Having an attorney draw up a business purchase contract or an asset transfer agreement often requires at least 10-15 hours of the lawyer's time at an hourly rate of $100-$300, for a total of $1,000-$4,500. That's a starting point for a straightforward agreement with revisions.
1. Purchase and Sale. AB shall sell to Buyer and Buyer shall purchase from AB the used equipment and spare parts described in Exhibit A, attached hereto (hereinafter referred to as the "Used Equipment") in accordance with the terms and conditions hereof. Risk of loss or damage to the Used Equipment shall pass to Buyer upon execution of this ...
Essentially, as is contracts benefit the seller and residential for sale contracts benefit the buyer. If you need help with an as is sales contract, you can post your legal needs on UpCounsel's marketplace. UpCounsel accepts only the top 5 percent of lawyers to its site.
Aug 09, 2019 · Attorney fees: both the seller and the buyer have attorney fees to pay. Broker commissions: who pays what is stipulated in the purchase contract. But fees are typically 4-8% of the purchase price and are normally paid by the seller.
Commercial real estate brokers typically charge a 4-8% commission. For a multi-million dollar property, the commission is a hefty price that some owners are unwilling to pay. Typically, a broker will work with multiple clients at the same time.
Typically, the seller’s attorney will draw up the final purchase agreement—after both parties have reached a tentative deal. The draft is then sent to the buyer for their review.
An appraisal contingency allows cancellation if the property appraises for less than the selling price. A financing contingency provides for cancellation when the buyer cannot secure financing. An inspection contingency allows cancellation when the seller refuses to correct defects found during the property inspection.
As mentioned earlier in the guide, correctly pricing a property is one of the biggest challenges when selling commercial real estate. It almost always makes sense to hire a professional commercial property appraiser to help you set an asking price.
Advantages of Selling “By Owner”. Privately selling a commercial property has the potential for the owner to pocket the most amount of money. Without hiring a realtor, 4-8% of the purchase price can be saved. A sale ‘by owner’ can be the best choice if the seller knows a potential buyer.
A commercial real estate broker can help you put together a comprehensive marketing plan that will expose your property to the right potential buyers. They can save you countless hours of managing the marketing of your property.
A commercial real estate broker is a licensed real estate agent who helps clients buy, sell, or lease a business property. Typically, commercial brokers have a college degree related to finance or real estate. Knowing how to price a commercial property accurately is one of the biggest challenges when selling commercial real estate.
Buyers can have real estate agreements drawn up by a real estate attorney or agent. A title company or Realtor can help the buyer find someone to write a contract if necessary. If the seller doesn’t have an agent lined up to draft the purchase contract, the buyer’s own real estate agent can take care of the transaction paperwork as ...
The seller’s agent is typically the person who draws up a real estate purchase agreement. But what happens if the home is for sale by owner (or FSBO) and the owner isn’t represented by a real estate agent at all? A FSBO sale can occur in a seller’s market or when sellers want to maximize their profits on a sale by not having to pay a commission ...
A land contract is used when the owner provides financing when going to sell, so that you do not have to get a mortgage elsewhere to purchase the property. The contract stipulates the amount of the loan, the interest rate, and what happens if you fall behind on property taxes or payments. You and the seller can negotiate the terms of the agreement, ...
A FSBO sale can occur in a seller’s market or when sellers want to maximize their profits on a sale by not having to pay a commission to a real estate agent. So if the buyers want to make a written offer on property, who will be tasked with drawing up the purchase agreement, or the contract outlining the terms and conditions of the sale?
As a real estate buyer, a purchase contract is one of the first steps toward closing the sale. “In layman’s terms, a purchase contract is simply the written contract between the buyer and seller outlining the terms of the sale,” Hardy explains.
If you as the buyer decide to use a transactional agent for the contract, think of them as “one person who neither represents the seller nor the buyer but facilitates the documents necessary for the sale ,” says Joyce Mitchell of Mitchell & Associates, in Bigfork, MT. If you have any doubts about the contract, consult your own attorney.
