[{"data":1,"prerenderedAt":488},["ShallowReactive",2],{"document-checklist-evaluation-to-buy-a-business-D326":3},{"document":4,"label":23,"preview":11,"thumb":24,"thumb600":25,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":26,"breadcrumb":30,"related":38,"customDescModule":182,"customdescription":6,"mdFm":183,"mdProseHtml":487},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":15,"keywords":22},"Checklist Evaluation TO BUY A Business When you find a business that you would like to buy, you will need to consider a number of points before deciding whether to purchase it. Take a good, close look at the business and answer the following questions. They will help you determine whether the business is a sound investment. Why does the current owner want to sell the business? What type of growth potential does this business have? If the business is in decline, will you be able to save it and make it successful? Is the business in sound financial condition? Have you seen audited year-end financial statements for the business? Have you reviewed the most recent statements? Have you reviewed the business's last five tax returns? Have you seen copies of all of the business's current contracts? Is the business now, or has it ever been, under investigation by any government agency? If so, what is the status of any current investigation? What were the results of any past investigation?",null,"Checklist Evaluation to Buy a Business","1",28,"doc","https://templates.business-in-a-box.com/imgs/1000px/checklist_evaluation-to-buy-a-business-D326.png","https://templates.business-in-a-box.com/imgs/250px/326.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#326.xml",{"title":6,"description":6},[16,19],{"label":17,"url":18},"Finance & Accounting","/templates/finance-accounting/",{"label":20,"url":21},"Buy & Sell Shares","/templates/buy-sell-shares/","checklist evaluation to buy a business","Checklist Evaluation to Buy a Business Template","https://templates.business-in-a-box.com/imgs/400px/326.png","https://templates.business-in-a-box.com/imgs/600px/326.png",[27,16,19],{"label":28,"url":29},"Templates","/templates/",[31,32,35],{"label":28,"url":29},{"label":33,"url":34},"Administration","/templates/business-administration/",{"label":36,"url":37},"Business Analysis","/templates/business-analysis/",[39,43,47,51,55,59,63,67,71,75,79,83,87,105,123,137,152,166],{"label":40,"url":41,"thumb":42,"extension":10},"Checklist Sales Rep Evaluation","/template/checklist-sales-rep-evaluation-D1416","https://templates.business-in-a-box.com/imgs/250px/1416.png",{"label":44,"url":45,"thumb":46,"extension":10},"Proposal to Buy a Business","/template/proposal-to-buy-a-business-D338","https://templates.business-in-a-box.com/imgs/250px/338.png",{"label":48,"url":49,"thumb":50,"extension":10},"Checklist Sale of a Business","/template/checklist-sale-of-a-business-D327","https://templates.business-in-a-box.com/imgs/250px/327.png",{"label":52,"url":53,"thumb":54,"extension":10},"How To Buy A Small Business","/template/how-to-buy-a-small-business-D13155","https://templates.business-in-a-box.com/imgs/250px/13155.png",{"label":56,"url":57,"thumb":58,"extension":10},"Checklist Business Deductions","/template/checklist-business-deductions-D304","https://templates.business-in-a-box.com/imgs/250px/304.png",{"label":60,"url":61,"thumb":62,"extension":10},"Checklist Business Insurance","/template/checklist-business-insurance-D12993","https://templates.business-in-a-box.com/imgs/250px/12993.png",{"label":64,"url":65,"thumb":66,"extension":10},"Business Partnership Checklist","/template/business-partnership-checklist-D12962","https://templates.business-in-a-box.com/imgs/250px/12962.png",{"label":68,"url":69,"thumb":70,"extension":10},"Business Management Checklist","/template/business-management-checklist-D12941","https://templates.business-in-a-box.com/imgs/250px/12941.png",{"label":72,"url":73,"thumb":74,"extension":10},"Business Licenses Checklist","/template/business-licenses-checklist-D13150","https://templates.business-in-a-box.com/imgs/250px/13150.png",{"label":76,"url":77,"thumb":78,"extension":10},"Checklist Business Social Media Profile","/template/checklist-business-social-media-profile-D13170","https://templates.business-in-a-box.com/imgs/250px/13170.png",{"label":80,"url":81,"thumb":82,"extension":10},"Manager Evaluation","/template/manager-evaluation-D13843","https://templates.business-in-a-box.com/imgs/250px/13843.png",{"label":84,"url":85,"thumb":86,"extension":10},"Self-Evaluation","/template/self-evaluation-D695","https://templates.business-in-a-box.com/imgs/250px/695.png",{"description":88,"descriptionCustom":6,"label":89,"pages":8,"size":90,"extension":10,"preview":91,"thumb":92,"svgFrame":93,"seoMetadata":94,"parents":96,"keywords":103,"url":104},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: LETTER OF INTENT FOR PURCHASE OF COMPUTER EQUIPMENT Dear [Contact name], [YOUR COMPANY NAME] intends to purchase certain computer hardware from [SELLER]. The purpose of this Letter of Intent is to summarize our discussions to date and to confirm our respective intentions with respect to the proposed transaction. [YOUR COMPANY NAME] intends to purchase from [SELLER] the [Model] computer. The purchase price for the [Model] model shall be the lower of [Amount] or whatever better price [SELLER] is able to extend to [YOUR COMPANY NAME]. [YOUR COMPANY NAME] and [SELLER] will use their best efforts to conclude a contract on or before [Date].","Letter of Intent for Purchase of Computer Equipment",513,"https://templates.business-in-a-box.com/imgs/1000px/letter-of-intent-for-purchase-of-computer-equipment-D1148.png","https://templates.business-in-a-box.com/imgs/250px/1148.