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Buying or Selling Your Hospitality Business (Part 2)
Representations and Warranties
No matter how much due diligence is done, most buyers still want sellers to give the buyers contractually binding representations and warranties about the past and current condition of the business. The idea here is that if after a sale a buyer encounters an unpleasant surprise that relates to the seller’s action or inaction, the buyer wants to be able to go after the seller. For example, if a seller of a resort hotel makes a representation that has remitted all collected trustee taxes to the appropriate taxing authorities and such representation turns out to be false, the seller will be liable to the buyer for any damages the buyer suffers as a result of the misrepresentation (even if the representation was innocent).
Sellers, of course, want to give as few representations and warranties as possible. They like to use the words “as is” a lot and put the onus on the buyer to figure out what the buyer is getting. Overall, however, representations and warranties are risk shifting mechanisms; as the owner of the business, the seller is in the best position to know the business and will be hard-pressed to argue against making at least some basic representations (e.g., clean title to business assets).
Financing the Transaction
One of the most important considerations is how the buyer will finance the purchase. A buyer could pay cash, could borrow the purchase price, or could be getting the purchase price from third party equity investors. If a third party is involved (e.g., bank, equity investor), sellers will at least indirectly need to comply with such third party’s due diligence requests. As a general rule, you can expect more documentation and a longer pre-closing period when third parties are involved.
A seller may also finance the transaction by lending a buyer part of the purchase price. Such a loan also provides the buyer with a ready way to bring a seller to heel if the seller breaches a representation. If the seller breaches, the buyer may have the right to collect any damages the buyer suffers by just not paying back the loan the seller made to the buyer. Sellers making loans, of course, will want to get some collateral (e.g., the business assets being sold) and research the buyer’s creditworthiness.
Closing the Deal
If the due diligence, closing documentation, and financing are all in place and all (or at least the key) issues are resolved, it is time to close. Some like (and some deals necessitate) formal face-to-face closings; others are fine with email/fax closings. For face-to-face closings, the usual goal is to make them as short and as boring as possible. Sometimes, however, a party may put off a major deal issue until the closing because of some real or perceived negotiating advantage created by the pressure to close the deal at the closing.
Conclusion
As on any road to achievement, the key to a successful and mutually rewarding sale of a business takes a combination of realistic self-confidence, bulldog determination, good timing, and a touch of audacity. Planning and due diligence are essential to figuring out what is being purchased and reducing the risk of post-closing surprises. If the process concludes well, the seller can move on to new adventures, and the buyer can make its new business shine.