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The sale of company units to franchisees (“refranchising”) differs from a traditional asset sale because the transaction contemplates a continuous business relationship between the parties. The basic terms of this relationship should be outlined in a letter of intent and will be contained in the provisions of the various transaction documents, including the Asset Sale Agreement (ASA), related transfer documents, such as deeds, leases, subleases, assignments, bills of sale, etc., one or more franchise agreements and, if the obligation to develop additional units is part of the transaction, a development agreement. This article continues the discussion of refranchising in last month's issue by reviewing some of the issues that the parties should consider carefully as they document their on-going relationship post closing.
Generally the seller is unwilling to modify the basic form franchise agreement and the development agreement, except if required due to factors unique to the transaction. It is a fundamental tenet of franchising that all franchisees should be treated equally so that the system can be run in a uniform manner. Buyers are often able to obtain financial concessions: for example, reductions in, or waivers for periods of time, of royalties or other payments, to compensate for marginal or underperforming units which the seller wants to sell and the buyer would not otherwise be inclined to buy. If the term of an underlying lease that is to be assigned to a buyer is less than the standard franchise agreement term, the term of the franchise may be reduced to match the remaining term under the lease.
The development agreement will have to address issues such as:
The buyer should be careful to understand the impact of “nontraditional” development by the seller in a market, especially if the buyer has paid additional consideration for “exclusive territory” rights. If the seller is permitted to continue to develop nontraditional units or to grant franchise rights for such nontraditional units, this could negatively affect the value of an “exclusive territory” provision. In this situation, the definition of “nontraditional” development becomes critical. Franchisors often seek to define units located in service stations, public facilities, or schools and/or the utilization of “express” or “limited service/menu” units as “nontraditional.” In addition, the increasing use of multibranded outlets (more than one franchise concept is housed in the same building) also could affect the buyer's market if such multibranded development is considered nontraditional.
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