How to Document a Transaction

Purchase Order Blank

Perhaps one of the most misunderstood aspects of drafting documents relating to corporate transactions is the function of the documents themselves.  Many business owners believe two widely-held myths: (1) that the contracts signed in connection with a transaction are documents designed to be used in court if and when the deal goes sour, and (2) that in litigation over a contract, it is as least as likely that the jury or judge will find in their opponent’s favor as in the company’s favor. For these reasons, many business owners feel that the cost/benefit analysis when deciding on whether to hire and pay a lawyer to accurately document the transaction comes down clearly on the “costly” side. After all, the reasoning goes, there’s only a 50/50 shot that the company’s interpretation of the contract will prevail in court, so why pay lots of money to a lawyer up front for only a 50/50 shot of recovery later on?

 

However, corporate transactional documents are less road maps to litigation than they are memorializations of the transaction and guides to performance in the future. If a transactional document is drafted well, it will precisely delineate the responsibilities of each party going forward, and serve as a written reminder of exactly what the parties have agreed to do. This may seem self-evident, but it is surprising how often a poorly drafted or incomplete contract will actually result in confusion or bitter arguments over which party is responsible for what performance and when, all of which can lead to, rather than prevent, litigation.

Whether you conduct business with estimates, proofs, invoices, electronic orders, or purchase orders, you must identify the crucial terms for each transaction and make sure they are contained in a writing signed by the customer. These terms include:

  • What each party is supposed to do (or not do)
  • When the deadline is for doing it
  • What happens if one party doesn’t do what it is supposed to do
  • How much you are to be paid
  • When you are to be paid
  • What happens if you are not paid (e.g., are there interest charges or reimbursement for attorneys’ fees, etc.)
  • Who is responsible for payment

In many cases, businesses would do well to develop a “Master Account Agreement” which contains the so-called boilerplate terms which are common to each transaction. These terms would include such things as finance charges, reimbursement for costs of collection, limitations on your company’s liability in case something goes wrong, and where suit must be filed, among other provisions unique to your business. Once the customer signs this Master Account Agreement, each subsequent transaction can be documented by a much more simple purchase order, estimate, or even invoice containing information more specific to that particular matter. Well coordinated documentation will confirm that each transaction is governed by the terms and conditions set forth in the Master Account Agreement.

The decision to examine and reinvent the way a company does business is one of the most important decisions an owner can make. With very few exceptions, the expenditure of some upfront time and money in this effort will save tens, if not hundreds, of thousands of dollars in the years to come.

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Avoid Commodity, Distinction Is Key

Two months ago, our copier vendor called to tell us that our lease was almost up.  The purpose of the call was obvious -- they wanted to sell us a new copier.  The result of the call was a business lesson that we will use to guide us over the life of our firm. 

The end of our copier lease left us with three options:

  1. Pay off the lease
  2. Upgrade to a new copier
  3. Explore our options. 

Paying off the lease would require one final payment equivalent to about 8 of our normal, monthly payments.  By month nine, absent an unexpected mechanical meltdown, we would be home free.

Our vendor (we'll call them Oldco) clearly wanted us to choose the second option.  They were offering a lease on a newer, faster copier for a slightly lower monthly cost.  The problem was, we had no problem with the old copier.  It was fast enough, scanned well, and a slight upgrade in speed, with perhaps a better stapler, did nothing for my bottom line. 

Our choice came down to either keeping the current copier or exploring our options.  Upgrading machines with no discernable benefit made no sense. 

Our search for other options took us to Advance Business Systems.  We invited both Advance and Oldco to make a presentation.  (Not that we're offering a million dollar copier contract, but whatever the money is, it's important to us.)  Our Oldco salesman walked into the presentation with the company's president and showed us some very nice brochures on the copier upgrade.  We could slightly reduce our monthly payments while increasing the speed of our copying and scanning.  (And maybe add a hole punch...I mean who's to say?)

Advance, on the other hand, scheduled a meeting at their showroom after asking us detailed questions about how we run our practice.  At their office, we were ushered into a conference room where we were given a demonstration of how their copier could integrate with our practice management software while helping us achieve the kind of document control system we had envisioned. 

The companies provided a stark contrast.  Oldco sold copiers.  Advance sold a document management solution that happened to work through copiers.  What became apparent was that somewhere in its development, Advance had decided that anyone could sell copiers and that anyone can claim to have reliable service.  To avoid becoming a commodity, Advance had to identify how it fit into its customers' development.   It had to figure out how it was more important than the other guy and then make that distinction apparent to its customers.  

Therein lies the lesson. 

When I now look at companies, I find myself asking:  "Are they Oldco or are they Advance?"  I've asked that of my own.  In so asking, I think I've found my answer and charted the road we, as a law firm, have to travel to ensure that we never become a commodity.  

My law firm's answer to that challenge as well as my request for feedback concerning other companies and the roads they've chosen, form the basis for future posts.

 
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