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What the difference between a share sale and an asset sale ?

There are two basic structures for transferring a business.  An asset sale is where the buyer purchases a collection of assets and legal rights (and sometimes liabilities) relating to the business.  An example of this might be a grocery shop business where the buyer purchases the business premises, fixtures, fittings and equipment used by the business, stock and takes on the employees.  Most transfers of small businesses are asset sales. 

The other type of business transfer is a share purchase.  This type of business transfer is only available where the business is run by a limited company.  Rather than the buyer purchase the various elements of the business from the limited company, what happens is that the buyer purchases the limited company itself by acquiring its shares.

Under an asset sale, the seller could be any of a sole trader, partnership or limited company.  However, with a share transfer, this option is only available where the business being purchased is owned by a limited company.

Both types of business transfer result in ultimate ownership of the business changing hands but there are differences in legal and tax matters concerning the two methods.

Asset sale

The types of assets, rights and liabilities which might feature in an asset sale include:

Business goodwill

Business information and records

IT systems and software

Intellectual property rights

Plant and machinery

Leasehold or freehold premises

Stock

Work in progress

The benefit (or the burden) of contracts

The parties usually agree that certain assets used by the business are excluded from the sale.  Things like cash in the bank, debts and liabilities of the business and insurance claims are usually excluded.

The key advantage of an asset sale is that the buyer and the seller have great flexibility over what is included in the sale, what is excluded and exactly how the deal can be structured.

Whilst this is an advantage, it can mean that sometimes asset sales become more complex.  One example is where leasehold property is involved.  With an asset sale, the leasehold will have to be transferred specifically to the buyer.  This means that the landlord will need to be involved in consenting to and agreeing the terms on which the lease is transferred.  It also means that there will be additional legal costs including the landlord’s legal costs to pay as part of the transaction.

Another example is where contracts need to be novated and any assets which are on hire purchase have to be transferred specifically to the buyer and where this requires consent, from the hire purchase provider.

Asset transfers will almost always be subject to the TUPE regulations which means that the contracts of employment of all employees automatically transfers to the buyer at the time of the business transfer.

A key feature of asset purchases is that the tax treatment is generally very much less favourable than a share transfer.  There is potentially a VAT liability for one or both parties and there will be a Capital Gains Tax liability on the seller.

Share sale

In UK company law, a limited company has a separate legal identity to its owners (its owners being the shareholders).  This means that when a company carried on a business, it is the limited company itself which is the owner of the various assets and rights etc that make up the business.  It is not the shareholders that are the owners of the business, it is the limited company.  With a share transfer, the business itself does not change hands.  The business is still owned by the limited company but it is the ownership of the limited company that has changed.  

What this means is that unlike with an asset sale, all aspects of the business remain exactly as they were before the transfer has taken place.  It means that assets do not have to be transferred individually, it is only ownership of the company that has changed.

The key advantage of share transfers is that there is simplicity in that there is no need to transfer any individual assets, rights or contracts etc.  So, for example, if the limited company is the tenant under a lease, the landlord of the present premises does not need to be involved because ownership of the lease has not changed.

It means that it is not necessary to identify and account for every asset and piece of equipment etc owned by the company.  It all remains in place as it was. 

A share transfer allows for a cleaner break by the sellers of the shares.  It means all liabilities etc remain with the company and they step back from all of that at the point when they have sold their particular shares.

Because the employees are still employed by the limited company, there is no need to consult and inform them under the TUPE regulations.

The seller has big tax advantages with selling shares in a company, rather than being involved in an asset sale.  In most cases there is no Capital Gains Tax to pay and the seller will usually get 100% tax relief.  The buyer in a share transfer has to pay Stamp Duty on the shares purchased at 0.5%.
Case Study : Operator Survives with Warning
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It is easy to fall foul of technical aspects of operator licencing. Whether of goods vehicles or passenger service vehicles. One commonly seen relates to disc loaning or licence lending.

An operator is generally not permitted to allow other businesses to ‘use’ the O Licence. And to deliberately do so would likely lead to revocation of the licence, and possible disqualification (perhaps indefinitely) of the legal entity or person behind the licence from holding or even applying for a licence.

Some operators, while not acting with deliberate intent, inadvertently blur the lines of who is ‘using’ or operating the vehicles. One such case was an operator (a limited company) in the North-East traffic area that we represented at the Leeds OTC public inquiry (PI) room.

Our client successfully ran ( and continues to do so) a niche business with highly bespoke heavy goods vehicles. It used several legal entities, including limited companies, to conduct its well-established business. It’s not unfair to say the business model was unusual and complex. (Although the Traffic Commissioner (TC) is not a regulator of businesses, to the extent that matters touch on O Licencing, he/she has regulatory powers to exercise against operators. ) An additional factor was that it involved a restricted licence, meaning that the vehicles could only carry the goods of the entity with the licence.

Without going into all the detail, the operator was using vehicles in such a way that raised the question of whether other legal entities were using the licence, or otherwise unlawfully benefitting from it, and carrying the goods of another entity (Who is the ‘user’ of the vehicle and the true operator can be very complex, and is determined by multiple factors).

We gave our comprehensive legal opinion on all matters that would foreseeably be raised at the hearing. This included urgent advice on an immediate change to how the company was using its vehicles; the company’s maintenance and compliance documentation; and how a different approach would be needed, particularly in respect of brake testing, daily walkarounds and defect reporting/remedying. The company was keen to learn and was receptive to our advice. This involved a site visit, email correspondence, and video-conference/telephone meetings.