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#1148.xml",{"title":95,"description":6},"letter of intent for purchase of computer equipment",[97,100],{"label":98,"url":99},"Production & Operations","production-operations",{"label":101,"url":102},"Equipment Agreement","equipment-agreement","letter intent for purchase computer equipment","/template/letter-of-intent-for-purchase-of-computer-equipment-D1148",{"description":106,"descriptionCustom":6,"label":107,"pages":108,"size":109,"extension":10,"preview":110,"thumb":111,"svgFrame":112,"seoMetadata":113,"parents":114,"keywords":121,"url":122},"TABLE OF CONTENTS Pages 1. INTERPRETATION 5 1.1 Definitions 5 1.2 Generally Accepted Accounting Principles 7 1.3 Headings and References 7 1.4 Extended Meanings 7 1.5 Schedules 7 1.6 Currency 7 1.7 Tender 7 1.8 Performance on Holidays 7 1.9 Calculation of Time 7 1.10 Ordinary Course 7 1.11 \"Material\" and \"Materially\" Defined 7 2. PURCHASE AND SALE 7 2.1 Purchase and Sale and Purchase Price 7 2.1.1 Term and Conditions 7 2.1.2 The Purchase Price shall be paid and satisfied as follows: 7 2.2 Adjustments 7 2.2.1. Net Worth Determination 7 2.2.2. Final Determination of Purchase Price 7 2.2.3. Disputes 7 2.3 Closing 7 2.4 Allocation of Purchase Price 7 2.5 General Adjustments 7 2.6 Accounts Receivable 7 2.7 Liabilities Not Assumed 7 2.8 Transfer Taxes 7 2.9 Non-Assignable Contracts 7 2.10 Increase in Rent on Assignment 7 3. REPRESENTATIONS AND WARRANTIES 7 3.1. Representations and Warranties of the Vendor 7 3.1.1 Corporate Matters 7 3.1.2 Title to Purchased Assets 7 3.1.3 No Options 7 3.1.4 The Financial Statements 7 3.1.5 Undisclosed Liabilities 7 3.1.6 Absence of Changes 7 3.1.7 Absence of Unusual Transactions 7 3.1.8 Tax Matters 7 3.1.9 Books and Records 7 3.1.10 Leases, Material Contracts, etc. 7 3.1.11 Accounts Receivable 7 3.1.12 Consents, Approvals, Etc. 7 3.1.13 Absence of Guarantees 7 3.1.14 Restrictions on Business 7 3.1.15 Absence of Conflicting Agreements 7 3.1.16 Compliance with Applicable [YOUR COUNTRY LAW] 7 3.1.17 Employees 7 3.1.18 Collective Agreements 7 3.1.19 Benefit Plans 7 3.1.20 Litigation 7 3.1.21 Insurance 7 3.1.22 Leases 7 3.1.23 Premises 7 3.1.24 No Expropriation 7 3.1.25 Leased Equipment 7 3.1.26 Licenses 7 3.1.27 Intellectual Property Rights 7 3.1.28 Assets 7 3.1.29 Inventories 7 3.1.30 Forward Commitments 7 3.1.31 Copies of Documents 7 3.1.32 Residency 7 3.1.33 Environmental Matters 7 3.1.34 Occupational Health and Safety 7 3.1.35 Workers' Compensation 7 3.1.36 Disclosure 7 3.1.37 Obligations to Customers 7 3.1.38 Retail Outlets 7 3.2. Representations and Warranties of the Purchaser 7 3.2.1 Incorporation 7 3.2.2 Corporate Power and Due Authorization 7 3.2.3 Enforceability of Obligations 7 3.2.4 Absence of Conflicting Agreements 7 3.2.5 Consents and Approvals 7 3.3. Interpretation 7 3.4. Commission 7 3.5. Qualification of Representations and Warranties 7 3.6. Non-Waiver 7 3.7. Survival of Representations and Warranties of the Vendor 7 3.8. Survival of Representations and Warranties of Purchaser 7 3.9. Knowledge of the Vendor 7 4. OTHER COVENANTS OF THE [COMPANY NAME] 7 4.1. Conduct of Business Prior to Closing 7 4.2. Conduct Business in Ordinary Course 7 4.3. Contracts 7 4.4. Continue Insurance 7 4.5. Comply with [YOUR COUNTRY LAW] 7 4.6. Taxes 7 4.7. Employees 7 4.8. Material Changes 7 4.9. Liens 7 4.10. Action by Vendor 7 4.11. Capital Expenditures 7 4.12. [SPECIFY] Claim 7 4.13. Conduct of Business Prior to Closing 7 4.14. Lease Consents and Estoppel Certificates 7 4.15. Consents and Waivers 7 4.16. Access for Investigation 7 4.17. Delivery of Books and Records 7 4.18. Accounts Receivable 7 4.19. Discharge of Obligations 7 4.20. Cooperation 7 4.21. Employees 7 4.21.1. Offer of Employment 7 4.21.2. Employment Process 7 4.21.3. Indemnification for Severance Claims of Non-Hired Employees 7 4.21.4. Claims Re: Employment Prior to Closing 7 4.21.5. Benefit Plans 7 4.21.6. Termination after Time of Closing 7 4.22. Pension Plan for Employees 7 4.23. Actions to Satisfy Closing Conditions 7 4.24. Disclosure 7 4.25. Injunctions 7 4.26. Action by the Vendor 7 4.27. Competition Act 7 4.28. Bulk Sales Legislation and Provincial Legislation 7 4.29. Consignment Goods and Contractual Rights 7 4.30. [DATE] Financial Statements 7 4.31. Purchaser Radius Clauses 7 5. INDEMNIFICATION 7 5.1 Definitions 7 5.2 Indemnification by the Vendor 7 5.3 Indemnification by the Purchaser 7 5.4 Notice of and the Defense of Third Party Claims 7 5.5 Assistance for Third Party Claims 7 5.6 Settlement of Third Party Claims 7 5.7 Direct Claims 7 5.8 Failure to Give Timely Notice 7 5.9 Payment and Interest 7 5.10 Limitation 7 5.11 Rights in Addition 7 5.12 Survival 7 5.13 Subsequent Recovery 7 5.14 Subrogation 7 5.15 Letter of Credit 7 5.16 Notices to Escrow Agent 7 6. CONDITIONS PRECEDENT 7 6.1 Purchaser's Conditions 7 6.2 Accuracy of Representations and Performance of Covenants 7 6.3 Consents to Assignments 7 6.4 No Material Adverse Change 7 6.5 Litigation 7 6.6 Receipt of Closing Documentation 7 6.7 Non-Competition Agreement 7 6.8 Opinion of Counsel for Vendor 7 6.9 Approval of Board of Directors 7 6.10 Management Agreement 7 6.11 Space and Facilities Agreement 7 6.12 Trade Mark License Agreement 7 6.13 Trade Mark Assignment 7 6.14 Cancellation of Certain Agreements 7 6.15 Environmental Audit 7 6.16 Escrow Agreement 7 6.17 Minimum Number of Leases 7 6.18 Vendor's Conditions 7 6.18.1. Accuracy of Representations and Performance of Covenants 7 6.18.2. Litigation 7 6.18.3. Opinion of Counsel for Purchaser 7 6.18.4. Competition Act 7 6.18.5. Minimum Number of Leases 7 6.18.6. Approval of [SPECIFY] Board of Directors 7 6.18.7. Escrow Agreement 7 6.18.8. Management Agreement 7 6.19 Waiver 7 6.20 Failure to Satisfy Conditions 7 6.21 Destruction or Expropriation 7 7. POST CLOSING OPERATIONS 7 7.1 Failure to Obtain Consent to Assignment of Lease 7 7.1.1. If with respect of any Lease described in Schedule [SPECIFY], the Vendor is unable to obtain any necessary consent, substantially in form or forms approved or deemed approved pursuant to subsection 4.1.10, to the assignment thereof to the Purchaser as herein contemplated at the Time of Closing (a \"Non-Assignable Lease\"), then the Non-Assignable Lease shall not be assigned and the Purchaser shall, in accordance with the terms of a management agreement to be entered into by the parties at Closing, manage the Business as it is carried on at the location covered by the Non-Assignable Lease for the account of the Vendor provided that such agreement does not result in a violation of any Applicable [YOUR COUNTRY LAW] or result in the early termination of the Non-Assignable Lease. 7 7.2 Delivery of Space and Facilities Agreement 7 7.3 Release of Vendor from Lease Covenants 7 7.4 No Hiring of Employees 7 7.5 Access for Taxes 7 7.6 Volume Rebates 7 7.7 Remediation of Certain Outstanding Phase I Violations 7 8. GENERAL 7 8.1 Further Assurances 7 8.2 Time of the Essence 7 8.3 Expenses 7 8.4 Benefit of the Agreement 7 8.5 Entire Agreement 7 8.6 Amendments and Waiver 7 8.7 Assignment 7 8.8 Notices 7 8.9 Confidentiality 7 8.10 Governing [YOUR COUNTRY LAW] 7 8.11 Attornment 7 8.12 Counterparts 7 ASSET PURCHASE AGREEMENT This Asset Purchase Agreement (the \"Agreement\") is effective [DATE], BETWEEN: [YOUR COMPANY NAME] (the \"Purchaser\"), a company organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] AND: [COMPANY NAME] (the \"Vendor\"), a company organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [COMPLETE ADDRESS] WHEREAS the Vendor, through its [COMPANY NAME], is in the [SPECIFY] business; AND WHEREAS the Vendor desires to sell and the Purchaser desires to purchase as a going concern the undertaking and substantially all of the assets relating to the business of the Vendor's [COMPANY NAME], upon and subject to the terms and conditions hereinafter set forth; NOW THEREFORE THIS AGREEMENT WITNESSES that in consideration of the premises and the covenants and agreements herein contained the parties hereto agree as follows: INTERPRETATION Definitions In this Agreement, unless something in the subject matter or context is inconsistent therewith:","Asset Purchase Agreement For a Retail Business","71",671,"https://templates.business-in-a-box.com/imgs/1000px/asset-purchase-agreement_for-a-retail-business-D931.png","https://templates.business-in-a-box.com/imgs/250px/931.