Most lists of things to consider when selling a business are lists of tasks. The considerations that actually matter are decisions, and they are worth making early because each one becomes harder to change as the process runs. What you want out of it, what you are prepared to disclose and when, who else in the business can answer questions, and what happens if it does not sell. None of the four is urgent, all four bind you later, and owners tend to arrive at each of them under time pressure.
What you actually want, beyond a number
Money is one dimension. Others include how fast, whether you stay on afterwards and for how long, what happens to your staff, and whether you will accept part of the price deferred. Buyers will structure around whichever of these you are flexible about, so knowing your own order of preference before the conversation is worth more than a target price.
What you will disclose, and when
Deciding the staging up front, rather than in the moment when somebody keen is asking, is the main protection a seller has. General description first, specifics after a confidentiality agreement, the most sensitive material only once terms are agreed. What that agreement should contain is your solicitor's; the sequence is your decision and it is easiest made calmly.
Who else can answer, and what if it does not sell
A sale where only the owner can answer any question is exhausting and it also signals dependence on you, which buyers price. And a business that has been marketed and not sold is in a specific position afterwards. Deciding in advance what you would do in that case removes the pressure to accept something poor for lack of an alternative.
Questions people ask about things to consider when selling a business
Should I fix problems before selling?
The ones a buyer will find and reprice, yes, if there is time. Buyers discount uncertainty more heavily than known issues, so an unresolved problem disclosed clearly is often better than one being discovered.
How much should I tell staff, and when?
Owners take opposite views for good reasons and it depends on your people and your business. What is worth deciding either way is who besides you can answer diligence questions, because that is the operational constraint.
What about tax?
The structure of a sale has significant tax consequences and they belong to your accountant, before terms are agreed rather than after. This site publishes no tax position at all.