence has to prove, usually about add-backs. Industries whose tax treatment makes even this bracket misleading, like real-estate lessors whose depreciation turns the aggregate negative, are omitted rather than published soft.
IRS SOI, Nonfarm Sole Proprietorship Returns, Table 1 (TY2023), tax year 2023, from the SOI sole-proprietorship tables.
Two Questions Pay Answers
Is the seller's payroll line plausible?A P&L claiming twelve employees and $300,000 of payroll is claiming $25,000 a head. That is not what a plumbing and HVAC company pays: the industry average is close to $70,000. The gap is either part-time staff, cash, a mistake, or a story, and all four are worth knowing before the LOI.
What is the job you are about to take actually worth? The market-rate salary for the owner's role is the add-back a lender scrutinizes hardest, because an owner who pays themselves nothing makes the earnings look bigger than the business is. The number that holds up is what the role would cost to hire, and the way to argue it is against a benchmark rather than a feeling.
Pay by Industry
The industries we have guides for first, then every industry with enough businesses to measure. Sort by pay to see where the skilled labor is, and by staff per business to see what you would be managing.
| Software Publishers | $201,426 | 54.9 | $11.1M | 1,011,187 |
| Investment Advice | $167,820 | 4.7 | $791k | 110,125 |
| Drugs and Druggists' Sundries Merchant Wholesalers | $159,612 | 34.0 | $5.42M | 302,952 |
| Offices of Lawyers | $125,580 | 6.6 | $830k | 1,093,331 |
| Medical, Dental, and Hospital Equipment and Supplies Merchant Wholesalers | $125,412 | 26.4 | $3.32M | 272,209 |
| Other Management Consulting Services | $124,921 | 3.5 | $439k | 51,177 |
| All Other Telecommunications | $124,637 | 13.9 | $1.73M | 26,774 |
| Custom Computer Programming Services | $124,254 | 14.9 | $1.85M | 1,012,250 |
| Other Computer Related Services | $123,684 | 12.7 | $1.57M | 168,654 |
| Offices of Other Holding Companies | $122,698 | 13.7 | $1.68M | 89,908 |
| Computer Systems Design Services | $122,171 | 13.2 | $1.61M | 766,160 |
| Administrative Management and General Management Consulting Services | $121,753 | 8.3 | $1.01M | 869,457 |
| Public Relations Agencies | $119,649 | 6.9 | $831k | 60,066 |
| Engineering Services | $109,949 | 19.9 | $2.19M | 1,260,577 |
| Advertising Agencies | $106,841 | 12.9 | $1.38M | 200,465 |
| Offices of Physicians (except Mental Health Specialists) | $105,652 | 13.2 | $1.40M | 2,706,297 |
| Support Activities for Oil and Gas Operations | $105,320 | 23.0 | $2.42M | 221,126 |
| All Other Miscellaneous Electrical Equipment and Component Manufacturing | $102,335 | 49.1 | $5.02M | 40,197 |
| Computer Facilities Management Services | $101,822 | 16.2 | $1.65M | 103,562 |
| Other Activities Related to Real Estate | $101,505 | 3.4 | $346k | 78,923 |
| Other Scientific and Technical Consulting Services | $101,433 | 6.4 | $652k | 180,378 |
| Offices of Certified Public Accountants | $100,691 | 11.0 | $1.11M | 604,209 |
| Architectural Services | $98,717 | 8.3 | $820k | 189,468 |
| Highway, Street, and Bridge Construction | $98,566 | 34.0 | $3.35M | 314,940 |
| Other Chemical and Allied Products Merchant Wholesalers | $97,332 | 15.3 | $1.49M | 135,062 |
What the Pay Number Is Not
It is a wage bill divided by headcount, so it is not a salary. It mixes full-time and part-time staff, it mixes the owner on payroll with the newest hire, and it is an average across an industry that contains both a two-person shop and a company with ninety people. An industry paying $28,000 a head is not paying everyone $28,000; it is an industry with a lot of part-time work in it.