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#931.xml",{"title":6,"description":6},[115,118],{"label":116,"url":117},"Legal Agreements","business-legal-agreements",{"label":119,"url":120},"Purchase & Sale Agreements","purchase-sale-agreement","asset purchase agreement for a retail business","/template/asset-purchase-agreement-for-a-retail-business-D931",{"description":124,"descriptionCustom":6,"label":125,"pages":126,"size":127,"extension":10,"preview":128,"thumb":129,"svgFrame":130,"seoMetadata":131,"parents":132,"keywords":135,"url":136},"Asset Purchase Agreement Prepared By: Your Name Job Title Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com TABLE OF CONTENTS Pages 1 - INTERPRETATION 6 1.1 Definitions 6 Extended Meanings 9 1.3 Interpretation Not Affected by Headings 9 1.4 Applicable Law 9 1.5 Funds 9 1.6 Financial Documents 9 1.7 Invalidity 10 1.8 Business Day 10 1.9 Preamble 10 2 - PURCHASED ASSETS 10 2.1 Purchased Assets 10 2.2 Excluded Assets 11 2.3 Leases and Retention of Ownership Agreements 12 2.4 Removal of Purchased Assets 12 2.5 Forward Commitments 12 2.6 Assets Used in the Business 12 3 - PURCHASE AND SALE 12 3.1 Purchase Price 12 3.2 Default 13 3.3 Balance of Price 13 3.4 Allocation of the Purchase Price 13 3.5 No Assumption of Liabilities 13 3.6 Payment of Taxes 14 3.7 Adjustments 14 3.8 Net Worth Adjustment 14 3.9 Disagreement Regarding Adjustment of Purchase Price 14 3.10 Escrow of Purchase Price 14 4 - CLOSING AND CONDITIONS PRECEDENT TO THE SALE 15 4.1 Closing Date 15 4.2 Conditions Precedent to Closing in Favor of the Purchaser 15 4.2.1 Corporate Authorization 15 4.2.2 Statements 15 4.2.3 Truth of Representations and Warranties 15 4.2.4 Compliance with Terms and Conditions 15 4.2.5 Governmental Approvals 16 4.2.6 Approval of Purchaser's Counsel 16 4.2.7 Prohibited Actions 16 4.2.8 Delivery of Documents and Title Deeds 16 4.2.9 Legal Opinion of Seller's Counsel 16 4.2.10 Non-Competition Agreements 16 4.2.11 Residence 16 4.2.12 Bulk Sale Affidavit 17 4.2.13 Tax Election Form 17 4.2.14 Powers of Attorney 17 4.2.15 Consents 17 4.2.16 Due Diligence 17 4.2.17 No Substantial Damage or Adverse Change 17 4.2.18 No Adverse Legislation 17 4.2.19 Delivery of Documents 17 4.3 Conditions Precedent to Closing in Favor of the Seller 18 4.3.1 Letter of Credit 18 4.3.2 Truth of Representations and Warranties 18 4.3.3 Compliance with Terms and Conditions 18 4.3.4 Legal Opinion of Purchaser's Counsel 18 4.4 Risk of Loss 18 4.5 Notification 19 5 - REPRESENTATIONS AND WARRANTIES OF THE SELLER AND THE PURCHASER 19 5.1 Representations and Warranties of Seller 19 5.1.1 Due Incorporation and Qualification to Carry on Business 19 5.1.2 Binding Nature 19 5.1.3 Title of Assets 19 5.1.4 Options, Commitments 20 5.1.5 No Violation 20 5.1.6 Books and Records 20 5.1.7 Business Conducted in Ordinary Course 20 5.1.8 Leases 21 5.1.9 Uses 21 5.1.10 Work Orders 21 5.1.11 Litigation 22 5.1.12 Proprietary Rights 22 5.1.13 Infringement of Proprietary Rights 22 5.1.14 Compliance with Laws 22 5.1.15 Employment Agreements 23 5.1.16 Labour Unions 23 5.1.17 Labour Practices 23 5.1.18 Pension Plans 23 5.1.19 Restrictive Documents 24 5.1.20 Outstanding Long Term Indebtedness 24 5.1.21 Outstanding Guarantees 24 5.1.22 Insurance 24 5.1.23 Taxes 24 5.1.24 Withholdings 25 5.1.25 Condition of Purchased Assets 25 5.1.26 Clients and Supplies 25 5.1.27 Vacation Pay 25 5.1.28 Residence 25 5.1.29 Knowledge 25 5.1.30 Liabilities 26 5.1.31 Inventories 26 5.1.32 Financial Statements 26 5.1.33 Absence of Certain Developments 26 5.1.34 No Material Adverse Change 27 5.1.35 Other Agreements 27 5.1.36 Environmental Matters 28 5.1.37 Reliance 29 5.1.38 Evidence 29 5.1.39 Standard of Conduct 29 5.2 Representations and Warranties of the Purchaser 29 5.2.1 Due Incorporation 29 5.2.2 Binding Nature 29 5.2.3 No Violation 29 5.3 Survival 30 5.4 Indemnification of the Purchaser 30 5.5 Warranty Work 30 6 - EMPLOYEES 31 6.1 List of Non-Unionized Employees 31 6.2 Employment to Non-Unionized Employees 31 6.3 Claims by Non-Unionized Employees 31 6.4 Pension Plan for Employees 31 6.5 Assumption of Collective Agreement 32 6.6 List of Unionized Employees 32 6.7 Offers to Unionized Employees 32 6.8 Short Term and Long Term Disability 33 6.9 Benefit Plans 33 7 - MUTUAL COOPERATION 33 7.1 Conduct of Business Prior to Closing 33 (a) Conduct Business in Ordinary Course 33 (b) Continue Insurance 33 (c) Perform Obligations 33 7.2 Access for Investigation Prior to Closing 33 7.3 Actions to Satisfy Closing Conditions 34 7.4 Transfer of Purchased Assets 34 7.5 Assistance in Judicial Claims 35 7.6 Collection of Receivables 35 7.7 Accounts Receivable 35 7.8 Differentiation of Products 36 8 - MISCELLANEOUS 36 8.1 Successors and Assigns 36 8.2 Brokers 36 8.3 Legal Fees 36 8.4 Public Announcement 36 8.5 Entire Agreement 36 8.6 Notices 37 8.7 Time of Essence 37 8.8 Counterparts 37 9 - GUARANTEE 37 9.1 Intervention of the Guarantor 37 9.2 Indulgence 38 9.3 Disability of Purchaser 38 ASSET PURCHASE AGREEMENT This Asset Purchase Agreement (the \"Agreement\") is effective [DATE], BETWEEN: [YOUR COMPANY NAME] (the \"Purchaser\"), a company organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] AND: [FIRST PART] (the \"Company\"), a company organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [COMPLETE ADDRESS] AND: [SECOND PART] (the \"Seller\"), a company organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [COMPLETE ADDRESS] WHEREAS the Seller carries on the business of [NUMBER] WHEREAS the Seller has agreed to sell and the Purchaser has agreed to purchase certain assets relating to the Business upon the terms and conditions set forth in this Agreement. NOW, THEREFORE, IN CONSIDERATION OF THE MUTUAL COVENANTS AND AGREEMENTS HEREIN CONTAINED AND OTHER GOOD AND VALUABLE