You and the seller can negotiate the terms of the agreement, including the interest rate on the loan. Keep in mind that certain states do not allow dual agency in real estate transactions, and that some states see it as an ethical dilemma. If you as the buyer decide to use a transactional agent for the contract, ...
WCM consummated the agreement in November 1999. WCM paid acquisition-related legal fees of $116,293 to CC’s counsel. Most if not all of these fees (group A fees) were for drafting loan documents and leases related to a seller-financing arrangement for the assets purchased.
The parties stipulated that $8,808,675 of the purchase price was properly allocated to class III assets and $3,500,000 was properly allocated to goodwill. The issue to be decided was whether the legal fees had to be allocated under Section 1060.
The IRS, the court noted, cited no authority requiring legal fees to be allocated under the fair-market-value limitations of Section 1060 when the parties have stipulated the cost of each asset, as was the case here. Moreover, the court could locate no such authority.
Here, the parties had stipulated the cost of each asset, and accordingly, in the court’s view, Section 1060 did not apply. The court concluded that “the legal fees should be allocated proportionately to the assets with which they are associated.”.
See Rev. Rul. 87-41, 1987-1 C.B. 296, point 12. Classically, one pays a contractor for a job, like putting a pool in your backyard, repairing your computer system, or putting in a break room at your office. In contrast, one classically pays employees by the hour or by the week.
Business lawyers must be flexible and advise their clients on a plethora of legal issues. Clients expect them to not only provide accurate legal advice, but to also provide it in a practical and digestible form. Often, particularly given the fast pace of business today, business lawyers are in the unenviable position of being forced to give a kind of template for how a situation should be resolved.
Advising a client in this area requires that you help the client to make significant distinctions between the two types of workers. Some companies are able to have two groups of workers do essentially the same type of work-such as independent-contractor sales agents and employee sales agents. However, business lawyers need to be very careful in helping clients navigate these waters.
Because of the potential for staggering tax and other liabilities such decisions can trigger, business lawyers must be vigilant. Far from being a one-time or immediate problem, the issue has significant legal implications down the road. When a business client hires workers in any capacity, they understandably focus on business objectives. Whether or not the arrangement works out well, clients tend not to revisit fundamental questions such as whether the workers should be independent contractors or employees.
If the worker settles in well, the company could bite the bullet and treat them as employees. If the worker fails, the company could assume that even if the person is later recharacterized as an employee, the company's financial exposure should be fairly limited. For example, if your client "fires" such a worker after two months, will he qualify for unemployment benefits?
After all, independent contractors are classically independent business people or professionals. It makes sense that they would bring their own ladder, shovel, or paint brush. A company that purports to have independent contractors but that supplies a desk, chair, computer, software, and telephone-everything they need-may not be very convincing in a worker status dispute. As this example suggests, this problem may be most common with office work. Still, it can arise in virtually any setting. In this age of high technology, it is not easy to determine exactly what will be regarded as tools, supplies, and equipment. The safest bet may be to make sure you don't provide anything. But that can be impractical. (For possible ways around this conundrum, see No. 5 "Paying By the Hour" below.) As a lawyer advising in this area, get as many facts from your client as you can, and try to be creative.
With an independent contractor, one is paying for a product or result. With an employee, one is paying for him or her to do what is asked, whatever that might be. With employees, one controls not only the nature of the work, but the method, manner, and means by which they do it. In Alford v.
Typically, brokers charge 10% to 12%, with a minimum of $12,000 to $15,000, depending on the market and the type of business. The minimum is rather firm, because the smaller deal can actually end up eing more work than one twice the size.
In nearly all cases, it is the seller who pays for the services of a business broker. The commission, usually paid at escrow to the brokerage that listed the business for sale, representing a seller in marketing the offering and negotiating on behalf of the seller for favorable price and terms.