Census payroll also excludes what a sole proprietor DRAWS rather than pays themselves, so the smallest businesses contribute headcount without contributing the owner's own compensation. That pulls the average down in industries full of owner-operators, which is most of the ones a searcher looks at. For the other angle on the same cost, the employment and weekly pay section below carries what the work pays a person, from the BLS series, rather than what an owner spends per head.
Census County Business Patterns (2023). What the earnings mean once the payroll is right is in the add-back review on the valuation calculator, and how many of these businesses exist is in Market Depth.
Employment and Weekly Pay
Sorted by employment. Sort by the year-over-year column to see where hiring is tightening, and by weekly pay to compare labor cost across trades. Each figure is a detailed industry rather than a broad sector, so the rows do not overlap.
| Food services & drinking placesLeisure & hospitality | 12.35M | +1.0% | $548 |
| Specialty trade contractorsConstruction | 5.26M | +0.6% | $1,549 |
| Nursing & residential care facilitiesHealth care & social assistance | 3.49M | +2.2% | $900 |
| Offices of physiciansHealth care & social assistance | 3.05M | +1.8% | $1,760 |
| Truck transportationTransportation & warehousing | 1.47M | -1.1% | $1,365 |
| Building material & garden supply storesRetail trade | 1.35M | -1.9% | $721 |
| Child day care servicesHealth care & social assistance | 1.10M | +0.6% | $687 |
| Janitorial servicesProfessional & business services | 1.08M | +1.0% | $647 |
| Offices of dentistsHealth care & social assistance | 1.06M | +1.5% | $1,183 |
| Automotive repair & maintenanceOther services | 1.03M | -0.9% | $1,102 |
| Landscaping servicesProfessional & business services | 917K | +0.4% | $1,129 |
| Fitness & recreational sports centersLeisure & hospitality | 692K | +1.4% | $465 |
| Automotive parts & tire storesRetail trade | 605K | +1.0% | $998 |
| Veterinary servicesProfessional & business services | 483K | +2.0% | $1,109 |
| Drycleaning & laundry servicesOther services | 258K | -1.1% | $814 |
| Death care servicesOther services | 140K | +4.2% | $889 |
Read employment as scale and its trend as pressure. A trade adding jobs is one where demand is holding and staffing is competitive, so wage costs and turnover deserve a hard look in diligence. One shedding them may be consolidating, automating, or shrinking, and which of the three it is decides whether a cheap multiple is a bargain.
- Buying an HVAC Business
- Buying a Plumbing Business
- Buying an Electrical Contracting Business
- Buying a Roofing Company
- Buying a Restaurant
- Buying a Home Care Agency
- Buying a Landscaping Business
- Buying a Pool Service Business
- Buying a Commercial Cleaning Business
- Buying a Moving Company
- Buying a Childcare Center
- Buying a Dental Practice
- Buying an Auto Repair Shop
- Buying an Auto Body Shop
- Buying a Gym or Fitness Studio
- Buying a Tire Shop
- Buying a Veterinary Practice
- Buying a Laundromat
- Buying a Funeral Home
Employment, year-over-year change, and average weekly earnings come from the Bureau of Labor Statistics Current Employment Statistics national series, seasonally adjusted, for June 2026. Employment counts all employees on nonfarm payrolls in the industry; weekly earnings are for all employees. Industries are the detailed series a searcher most often hunts in, so broad sector totals are left off and the rows do not double-count.
The Metrics Each Trade Runs On
Margins and pay say what a business keeps and what its people cost. These are the numbers that say whether it is healthy week to week: the recurring-revenue share in a service trade, the rebooking rate in a salon, inventory turns in a shop. They are distilled from each trade's own buy guide, which explains why each one matters and what a healthy reading looks like. Treat them as the checklist to request rather than a scoreboard: the readings come from the seller, not from this page, and a trade that runs on a fourth number gains one here when its guide does.