CONSIDERATION, THE [COMPANY NAME] HERETO AGREE AS FOLLOWS: INTERPRETATION Definitions Unless the subject matter or context otherwise requires: \"Affiliate\" has the meaning ascribed to the term \"affiliated corporations\" in the [COUNTRY Business Corporations Act]. \"Associate\" has the meaning ascribed to the term \"associate\" in the [COUNTRY Business Corporations Act]. \"Balance of Price\" has the meaning ascribed thereto in Section 3.1.2. \"Books and Records\" means any books and records (originals or copies thereof) of Seller relating exclusively to the Business including, without limitation, books and records relating to the purchase materials and supplies, the manufacture, assembly and processing of products, sales of products, dealings with customers and franchises, invoices, customer lists, mailing lists, suppliers lists, trademarks and trade names, financial records, personnel records (to the extent permitted by law) and taxes (excluding Seller's income tax and other tax records unrelated to the Business).","Asset Purchase Agreement","37",259,"https://templates.business-in-a-box.com/imgs/1000px/asset-purchase-agreement-D928.png","https://templates.business-in-a-box.com/imgs/250px/928.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#928.xml",{"title":6,"description":6},[133,134],{"label":116,"url":117},{"label":119,"url":120},"asset purchase agreement","/template/asset-purchase-agreement-D928",{"description":138,"descriptionCustom":6,"label":139,"pages":140,"size":90,"extension":10,"preview":141,"thumb":142,"svgFrame":143,"seoMetadata":144,"parents":146,"keywords":145,"url":151},"NON-DISCLOSURE AGREEMENT (NDA) This Non-Disclosure Agreement (the \"Agreement\") is made and effective [DATE], BETWEEN: [YOUR COMPANY NAME] (the \"Disclosing Party\"), a corporation organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] AND: [RECEIVING PARTY NAME] (the \"Receiving Party\"), an individual with his main address located at OR a corporation organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [COMPLETE ADDRESS] WHEREAS, Receiving Party has been or will be engaged in the performance of work on [DESCRIBE]; and in connection therewith will be given access to certain confidential and proprietary information; and WHEREAS, Receiving Party and Disclosing Party wish to evidence by this Agreement the manner in which said confidential and proprietary material will be treated. NOW, THEREFORE, it is agreed as follows: NON-DISCLOSURE OF CONFIDENTIAL INFORMATION Both Parties understand and agree that each Party may have access to the confidential information of the other party. For the purposes of this Agreement, \"Confidential Information\" means proprietary and confidential information about the Disclosing Party's (or it's suppliers') business or activities. Such information includes all business, financial, technical, and other information marked or designated by such Party as \"confidential\" or \"proprietary.\" Confidential Information also includes information which, by the nature of the circumstances surrounding the disclosure, ought in good faith to be treated as confidential. For the purposes of this Agreement, Confidential Information does not include: Information that is currently in the public domain or that enters the public domain after the signing of this Agreement. Information a Party lawfully receives from a third Party without restriction on disclosure and without breach of a non-disclosure obligation. Information that the Receiving Party knew prior to receiving any Confidential Information from the Disclosing Party. Information that the Receiving Party independently develops without reliance on any Confidential Information from the Disclosing Party. Each Party agrees that it will not disclose to any third Party or use any Confidential Information disclosed to it by the other Party except when expressly permitted in writing by the other Party. Each Party also agrees that it will take all reasonable measures to maintain the confidentiality of all Confidential Information of the other Party in its possession or control. TERM The term of this Agreement is [number] of [years/months] from the date of execution by both Parties. TITLE The Receiving Party agrees that all Confidential Information furnished by the Disclosing Party shall remain the sole property of the Disclosing Party. DISCLAIMER","Non Disclosure Agreement Nda","3","https://templates.business-in-a-box.com/imgs/1000px/non-disclosure-agreement-nda-D12692.png","https://templates.business-in-a-box.com/imgs/250px/12692.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12692.xml",{"title":145,"description":6},"non disclosure agreement nda",[147,148],{"label":116,"url":117},{"label":149,"url":150},"Confidentiality Agreements","confidentiality-agreement","/template/non-disclosure-agreement-nda-D12692",{"description":153,"descriptionCustom":6,"label":154,"pages":8,"size":90,"extension":10,"preview":155,"thumb":156,"svgFrame":157,"seoMetadata":158,"parents":160,"keywords":159,"url":165},"","Business Plan Canvas (One Page)","https://templates.business-in-a-box.com/imgs/1000px/business-plan-canvas-(one-page)-D12527.png","https://templates.business-in-a-box.com/imgs/250px/12527.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12527.xml",{"title":159,"description":6},"business plan canvas (one page)",[161,164],{"label":162,"url":163},"Business Plan Kit","business-plan-kit",{"label":162,"url":163},"/template/business-plan-canvas-(one-page)-D12527",{"description":167,"descriptionCustom":6,"label":168,"pages":8,"size":90,"extension":169,"preview":170,"thumb":171,"svgFrame":172,"seoMetadata":173,"parents":175,"keywords":174,"url":181},"Indicates the future financial performance of a business for a period of twelve months.","Financial Projections_12 Months","xls","https://templates.business-in-a-box.com/imgs/1000px/financial-projections_12-months-D360.png","https://templates.business-in-a-box.com/imgs/250px/360.