The short answer
Full pharmacy valuation reports in Australia typically run $5,000–$15,000+ at traditional firms, with pharmacy engagements landing at the higher end of that band once banner-group agreements, dispensary systems and location-approval analysis are factored in. Three things separate a pharmacy from a normal retail valuation, and each adds genuine analytical work rather than administrative padding: the location itself is a regulated, transferable asset, not just a lease; earnings split between PBS-subsidised dispensary revenue and front-of-shop retail that behave differently under a multiple; and state ownership law restricts who is even allowed to buy the pharmacy, which affects how comparable sales evidence should be read. A valuer who treats a pharmacy like a chemist-shaped cafe will miss all three: and produce a number that doesn't survive scrutiny from a bank, a family law matter or the ATO.
Oliver Group's fixed fees for a pharmacy valuation
The package is set by the annual turnover of the business: a Small Business Valuation is $1,495 + GST under $2 million, a Medium Business Valuation is $2,495 + GST from $2 million to $10 million, and a Large Business Valuation is $3,495 + GST over $10 million. Delivery time starts once payment and all required information have been received.
Annual turnover under $2 million. Draft delivered in 2 business days.
Annual turnover $2 million to $10 million. Draft delivered in 3 business days.
Annual turnover over $10 million. Delivery date agreed before commencement.
What makes a pharmacy valuation more involved
Each of the following adds analysis to a pharmacy valuation. Only the two fixed add-ons in the last item change the fee:
- ·Banner-group agreement: the terms of the supply and branding agreement (rebates, minimum purchase commitments, exit and transfer restrictions) directly affect what a buyer can actually extract from the business and need to be read and factored in, not just filed
- ·Co-located medical centre: where the pharmacy sits next to, or has referral arrangements with, a GP clinic, the related-party dynamics and any lease or servicing arrangements between the two need separate scrutiny
- ·Compounding or NDSS specialisation: a compounding pharmacy or one with significant National Diabetes Services Scheme volume has a different earnings and risk profile to a standard dispensing pharmacy, and the comparable evidence pool for it is narrower
- ·Multiple locations or an approaching change of ownership event that requires location-approval transfer analysis
- ·Retrospective valuation dates (add $495 per historical date) or multiple related entities (add $795 each) where the pharmacy sits inside a broader group structure
The location-approval driver: why the approval itself is an asset
Pharmacy location rules restrict where a pharmacy can be approved to operate, based on proximity to other pharmacies and, in some circumstances, to certain health facilities. This is unlike almost any other retail category: a cafe or gym can open wherever the lease allows, but a pharmacy generally cannot operate, or attract PBS approval, just because the owner wants to trade from a given address. The practical effect is that the location approval itself carries value, separately from the fit-out, stock and goodwill. A valuer needs to identify whether the approval is portable in the transaction contemplated, what conditions attach to it, and how scarce a comparable approval would be in that catchment. Skipping this step and valuing the pharmacy purely on an earnings multiple, as if it were a general retailer, understates what is actually being transacted and is a common reason a thin valuation gets challenged later.
PBS dependence: the dispensary-versus-front-of-shop split
Most pharmacies earn a majority of revenue through the dispensary, which is substantially PBS-funded. That earnings stream behaves differently to front-of-shop retail (cosmetics, vitamins, general merchandise): it is more resilient to local foot-traffic swings but more exposed to policy settings: PBS pricing and reform changes, dispensing fee structures, and script-volume trends. A defensible pharmacy valuation separates the two revenue streams, normalises each on its own basis, and treats script-volume evidence (trend over the last two to three years, not a single snapshot) as the backbone of the maintainable-earnings figure rather than blending everything into one undifferentiated retail multiple. Where PBS reform exposure is material to the specific pharmacy's revenue mix, that risk needs to be named in the report, not glossed over.
The ownership-rule driver: a restricted buyer pool changes the evidence
Most Australian states restrict pharmacy ownership to registered pharmacists (or entities they control), which materially shrinks the pool of eligible buyers compared with an unrestricted retail business. Fewer eligible buyers generally means the comparable-sales evidence pool for pharmacies is thinner and more specialised than for a typical SME retailer, and a valuer needs to scope for that explicitly: using pharmacy-specific transaction evidence rather than general small-business multiples, and being transparent in the report about how comparable the available sales evidence actually is. This is a scoping question a valuer must address up front, not an afterthought: it affects which methodology is most appropriate and how wide the supportable range needs to be.
What complexity changes in a pharmacy valuation, and what it does not
Fixed-fee pricing only stays honest if it is clear what moves the fee and what does not. A pharmacy with a restrictive banner-group agreement that needs separate legal-commercial reading, a co-located medical centre with related-party dynamics, or a compounding or NDSS specialisation means more documents, more analysis and more time to get the information complete; it does not change the fee, which is set by annual turnover and the two fixed add-ons. One limit applies at every package: the fixed fee does not cover a cross-check of the conclusion against a second or third methodology, expert witness work or tax advice. The same is true of a transaction likely to draw ATO review of a small business CGT concession claim. The scope of the report is the same at every package, because a thin valuation that fails under review costs a second valuation and a weakened position. Fixed-scope efficiency is the pitch, corner-cutting is not.
What we do not do
We do not predict whether a location approval will transfer, whether a banner group will consent to an assignment, or how a future PBS reform will land: those are regulatory and commercial questions outside a valuation engagement. What we do is identify the most supportable valuation position given the evidence available at the valuation date: the earnings, the location-approval status, the banner-agreement terms and the buyer-pool constraints as they stand. Every pharmacy report carries a signed independence statement, with the working file retained for ten years. Fees are fixed at engagement and never contingent on the concluded value. Oliver Group is not a registered tax agent and does not provide tax, legal or financial advice: your accountant or lawyer applies the valuation within their own advice. For the pharmacy-specific methodology behind these figures see our pharmacies industry page, and for how fees compare across the wider market see the pricing guide.