A transfer can improve spaces and visibility, but it changes the customer's path and daily work. The evaluation must consider the activity during the passage, in addition to the characteristics of the new location. Closing days and access difficulties can affect the initial result.
I propose to reconstruct how customers arrive today and what needs they have. A new location may favor some routes and make others less practical. Forecasts should distinguish already known customers, potential demand, and sales that depend on relationships that are difficult to transfer.
In a hypothetical example, an appointment service can accompany the customer to the new location with precise information. On the other hand, an occasional purchase requires a different verification. Using the same prediction for both behaviors can hide some of the risk.
The operational plan includes communication, transfer of stocks and resumption of activities. Results should be compared after a period consistent with the service. The new headquarters creates possibilities to be verified in the field, keeping explicit the hypotheses that support the choice.