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#360.xml",{"title":174,"description":6},"financial projections_12 months",[176,178],{"label":17,"url":177},"finance-accounting",{"label":179,"url":180},"Financial Statements","financial-statements","/template/financial-projections_12-months-D360",false,{"seo":184,"reviewer":195,"quick_facts":199,"at_a_glance":201,"personas":205,"variants":230,"glossary":253,"fields":284,"how_to_fill":335,"common_mistakes":376,"faqs":393,"industries":421,"comparisons":438,"diy_vs_pro":451,"related_template_ids_curated":464,"schema":472,"classification":474},{"meta_title":185,"meta_description":186,"primary_keyword":22,"secondary_keywords":187},"Checklist Evaluation To Buy A Business Template (Free Word)","Free business acquisition evaluation checklist template. Assess financials, operations, legal standing, and risk before buying a business. Free Word and PDF download.",[188,189,190,191,192,193,194],"business acquisition checklist","buying a business checklist","business evaluation checklist template","due diligence checklist buying a business","business purchase evaluation form","how to evaluate a business to buy","business acquisition due diligence template",{"name":196,"credential":197,"reviewed_date":198},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":200,"legal_review_recommended":182,"signature_required":182},"easy",{"what_it_is":202,"when_you_need_it":203,"whats_inside":204},"A Checklist Evaluation To Buy A Business is a structured form that guides a prospective buyer through the key areas to assess before committing to a business acquisition. This free Word download covers financials, operations, legal standing, staff, customers, and risk factors in one organized sheet you can edit online and share with your advisors.\n","Use it during the initial due diligence phase after receiving a seller's information package and before signing a letter of intent or purchase agreement. It helps you identify red flags and confirm that the business meets your criteria before spending money on professional advisors.\n","Financial performance indicators, operational health checks, legal and compliance status, customer and supplier concentration assessments, staff and management review, and a scoring or notes column for each item so you can prioritize follow-up questions.\n",[206,210,214,218,222,226],{"title":207,"use_case":208,"icon_asset_id":209},"First-time business buyers","Structuring a thorough review of a small business before making an offer","persona-small-business-owner",{"title":211,"use_case":212,"icon_asset_id":213},"Serial acquirers","Standardizing the initial screening process across multiple acquisition targets","persona-ceo",{"title":215,"use_case":216,"icon_asset_id":217},"Private equity analysts","Logging preliminary findings before commissioning formal financial due diligence","persona-investor",{"title":219,"use_case":220,"icon_asset_id":221},"Business brokers","Providing buyers with a consistent evaluation framework for listed businesses","persona-consultant",{"title":223,"use_case":224,"icon_asset_id":225},"Entrepreneurs via acquisition (ETA)","Assessing owner-operated businesses for purchase as a primary career move","persona-startup-founder",{"title":227,"use_case":228,"icon_asset_id":229},"Accountants and M&A advisors","Walking clients through a preliminary evaluation before engaging legal counsel","persona-freelancer",[231,235,238,242,245,249],{"situation":232,"recommended_template":233,"slug":234},"Buying a franchise rather than an independent business","Franchise Due Diligence Checklist","checklist-customer-due-diligence-D13916",{"situation":236,"recommended_template":125,"slug":237},"Acquiring a business through an asset purchase rather than share purchase","asset-purchase-agreement-D928",{"situation":239,"recommended_template":240,"slug":241},"Formalizing the intent to purchase after completing the checklist","Letter of Intent to Purchase a Business","letter-of-intent-for-purchase-of-computer-equipment-D1148",{"situation":243,"recommended_template":244,"slug":234},"Completing a full legal and financial audit post-LOI","Due Diligence Checklist",{"situation":246,"recommended_template":247,"slug":248},"Finalizing the transaction with binding terms","Business Purchase Agreement","asset-purchase-agreement-for-a-retail-business-D931",{"situation":250,"recommended_template":251,"slug":252},"Valuing the business using a structured financial model","Business Valuation Report","business-report-D12762",[254,257,260,263,266,269,272,275,278,281],{"term":255,"definition":256},"Due Diligence","The systematic investigation of a business's financial, legal, and operational condition before a buyer completes a purchase.",{"term":258,"definition":259},"Letter of Intent (LOI)","A non-binding document that outlines the proposed terms of a business acquisition before a formal purchase agreement is drafted.",{"term":261,"definition":262},"Seller's Discretionary Earnings (SDE)","A measure of a small business's true owner earnings, calculated by adding back the owner's compensation, personal expenses, and non-cash charges to net income.",{"term":264,"definition":265},"EBITDA","Earnings Before Interest, Taxes, Depreciation, and Amortization — a standard profitability metric used to compare businesses and set acquisition valuations.",{"term":267,"definition":268},"Customer Concentration","The degree to which a business's revenue depends on a small number of customers; high concentration (one customer exceeding 20% of revenue) is a material acquisition risk.",{"term":270,"definition":271},"Working Capital","Current assets minus current liabilities — the liquid buffer a business needs to fund day-to-day operations after the sale closes.",{"term":273,"definition":274},"Goodwill","The premium paid above the fair market value of a business's tangible assets, reflecting brand, customer relationships, and reputation.",{"term":276,"definition":277},"Earnout","A portion of the purchase price paid to the seller after closing, contingent on the business meeting agreed performance targets over a defined period.",{"term":279,"definition":280},"Accounts Receivable Aging","A report grouping outstanding customer invoices by how long they have been unpaid, used to assess collectability risk during acquisition evaluation.",{"term":282,"definition":283},"Key Person Risk","The risk that a business's revenue or operations depend heavily on one individual — typically the owner — whose departure after the sale could harm the business.",[285,290,295,300,305,310,315,320,325,330],{"name":286,"plain_english":287,"sample_language":288,"common_mistake":289},"Business overview","Basic identifying information about the target business — legal name, entity type, years in operation, industry, and location.","Business Name: [LEGAL BUSINESS NAME] | Entity Type: [LLC / S-CORP / SOLE PROPRIETOR] | Years Operating: [X] | Industry: [INDUSTRY] | Location: [CITY, STATE]","Accepting the trade name without confirming the registered legal entity name — the purchase agreement must reference the correct legal entity or the transaction can be challenged.",{"name":291,"plain_english":292,"sample_language":293,"common_mistake":294},"Reason for sale","A documented note on why the owner is selling, cross-referenced against financial