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‘Buyer Beware’ of Business Purchase Contracts!

Paperwork, specifically legal documents, is a prerequisite to
buying any business. It doesn’t make any difference if you buy
a business once in your life or do it all the time, every
business acquisition purchase contract is different and
requires intense scrutiny on the part of the business buyer,
much more so than the business seller.

As a business buyer, each and every sentence within the business
purchase contract needs to be read, understood and agreed to
before you sign on the “dotted line”. This article will give
the business buyer a quick “fly-over “of the most significant
concepts one should understand relative to development and
eventual execution of any business purchase contract.

“He Who Writes, Wins!”

If you have been consistently exposed to business contracts in
your career, you quickly learn to appreciate the concept that,
in development of most complex business agreements, “He who
writes, wins!” Any attorney will tell you that it is always in
his, his client’s, best interest to be the author of the
business contract to be signed in a two party agreement. As a
business buyer, you want to be the writer of the purchase
contact. If you personally cannot effectively write one, invest
the money and have a competent contract lawyer write a purchase
contract on your behalf. If the business seller, or their legal
counsel writes the business purchase contract be sure you and
your attorney evaluate every detail within.

Always Maintain a “Paper Trail”

Given the extraordinary amount of capital involved in most
business mergers or acquisitions, coupled with the wide range
of people, conversations, meetings and iterative business
evaluation steps involved to effectively buy a business, it is
imperative for the business buyer to maintain ongoing, copious
notes of all related events and communication exchanged between
themselves and the business seller or their designated
representative, throughout the purchase process.

There are three significant advantages for the business buyer in
maintaining a paper trail of notes during the purchase process:
1) All key agreement points can be traced to a specific buyer/
seller conversation, 2) If something is written, it can be
improved upon by either party, if it is not documented, the
likelihood of refining the content is significantly reduced, 3)
Sometimes related records can be incorporated into the final
business purchase contract as an addendum or attached exhibit

“Buyer Beware!”

As a business buyer, you like to think that all business sellers
are honest, forthright and have genuine intentions of
developing a mutually beneficial business purchase contract.
Most business sellers are! However, like in any complex asset
purchase agreement, neither party knows what negative future
consequences may surface in the ownership of the sold asset.
More often than not, in a business purchase contract, it’s the
business buyer who exclusively must address the problem not
thought of or included in the final purchase contract. The
negative consequences of many common business misfortunes can
be reduced, shared between the business buyer and seller, or
eliminated altogether with proper business purchase contract
contingency language

Fundamental Business Purchase Contract Concepts

Listed below are some fundamental business purchase contract
concepts that any prudent business buyer will want to
incorporate in their legal due diligence and documentation

Astute business buyers never present an offer to purchase
a business without preceding it with a nonbinding “Letter of
Intent” to purchase. (If you are not familiar with the
purpose or advantages of use of a “LOI”, you must research
this topic)

Never make a purchase offer and certainly never sign a
purchase offer or make an earnest money deposit until after
you completed most of the due diligence required to
effectively evaluate the business for sale.

No business purchase terms should ever be communicated to
the business seller without a written statement from the
business buyer to the seller, specifically documenting,
“that any, and all, purchase terms are subject to analysis,
justification and confirmation by an independent business
appraisal entity, employed and paid by the business buyer”.

Be suspect of “canned” business purchase contracts
provided by the seller’s broker or representative, they are
typically “seller biased”

Be sure to negotiate a reasonable time period to evaluate
and approve all documents provided to you from the business
seller or their representative for your required due

Invest in an environmental analysis of the business
premises and keep the business seller “on the hook” for any
future environmental $ penalties or negative consequences
realized as a result any documented negative environmental
conditions made prior to the sale of the business

If something does not make sense to you, ask, make sure
you understand every detail

Utilize all the expertise available to you from your
intended primary lender on the deal

If there are noteworthy levels of inventory and assets
involved, inspect each item and use credible valuation
expertise to determine approximate market value. This can
represent significant dollars to you in the future as the
business owner.

All current legal encumbrances or extraordinary
liabilities should remain the responsibility of the business

Any discovered misrepresentations associated with
documents provided by the seller or their designated
representative to the business buyer, that surface in the
future operation of the business should remain “fair game”
for financial resolution, from the seller to the buyer, post

All records provided by the seller or their designated
representative, to the business buyer should become an
purchase contract addendum or exhibit and be subject to
seller warranty of accuracy

Lastly, there are published business purchase contract
content “checklists” available, take the time to review
these, especially business seller warranties and

Typical business purchase contracts prepared by business sellers
or their representatives often contain many provisions which
are dangerous to business buyers. In many cases it is not what
is written that is of greatest concern, it is what is omitted
that represents a potential time bomb that will eventually
explode long after the business seller has left town with your
money. Take the time, invest the money, expend the necessary
thought required to structure a mutually beneficial business
purchase agreement with the business seller!