Most business brokers charge at least eight to twelve percent of the selling price and there usually is a minimum fee, often it is between eight and fifteen thousand dollars, depending on the brokerage, for achieving a transaction, even if there is such a low selling price that the minimum exceeds the agreed-on percentage of the selling price. If the listing broker obtained the buyer, the brokerage receives the entire commission which may be divided among agents of the brokerage who were involved in the transaction.
That payment is due as specified in the listing contract the seller and broker signed, authorizing the broker to market the business for sale and promising to pay the broker an agreed on amount for successfully generating a satisfactory deal for the seller.
As as already been stated, commissions are negotiable; but in Southern California they are usually 10% with a $10,000 minimum. In Northern California 12% is very usual and the minimum can be $15,000. Better brokers in Northern California demand bigger fees because they have more experience.
If the buyer was introduced to the business by a different brokerage - not the listing broker, the commission will be divided by the listing and the selling brokers, usually on a 50/50 basis. On occasion, a buyer will engage a broker to help in the search for and purchase of a business.
The unfortunate truth is that approximately 50% of all small business sales transactions fall through. While failed transactions can happen for a variety of reasons, Peter Siegel, MBA (BizBen Founder & Lead Advisor) discusses the most common reason deals fall through; unrealistic asking prices.
IRS regulations require taxpayers to capital-ize fees that are paid to “facilitate” a transaction, such as fees paid to investigate or otherwise pur-sue a transaction. Capitalized costs also include fees related to securing an appraisal, structur-ing and negotiating the transaction, and prepar-ing and reviewing the transaction documents to obtain regulatory and shareholder approval.A facts-and-circumstances test (Regs. Sec. 1.263(a)-5(b)(1)), which requires a review of invoices, is used to determine which fees were incurred to facilitate the transaction.Tax treatment of success-based fees is more generous, so taxpayers typically try to maximize these fees. Success-based fees are those charged only if the company sale is completed. Typically, investment banks charge a retainer fee, which is capitalized, and an additional success-based fee, while lawyers occasionally discount their hourly fee in exchange for an additional success-based fee.
In addition, the IRS requires that costs incurred after a specific “bright line” date – including suc- ces s-based fees – must be capitalized. This date is the earlier of: (1) the date on which a letter of intent, exclu- sivity agreement or similar written communica- tion (other than a confidentiality agreement) is executed, or (2) the date on which the material terms of the transaction are authorized or approved by the taxpayer’s board of directors (or committee of the board of directors). A common issue, particularly in middle mar- ket deals, is that the transaction doesn’t always fit clearly under the “bright line” definitions. For example, regulations do not clearly specify when events used to determine the “bright line” date are considered binding and the degree to which they must be binding. In these circumstances, the “facilitate” criteria must be applied to all transac- tion fees incurred throughout the process. In Letter Ruling 201250015, the IRS allowed a late election to use the safe-harbor method for success-based fees. The taxpayer failed to attach the election statement required under Rev. Proc. 2011-29 to the tax return for the year in which the success-based fees were incurred, but the IRS concluded that the taxpayer had acted “reason- ably and in good faith.” The IRS also concluded that granting relief would not affect the amount of taxes paid by the taxpayer. In addition, Chief Counsel Advice (CCA) 201234026 provides informal guidance from the IRS on application of the bright-line test and the impact of a contingency affecting the taxpayer’s obligation to complete the transaction in deter- mining when the bright-line date occurs. While we have been focusing on private, mid- dle-market companies, CCA 201234026 is based on a merger agreement with a “go-shop” pro- vision, which allows a public company that is being sold to seek competing offers even after it has a firm purchase offer. Because the go-shop provision did not impact execution of the merger agreement or affect approval of the agreement by both companies’ boards of directors, the IRS con- cluded that the bright-line date was the date the merger agreement was executed and approved by both companies’ boards of directors. Properly applying IRS regulations and special elections to maximize the current tax deduct- ibility of fees incurred in M&A deals can be com- plicated. It requires in-depth knowledge and expertise, and in many situations it comes down to a judgment call. This is when business owners need M&A experts to guide them through the process in order to make the right call at tax time.