trends to confirm the stated reason is consistent with the numbers.","Stated Reason for Sale: [RETIREMENT / HEALTH / RELOCATION / OTHER]. Consistent with financials? [YES / NO / NEEDS FOLLOW-UP]","Taking the seller's stated reason at face value without checking whether revenue or profit has declined in the 12–24 months before the listing.",{"name":296,"plain_english":297,"sample_language":298,"common_mistake":299},"Financial performance","Three years of revenue, gross profit, SDE or EBITDA, and net income, with a notes field flagging unusual trends or one-time items.","Revenue (3-yr): Year 1 $[X] | Year 2 $[X] | Year 3 $[X]. SDE: $[X]. Trend: [GROWING / FLAT / DECLINING]. One-time items: [DESCRIBE OR N/A]","Evaluating only the most recent year. A single strong year can mask a multi-year decline that collapses your SDE-based valuation the moment you take over.",{"name":301,"plain_english":302,"sample_language":303,"common_mistake":304},"Assets and liabilities","A summary of what physical and intangible assets are included in the sale and what debts or obligations transfer to the buyer.","Included Assets: [EQUIPMENT / INVENTORY / IP / LEASE]. Excluded Assets: [LIST]. Known Liabilities: [LOANS / PAYABLES / DEFERRED REVENUE]. Transfer of debt? [YES / NO]","Assuming all assets shown on the balance sheet transfer in an asset purchase — sellers frequently exclude specific equipment, vehicles, or IP unless explicitly listed.",{"name":306,"plain_english":307,"sample_language":308,"common_mistake":309},"Customer and revenue concentration","Identifies the top five customers by revenue percentage and flags whether the loss of any single customer would materially harm the business.","Top Customer % of Revenue: [X]%. Top 5 Customers Combined: [X]%. Contracts in place? [YES / NO / MONTH-TO-MONTH]","Overlooking month-to-month customer arrangements. Customers with no contractual obligation to stay can exit immediately after ownership changes — taking their revenue with them.",{"name":311,"plain_english":312,"sample_language":313,"common_mistake":314},"Staff and key person assessment","Headcount, roles, tenure, employment type, and whether any key employees or the owner are essential to day-to-day revenue generation.","Total Employees: [X] FT / [X] PT. Owner-dependent revenue: [YES / NO]. Key employees with retention risk: [NAME / ROLE]. Non-compete agreements in place? [YES / NO]","Failing to assess whether the owner is the primary client relationship holder. If clients follow the owner out the door, the business you buy is worth significantly less than its historical revenue suggests.",{"name":316,"plain_english":317,"sample_language":318,"common_mistake":319},"Legal and compliance status","Confirms licenses, permits, and registrations are current; flags any pending litigation, tax liens, or regulatory violations.","Required Licenses Current? [YES / NO / PENDING]. Active Litigation? [YES / NO — DESCRIBE]. Tax Liens? [YES / NO]. Compliance Violations (past 3 yrs)? [YES / NO — DESCRIBE]","Skipping a litigation check on the assumption a small business has no legal history. Undisclosed judgments and tax liens attach to the business entity and become the buyer's problem at closing.",{"name":321,"plain_english":322,"sample_language":323,"common_mistake":324},"Operational infrastructure","Evaluates whether documented processes, systems, and supplier relationships exist and can function without the current owner.","SOPs documented? [YES / PARTIAL / NO]. Key supplier contracts transferable? [YES / NO]. Technology systems: [LIST]. Owner involvement in daily ops: [HIGH / MEDIUM / LOW]","Rating a business highly because it appears profitable without confirming that operations are documented. An undocumented business is effectively sold as a personal service firm — dependent on the seller's knowledge.",{"name":326,"plain_english":327,"sample_language":328,"common_mistake":329},"Asking price and valuation sanity check","Records the asking price, the implied multiple of SDE or EBITDA, and whether comparable sales data supports the valuation.","Asking Price: $[X]. Implied SDE Multiple: [X]x. Market multiple for this industry/size: [X–X]x. Variance: [JUSTIFIED / OVERPRICED / UNDERPRICED — NOTES]","Accepting the asking price multiple without benchmarking it against industry comps. Multiples vary sharply by industry, growth rate, and owner-dependency — a 4x multiple reasonable for a SaaS business is expensive for a single-location service firm.",{"name":331,"plain_english":332,"sample_language":333,"common_mistake":334},"Transition and training plan","Documents the seller's availability and commitment to train the buyer after closing, and the duration of any transition support period.","Seller transition period: [X weeks / months]. Training included? [YES / NO]. Seller willing to sign non-compete? [YES / NO / DURATION: X months / X years]","Not securing the seller's transition commitment in writing before closing. A verbal agreement to train for 90 days is unenforceable — the seller's post-closing cooperation must be included in the purchase agreement.",[336,341,346,351,356,361,366,371],{"step":337,"title":338,"description":339,"tip":340},1,"Complete the business overview section first","Enter the legal business name, entity type, years in operation, and industry before reviewing any financial data. This anchors the rest of your evaluation to the correct legal entity.","Run a quick state business registry search to confirm the entity name and status before your first seller meeting.",{"step":342,"title":343,"description":344,"tip":345},2,"Document the stated reason for sale","Record exactly what the seller tells you, then cross-reference it against the revenue and profit trend in the financials section. Inconsistencies are your first red flag.","Ask the seller when they first decided to sell — a long-planned exit is less concerning than a sudden listing decision.",{"step":347,"title":348,"description":349,"tip":350},3,"Populate three years of financial data","Enter revenue, gross profit, SDE or EBITDA, and net income for the three most recent fiscal years. Flag one-time items (insurance payouts, PPP loans, owner salary adjustments) in the notes column.","Request tax returns, not just internal P&Ls. Discrepancies between the two are a material red flag worth investigating before proceeding.",{"step":352,"title":353,"description":354,"tip":355},4,"List all included assets and known liabilities","Write down every asset the seller claims is included in the purchase price and every liability you have confirmed. Mark items that require further documentation as 'needs confirmation.'","Ask