By Swami Chinmayananda (Balakrishna Menon)
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This agreement should be obtained prior to going into an acquisition discussion. Many agreements do not allow for assignment to a competitor. This is not an unreasonable condition if such a change could potentially harm their business. In this case, the firm needs to have a contingency plan to be able to replace that part of their business if it is critical to their operation. Where such an agreement might stop the acquisition from happening, the best action is to terminate the agreement and replace it prior to preparing to sell.
The firm has sought professional advice on valuation methods and has received advice on how their personal circumstances may be best presented to interested buyers and how the potential benefits may affect the sale price. The valuation calculation is understood and acceptable to the firm. F19/S15. Potential acquirers have been approached about an acquisition Whether you want to sell, need to sell or simply want the option of selling at the right price, if no one knows of your intentions, it is unlikely that your firm will attract the right buyer.
3. Staff are trained to deal with customer issues. The firm has policies in place for most customer interaction but these are out-of-date and compliance is not reviewed formally. Formal contracts and agreements are used with customers but variations are common. Variations are well documented and agreed by both parties. Formal progress monitoring is in place and sign off occurs at key stages in projects. 4. Formal policies are in place for interaction with customers and staff are trained on these.