All requested maintenance documentation and a business model was submitted in advance to the OTC.

At the hearing the company was able to demonstrate that it was operating vehicles within the authorised parameters. It had learned much in the build-up to the PI and was willing to implement advice - even as late as the day of the PI. The TC conducted a balancing exercise. He concluded there had been a falling-short of O Licence standards in respect of vehicle use and maintenance, and that the company was late to take on professional advice. On the other hand, new systems were in place and dramatic improvements made. OLAT courses had either been booked or completed and the services of a transport consultant were engaged. The almost inevitable regulatory action in this case was limited to a short curtailment involving some vehicles, and undertakings added to the licence. The client considered this a significantly good result considering the consequences of losing the licence or other kinds of regulatory action – which potentially had been on the cards based on the TCs public inquiry brief.
Transport Law
As with many applications or ‘regulatory’ public inquiries, the Traffic Commissioner (TC) has before her or him a set of papers prepared by their case worker. The fact a public inquiry has been convened means there are concerns. The papers alone cannot determine the TCs decision—one way or the other. It is imperative therefore that applicants or licence holders prepare their case thoroughly. If prepared properly, it will help assist the TC to make a favourable decision. If not, the TC may conclude that the case is as it appears on the papers – or even worse.

We recently represented a company that applied for an O Licence (the applicant). The matter was brought to public inquiry because of serious concerns that the new company was either a front for a company that had gone into administration, and/or a phoenix arrangement was taking place; transport manager (TM) considerations; and the application form had not been completed correctly—causing an appreciable misrepresentation of the facts (The simple filling out of the application form is the first opportunity the TC has to see anything about the applicant, including whether they are trustworthy!)

After taking instructions, we could see there was plenty of scope to prepare a strong case for the grant of the application. The applicant’s connection to a company that had gone into administration: any links were tenuous and superficial. There was no phoenix arrangement because there were no substantive connections between the two entities, or relevant individuals. The incorrectly filled-out application form was a genuine error (even though it appeared otherwise).

On the professional competence issue, we advised that a replacement TM was necessary. The originally nominated TM was, in our opinion, not suitable in this case. A TM may have the qualification, but depending on the facts, more is required, including experience, actual knowledge and other capabilities. Our client accepted our advice and contracted another TM, contingent on the grant of the licence.

Most, if not all, of the TCs case directions were fully adhered to. Documentary evidence and representations were submitted two weeks in advance.

Most of the work for the inquiry was completed beforehand. That just left the hearing. We advised on what the hearing would entail and how best to present first-person evidence. Hearings can be particularly stressful, especially if things are left last minute, or not addressed properly. In the end, this hearing was fairly straightforward and relatively short. The TC was satisfied that the evidence submitted adequately addressed concerns. Further evidence and submissions were presented at the hearing. Assurances were given, including a willingness to have conducted an independent audit. As at the date of the hearing, it was clear that the applicant had a good knowledge of O Licence compliance requirements and of their specific kind of haulage work. The application was granted with immediate effect with authorisation for several HGVs.
Transport Law
We were instructed by a business primarily involved in farming and authorised to operate six large goods vehicles

The public inquiry was called before the Traffic Commissioner to consider the operator’s repute. Revocation, suspension, curtailment of the licence, and possible disqualification, were also under consideration (under sections 26(1)(b), 26(c)(iii), 26(e) and 26(f) and 35 of the Goods Vehicles (Licensing of Operators) Act 1995.

Background: the operator (like many operators) had not understood the consequences of changing its legal entity. In this case from a sole trader to limited company. And that, generally, in such circumstances, a licence must be applied for in the name of the new legal entity.

Over the period of some months, the operator had started to run some of the business through the limited company; some thought the sole tradership. Meanwhile, one of its HGVs was stopped by DVSA at a roadside encounter. The vehicle was unfortunately given an ‘S’ marked prohibition for significant failings in its braking system. After questioning the operator, the DVSA concluded that there had been an outright change of legal entity. There were also some other less-significant shortcomings, relating to finances, daily walkaround checks, and paperwork issues .

Together, these were serious failings to overcome at PI. Much would depend on how responsive to our advice the operator and transport manager would be.

We were instructed in good time, and promptly advised on all relevant matters. DVSA had concluded there had been a categoric legal entity change, but we were able to give our opinion on this somewhat nuanced area of law. We advised that this could easily lead to the revocation of the licence, but not necessarily. A robust response would be needed in all areas and any shortcomings remedied as soon as practicably possible.

After several meetings, our client and the TM were clear on what needed to be done before the PI. We also advised on what to expect at the PI itself, including what questions might be asked. The client was responsive and we managed to adhere to the OTC deadlines. During our instructions, other matters emerged—ones not raised in the TCs PI Brief papers. We advised on these also to pre-empt further potential questioning.

The hearing went as near-to-plan as could be expected. The operator and TM were well prepared for the hearing. They were able to fully satisfy the TC on most matters raised. The TC accepted our final submissions that there had never been any attempt to deceive or gain an unfair commercial advantage (there had been no such advantage ) and that any mistakes were inadvertent. We’d submitted supporting evidence in advance.

The simple decision was that the TC curtailed the margin on the licence for two weeks. This resulted in no material disadvantage to the operator. On a balance of probabilities, the TC was satisfied that the business would be compliant as the holder of a goods vehicle operator licence. The effect was that the operator was now in a position to continue using its O’licence without interruption, and run its well-established and successful farming business.