| Metrics to Watch | |
|---|---|
| Accounting or Bookkeeping Practice | Client retention by service line · Recurring monthly engagements versus annual work · Realization on billed hours · Fee levels versus market · Staff capacity through peak season |
| Adult Day Care | Average daily census against licensed capacity · Payer mix by revenue and each program's per-diem rate · Referral-source concentration · Fleet condition and transport cost per participant-day · Staff ratios, wages, and turnover against the license |
| Appliance Repair | First-visit completion rate · Warranty-dispatch share of job volume · Parts margin and inventory turns · Average ticket by appliance type · Trucks rolling per day against capacity |
| Assisted Living Facility | Stabilized occupancy and the trend · Private-pay share versus Medicaid · Average rate and resident length of stay · License transfer path and administrator certification · Real-estate condition and deferred capex |
| ATM Route | Transactions per machine per month · Surcharge per transaction · Vault cash outstanding · Placement contracts inside a year of expiry · Machine downtime |
| Auto Body Shop | Insurance versus retail revenue mix · DRP scorecard standing and cycle time · In-house ADAS calibration share · Supplement capture per repair order · Paint-booth and bay utilization |
| Auto Glass | Insurance panels billed and volume by carrier · Single-carrier concentration · Calibration share of replacement jobs · Mobile share of job volume · Revenue per install by glass type |
| Auto Repair Shop | Bay utilization · Average repair order · Technician hours billed versus available · Repeat-customer share · Parts margin |
| Bakery | Retail versus wholesale revenue mix · Top-five wholesale account concentration · Ingredient cost against the 25-35% band · Labor cost against the 30-40% band · Production capacity per day against current output |
| Barbershop | Membership revenue share and monthly churn · Chair utilization by daypart · Barber tenure and revenue per chair · Retail attach rate per visit · Cash reconciliation: POS to processor to deposits |
| Bed and Breakfast | Occupancy and rate by month across the season · Direct-booking share versus commissioned channels · Owner labor priced at innkeeper and housekeeping wages · Repeat-guest share and the review record · License, permit, and zoning transfer status |
| Brewery | Taproom revenue share · Taxable removals by month · Barrels against tank capacity · Keg float in the field · Distributor depletions |
| Car Wash | Cars per day against weather · Membership count and churn (if program exists) · Revenue per car · Chemical and utility cost per car · Downtime on tunnel or bay equipment |
| Carpet Cleaning | Repeat-customer share of jobs · Revenue per truck-mount van per month · Commercial account share of revenue · Marketing spend per job by source · Truck-mount hours against replacement age |
| Childcare Center | Enrollment versus licensed capacity · Enrollment by age band (infant slots first) · Staff-to-child ratio compliance · Teacher turnover · Waitlist depth by classroom |
| Coffee Shop | Sales by daypart and the morning rush share · Rent as a share of revenue against the lease term · Blended cost of sales: beans, dairy, food, and waste · Labor share with the owner's shifts priced at market · Average ticket and transactions per day |
| Commercial Cleaning | Top-five customer revenue share · Contract renewal and rebid calendar · Margin by account · Supervisor-to-crew coverage · Complaint and inspection scores |
| Concrete | Subcontracted-in share of revenue · Cylinder break pass rate · Retainage receivable by age · Yards placed per crew day · Form inventory turns |
| Convenience Store or Gas Station | Gross profit by category, inside versus fuel · Foodservice sales share and growth · Fuel gallons and margin per gallon · Inside-sales trend against the prior year · Tank test and monitoring compliance |
| Courier and Delivery | Driver arrangement, with the paperwork behind each · Cost per stop rebuilt from settlement statements · State motor carrier permit, current and in the right entity · Revenue by account, with the term and notice period on each · Wage claims, audits, or classification rulings in five years |
| Dental Practice | Production by provider · Hygiene revenue share · Active patients and recall effectiveness · New patients per month · Collections versus production |
| Dog Grooming | Rebooking rate · Forward appointment fill · Groomer tenure and retention · Revenue per groomer per day · Product and supply cost share |
| Driving School | Authorization and contract transferability status · Enrollment by month and product across two years · Pass rates verified against state data · Fleet age, mileage, and maintenance per vehicle · Booking backlog against capacity: cars, hours, instructors |
| Dry Cleaner | Solvent type and machine age against the perc window · Commercial and route revenue share · Pieces per day against plant capacity · Revenue split: counter, wash-and-fold, commercial · Environmental testing status of the plant site |
| Drywall | Subcontracted-in share of revenue · Board hung per crew day · Finish level delivered against finish level bid · Taper hours as a share of total labor · Percent complete against percent billed |