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Change of control clause

A change of control clause gives the other party to a contract rights if the business changes owner, such as the right to terminate, renegotiate or refuse consent.

Also called change of control

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Definition

A change of control clause is a term in a contract that gives the other party rights if ownership or control of the business changes, such as ending the contract, renegotiating it or requiring consent before the sale. These clauses appear in customer and supplier contracts, leases, software and franchise agreements and loan documents. In a share sale (stock sale in the US), the company keeps its contracts, so these clauses are the main way a counterparty can react. In an asset sale, contracts usually have to be transferred, which often needs consent whatever the clause says.

Asset sale versus share sale

In an asset sale you buy selected assets of a business; in a share sale (a stock sale in the US) you buy the company itself, with its full history. The choice shapes risk, tax and what needs consent.

Worked example

Pinecrest Logistics is a fictional US business with revenue of $10,000,000, of which $3,000,000 comes from one retail chain. That contract lets the customer terminate on 30 days' notice if control of Pinecrest changes.

The buyer makes written confirmation from the retail chain a condition of completion, and agrees an earn-out linked to that customer's revenue in the first year.

Earn-out

An earn-out is part of the purchase price paid only if the business meets agreed targets after the sale. It can bridge a gap between the seller's price and the buyer's view of the evidence.

Why buyers care

A business can lose its biggest customer, its premises or a critical software licence simply because you bought it. That risk rarely appears in a listing.

Review every material contract early for change of control and assignment wording, list the consents needed, and decide which must be in hand before completion. Approaching customers, landlords or suppliers usually needs the seller's agreement and careful timing, because news of a sale can unsettle them. Where consent cannot be secured in advance, consider protecting yourself through price, an earn-out or a holdback.

Holdback

A holdback is part of the purchase price the buyer keeps back at completion and pays later if no valid claims arise. Unlike escrow, the money stays with the buyer.

  • Customer concentration

    Customer concentration describes how much of a business's revenue comes from a small number of customers. The higher it is, the more the business depends on decisions it does not control.

  • Asset sale versus share sale

    In an asset sale you buy selected assets of a business; in a share sale (a stock sale in the US) you buy the company itself, with its full history. The choice shapes risk, tax and what needs consent.

  • Earn-out

    An earn-out is part of the purchase price paid only if the business meets agreed targets after the sale. It can bridge a gap between the seller's price and the buyer's view of the evidence.

  • Due diligence

    Due diligence is the investigation a buyer carries out before committing to a purchase, testing the finances, contracts, legal position and operations against what the seller has described.

  • Recurring revenue

    Recurring revenue comes back without being won again each time, through subscriptions, retainers or service contracts. Contracted revenue is the part committed for a fixed term.

  • Customer concentration and why buyers discount for it

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  • Due diligence: what to check and in what order

    A sequence for due diligence that tests what could end the deal first, while it is still cheap to find out, and leaves the detailed and expensive work until the deal looks sound.

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  • From first call to letter of intent

    The steps between spotting a listing and signing a letter of intent, what to learn at each one and what a sound letter of intent should cover.

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  • Contracts that end on a change of control

    Some customer, supplier and licence contracts let the other side walk away or renegotiate when the business is sold. Find them early and make consent part of the deal.

    Severity: fixableCustomers and revenue
  • A lease ending soon or needing landlord consent

    For a business tied to its premises, a short lease or a landlord who must consent to the sale can put much of the value at risk. Read the lease early and make the landlord's agreement part of the deal.

    Severity: fixableLegal and compliance
  • Licences or permits that do not transfer

    If the licence, permit or registration a business needs cannot pass to you, or cannot be obtained in time, you may be buying a business that is not allowed to trade. Confirm the route before you commit.

    Severity: deal breakerLegal and compliance
  • One customer above 20% of revenue

    When one customer brings in more than a fifth of revenue, much of the value you are buying depends on a relationship you do not yet control.

    Severity: price it inCustomers and revenue

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