for a physical equipment list with serial numbers — vague asset descriptions lead to post-closing disputes about what was actually sold.",{"step":357,"title":358,"description":359,"tip":360},5,"Assess customer concentration and contract status","Identify the top five customers by revenue share and note whether each is bound by a contract. Flag any single customer accounting for more than 20% of revenue as a concentration risk.","Ask the seller whether any key customers have been informed of the potential sale — surprised customers may start shopping for alternatives.",{"step":362,"title":363,"description":364,"tip":365},6,"Evaluate staff, key persons, and owner dependency","List all employees by role and tenure, then score the business on owner dependency using a simple High / Medium / Low scale. Note any employees who have expressed intent to leave.","If the owner handles more than 30% of client relationships directly, budget for a longer transition period and factor this into your offer price.",{"step":367,"title":368,"description":369,"tip":370},7,"Complete the valuation sanity check","Calculate the implied SDE or EBITDA multiple from the asking price and compare it to current industry benchmarks from a broker database or recent comparable sales.","BizBuySell and IBBA market reports publish median sale multiples by industry — use these as a quick benchmark before engaging a formal valuation firm.",{"step":372,"title":373,"description":374,"tip":375},8,"Summarize your go / no-go assessment","After completing every section, write a one-paragraph summary of your top three strengths, top three concerns, and your preliminary recommendation to proceed, pause, or pass.","Share the completed checklist with your accountant and attorney before signing an LOI — they will spot gaps you missed and may change your recommendation.",[377,381,385,389],{"mistake":378,"why_it_matters":379,"fix":380},"Evaluating only the most recent year of financials","A single strong year can mask a multi-year revenue decline or a one-time event (insurance payout, government contract) that inflates SDE and the asking price.","Always request and review three full years of tax returns alongside internal P&Ls to identify real trends rather than snapshots.",{"mistake":382,"why_it_matters":383,"fix":384},"Ignoring customer concentration risk","A business where one client generates 40% of revenue can lose nearly half its income the day that client decides not to renew after the ownership change.","Map the top five customers by revenue share and confirm whether each has a binding contract that transfers to the new owner.",{"mistake":386,"why_it_matters":387,"fix":388},"Skipping the legal and compliance check","Undisclosed tax liens, pending lawsuits, or lapsed licenses attach to the business entity and become the buyer's financial responsibility at closing.","Run a state and federal lien search and request a litigation history from the seller in writing before signing any letter of intent.",{"mistake":390,"why_it_matters":391,"fix":392},"Not documenting the seller's post-closing transition commitment","A verbal promise to train the buyer for 60 days is unenforceable — sellers who feel underpaid or disengaged after closing frequently reduce their cooperation.","Include a specific transition period, deliverables, and compensation (if any) in the purchase agreement itself, not just as an informal side arrangement.",[394,397,400,403,406,409,412,415,418],{"question":395,"answer":396},"What is a business acquisition evaluation checklist?","A business acquisition evaluation checklist is a structured form that guides a prospective buyer through the key areas to assess before making an offer on a business. It covers financials, operations, legal standing, customers, staff, and asking price, giving the buyer a consistent framework to compare multiple targets and identify red flags before committing to formal due diligence.\n",{"question":398,"answer":399},"When should I use this checklist?","Use it after receiving a seller's information package and before signing a letter of intent. It is a preliminary screening tool, not a replacement for full legal and financial due diligence. Completing it early helps you decide whether the business is worth the cost of professional advisors before you incur those fees.\n",{"question":401,"answer":402},"What is the difference between this checklist and a due diligence checklist?","This evaluation checklist is a buyer's initial screening tool — a structured way to assess whether a business is worth pursuing further. A full due diligence checklist is a comprehensive document request list issued after signing a letter of intent, covering hundreds of items across legal, financial, HR, and operational categories. The evaluation checklist comes first; due diligence follows if the evaluation is positive.\n",{"question":404,"answer":405},"How many years of financials should I review when evaluating a business?","At minimum, review three full years of financials — ideally both tax returns and internal P&Ls for each year. Three years of data lets you identify real revenue trends, distinguish one-time events from recurring income, and validate the SDE or EBITDA figure the seller is using to justify the asking price.\n",{"question":407,"answer":408},"What is SDE and why does it matter when buying a business?","Seller's Discretionary Earnings (SDE) is the total financial benefit the owner receives from the business, including salary, personal expenses run through the business, and non-cash charges like depreciation. It is the standard valuation basis for small business acquisitions because it measures the true economic benefit to a working owner. Asking prices are typically expressed as a multiple of SDE — usually 2–4x for most small businesses.\n",{"question":410,"answer":411},"What is a dangerous level of customer concentration?","Most buyers and lenders treat any single customer accounting for more than 20% of revenue as a material concentration risk. If the top five customers together generate more than 60–70% of revenue, the business is highly exposed to churn following an ownership change. Confirming whether these customers have transferable contracts is essential before making an offer.\n",{"question":413,"answer":414},"Do I need a lawyer to complete this checklist?","No — this checklist is designed for the buyer to complete independently as a preliminary screening tool. However, once you decide to proceed, you should engage an attorney before signing a letter of intent. Legal counsel is essential for reviewing the purchase agreement, confirming the legal status of the business, and structuring the transaction to limit your liability exposure.