Catastrophic Events = Business Purchase Opportunities

As a buyer, everyone likes to get “a deal”. Finding a
bargain often means being at the right place at the right time,
whether intended or by fate. Finding a lucrative opportunity to
buy a business that is for sale because of an unexpected
catastrophic event requires a disciplined approach.

As a business buyer, you often need to use “creative” means to
position yourself to get the first, if not the only, shot at a
promising business acquisition candidate. You need to explore
as many ways as you can to find quality companies that are for
sale that can be bought with extraordinarily favorable purchase
terms. Pursuing acquisitions that surface due to unexpected
business events or catastrophic business owner life situations
can a “win-win” opportunity for both business buyers and

Unexpected Personal and Business Events

Assuming you have clearly defined business purchase criteria and
have the purchase skills and financial resources to effectively
respond to an unexpected, short term disposition business
purchase opportunity, you may want to leverage common personal
and business events to your purchase advantage.

Although catastrophic events are relatively rare in business,
they are genuine realities and must be dealt with in a prompt
fashion by business owners to reduce further company value
deterioration or even potential liquidation.

Personal life events for business owners such as death, divorce,
indictment, sickness, disability or addiction to expensive
vices often significantly accelerates the need to recapitalize
or sell the business owner’s viable business.

Unexpected catastrophic business consequences, realized from
unexpected events or neglect, stupidity or devastating reactive
business tactics such as: large liability claims, loss of a
major customer(s), government seizures or new legislation,
employee fraud, strikes, lender financing changes or no viable
contingencies for acts of God, to name just a few, also
significantly accelerate the need to refinance or quickly
market the business for sale.

How Fast Do You Need To React?

Business buyers typically do not want to purchase a company that
has experienced a major unexpected setback or have to put
themselves through a quick “buying blitz” to qualify a rapidly
deteriorating acquisition candidate. However, high return on
investment purchase opportunities resulting from catastrophic
events, of viable businesses that are consistently profitable
with immediate, critical, financial or human resource
deprivation are often well worth the extraordinary effort.

To quickly restore a business to its established efficiency a
business buyer must act quickly to qualify and close the
business purchase. Often the business buyer who can react the
quickest in its purchase methodology or offer immediate
purchase funds will easily offset a higher purchase price
offering from another potential buyer.

For a business owner personal tragedy, a business buyer
typically has less than 60 days to buy the company before major
value deterioration occurs. For a wide variety of major
business catastrophes, a business buyer typically has slightly
more time, but not much more!

How Do I Find These “Deals”?

Effectively locating immediately distressed businesses that must
be recapitalized or sold because of unexpected personal
business owner situations or business management misfortunes
does not happen overnight. It requires a premeditated,
organized and ongoing program of communication and
documentation of your distressed business purchase interests to
legal, financial and business brokerage intermediaries who
typically must handle these extraordinary situations.
Reinforcing your unique interests and abilities to respond to
specific business catastrophe situations also requires periodic
oral and written communication to these same types of business
service providers.

Steps to “Get the Word Out”

* Define and document your distressed business purchase criteria

* Define business: legal, financial and acquisition service
providers who typically deal with distressed business
situations: M&A or Probate attorneys, Bank Trust Departments,
Commercial bank “workout” managers or “turn-around”
acquisition intermediaries: investment bankers, business
brokers, consultants or CPA’s

* Get the word out! Implement an organized effort to communicate
and document your specific catastrophic business purchase
criteria to all above noted service providers

* Periodically reinforce your distressed business purchase
interests and criteria with broadcast mailings, announcements
or advertisements

* Embellish your successful acquisitions of distressed
businesses with press releases and formal printed or
electronic announcements to like business service providers

Often the more “creative” you are to find deals, the quicker
you’ll find the “right” deal. The more diverse your means to
locate viable companies that are for sale, the better your
chances of finding a quality acquisition candidate that few
others are aware of.

As a business buyer, you have two ways to look at buying
businesses based on catastrophic events: 1) as negative, taking
advantage of distressed sellers, or, 2) as positive, taking
advantage of a unique opportunity to become a business
seller’s, “savior”, the best means available to allow their
employees to keep their jobs and continue to provide for their
families. You make the choice… like most lucrative business
opportunities, if you don’t participate, others more than
likely will!