\n",{"question":416,"answer":417},"What happens after I complete the evaluation checklist?","If the business passes your initial evaluation, the next steps are typically: submit a letter of intent outlining your proposed terms, sign a non-disclosure agreement if not already in place, and begin formal due diligence with your accountant and attorney. The completed checklist becomes a useful briefing document for your advisors, showing them what you have already reviewed and what still needs verification.\n",{"question":419,"answer":420},"Can I use this checklist to evaluate multiple businesses at once?","Yes — completing a separate checklist for each target is an effective way to compare acquisition opportunities on the same criteria. Using a consistent scoring or notes column across all checklists makes it easy to rank targets by strength, concentration risk, or valuation fairness before deciding where to focus your time and advisor spend.\n",[422,426,430,434],{"industry":423,"icon_asset_id":424,"specifics":425},"Professional Services","industry-professional-services","Key person risk is the dominant concern — evaluating whether client relationships are held by the owner or by the firm is more important than asset value.",{"industry":427,"icon_asset_id":428,"specifics":429},"Retail and E-commerce","industry-retail","Inventory valuation, supplier contract transferability, and lease terms are the critical checklist fields alongside revenue trend by channel.",{"industry":431,"icon_asset_id":432,"specifics":433},"Food and Beverage","industry-food-beverage","Health and liquor license transferability, lease assignment rights, equipment condition, and seasonality-adjusted revenue are essential evaluation points.",{"industry":435,"icon_asset_id":436,"specifics":437},"Manufacturing","industry-manufacturing","Equipment age and replacement cost, supplier concentration, customer contracts, and environmental compliance history require close scrutiny during evaluation.",[439,442,445,448],{"vs":240,"vs_template_id":440,"summary":441},"letter-of-intent-to-purchase-a-business-D13508","The evaluation checklist is a private buyer tool for assessing whether to proceed. A letter of intent is a formal document sent to the seller proposing acquisition terms — price, structure, exclusivity, and due diligence period. Complete the checklist first; issue the LOI only if the evaluation supports moving forward.",{"vs":247,"vs_template_id":443,"summary":444},"business-purchase-agreement-D304","A business purchase agreement is the binding legal contract that closes the transaction. The evaluation checklist is a pre-offer screening tool with no legal effect. The checklist informs your offer terms; the purchase agreement enforces them.",{"vs":125,"vs_template_id":446,"summary":447},"asset-purchase-agreement-D12984","An asset purchase agreement governs the acquisition of specific business assets rather than the entire legal entity. The evaluation checklist covers both asset and share purchase scenarios at the screening stage — you determine which structure is appropriate after completing the evaluation and consulting an advisor.",{"vs":251,"vs_template_id":449,"summary":450},"D{BUSINESS_VALUATION_ID}","A business valuation report is a formal appraisal document produced by a certified valuator using accredited methodologies. The evaluation checklist provides a buyer's quick sanity check on asking price using publicly available multiples. The checklist screens for obvious over-pricing; the valuation report provides a defensible independent number for negotiation or financing.",{"use_template":452,"template_plus_review":456,"custom_drafted":460},{"best_for":453,"cost":454,"time":455},"Any prospective buyer conducting preliminary screening before engaging advisors","Free","2–4 hours per business evaluated",{"best_for":457,"cost":458,"time":459},"Buyers who have identified a target and want an accountant to verify financial findings before issuing an LOI","$300–$800 for a CPA review session","3–5 business days",{"best_for":461,"cost":462,"time":463},"Complex acquisitions above $1M, multi-location businesses, or regulated industries where a full QofE and legal audit is required","$5,000–$25,000+ for quality of earnings report and legal due diligence","4–8 weeks",[241,248,237,465,466,467,234,468,469,252,470,471],"non-disclosure-agreement-nda-D12692","business-plan-canvas-(one-page)-D12527","financial-projections_12-months-D360","employment-agreement_at-will-employee-D541","independent-contractor-agreement-D160","swot-analysis-D12676","strategic-planning-template-D13857",{"emit_how_to":473,"emit_defined_term":473},true,{"primary_folder":475,"secondary_folder":476,"document_type":477,"industry":478,"business_stage":479,"tags":480,"confidence":486},"business-administration","business-analysis","checklist","general","exit",[481,482,483,484,485],"buyer","m-and-a","acquisition","due-diligence","business-evaluation",0.95,"\u003Ch2>What is a Checklist Evaluation To Buy A Business?\u003C/h2>\n\u003Cp>A \u003Cstrong>Checklist Evaluation To Buy A Business\u003C/strong> is a structured form that guides a prospective buyer through the key categories to assess — financials, operations, legal standing, customers, staff, and asking price — before committing to an acquisition. It works as a systematic screening tool that replaces ad hoc conversations with a documented, repeatable process, ensuring no material risk area is overlooked during the initial evaluation phase. Each section includes a notes or status field so the buyer can flag items requiring follow-up and share findings directly with their accountant or attorney.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Walking into a business acquisition without a structured evaluation framework is one of the most expensive mistakes a buyer can make. Without it, you risk overpaying for a business whose revenue depends entirely on the departing owner, missing undisclosed tax liens that transfer to you at closing, or failing to spot a customer concentration that collapses revenue within six months of the handover. Completing this checklist before signing a letter of intent gives you the factual basis to negotiate a fair price, request the right documents during formal due diligence, and decide whether to walk away before you have spent thousands on advisors. This template condenses the essential screening criteria into a single form you can complete in a few hours — making it the lowest-cost, highest-leverage step in any business purchase process.\u003C/p>\n",1781186011875]