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Eight Things To Know When Selling Your Business

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When you’re selling your business, you want to negotiate the best terms of sale possible. Usually, that means the best selling price you can get. It’s important to know the right questions to ask and things to consider when you prepare to sell your business. Here are eight things that you should know when you sell your business:

1. The value of your business

In order to sell your business for a fair price, you must know the value of your business. There’s no single rule for determining the value of a business. The value of your business depends on your income, debts, profits, physical assets and even reputation. You might use several different methods to determine the value of your business like profit multiplier, comparables and asset valuation.

Ultimately, it’s important to be able to justify what you ultimately decide is the value of your business. Expert appraisers can help you value your business objectively and accurately. You should document what you rely on for your valuation in order to share the information and discuss it with potential buyers.

2. How you’re going to divide the work during sale negotiations

It’s important to avoid putting 100 percent of your efforts into the business sale. You still have a business to run. If high-level employees put their effort into the business sale instead of running the business, sales might drop. Prospective buyers who notice the drop in sales might immediately demand a lower sales price.

Of course, negotiating the terms of the sale is going to take some time. It’s important to designate who should focus on the sale and who should focus on continued business operations. The sale of a business can take months. Remember, your business sale is a marathon and not a sprint. It’s important not to allow the sale negotiations and preparations to overshadow the continued efforts of running your business.

3. Terms of negotiation

Determining the terms just for negotiating a business sale is an effort all of its own. Before you can negotiate the terms of the sale, you must agree on the terms of negotiating the sale. You should prepare a letter of intent that defines things like confidentiality, exclusivity, due diligence, the exchange of information and a potential penalty if the deal doesn’t materialize. While a letter of intent is preliminary, it’s critically important to your business whether or not you ultimately end up making the sale. A letter of intent can protect your interests as you explore whether to make the sale.

4. Current financial information

The buyer is going to want to see your financial information. The financial information is also part of placing an accurate value on the business. As you begin preparations to sell your business, it’s important to get your financial records in order. You want to gather income statements, balance sheets and tax returns for several years.

Getting your records together as early as possible can help you deal with any questions or discrepancies that you find in your books. If there are errors, you must reconcile them. A potential buyer is going to look through your financial statements. If they notice errors, they might demand a lower selling price or refuse to continue sale negotiations. Beginning to compile your financial statements early gives you the upper hand and time to consider how you’re going to respond to unfavorable information.

5. The weaknesses of your business

Every business has their inefficiencies and vulnerabilities. It’s important to identify them so that you can respond to them as questions come up. A potential buyer is going to look at the weaknesses of your business and use them as a way to try and lower the sales price. Brainstorming what issues the buyer is going to raise allows you to think through how you can minimize negatives and defend your proposed selling price.

6. Your financial plan after the sale

If you own a business, you likely rely on the business for your income. As you negotiate a sale, you should take the time to plan through your future finances. You may continue to work for the business as an employee. You may continue to draw a salary as a consultant for several years after the sale. You might rely on the sale price for future income. It’s important to have a plan for your financial future so that you’re personally ready to sell your business.

7. How much debt you have

As you prepare to sell your business, it’s typically a good idea to minimize your debts. A high amount of debt can scare a potential buyer and lower the selling price. Identifying your debts and doing what you can to minimize them can help you raise your selling price.

8. Whether you plan to offer seller financing

Business sales often rely on financing. If you’re selling your business, you might consider financing the sale for a buyer. Of course, that’s not a decision to make lightly. You must be in a financial position to finance the sale. You must also make sure that the buyer is financially sound and likely to fulfill the terms of the sale. Because sales with financing typically sell at a higher amount than sales without financing, whether to offer to finance the sale is a serious question. While you can ultimately raise your selling price, it’s only a good idea if it makes financial sense under all the circumstances.

What you should know when you negotiate your business sale

When you decide to sell your business, there are a lot of things to know. You need to know what your business is worth. That’s typically a question that requires some investigation. You must also know how you’re going to continue to operate your business while you negotiate the sale.

Agreeing on terms for the negotiation is also a critical part of ensuring that you’re protecting your business during sale negotiations. When you negotiate the sale of your business, it can be hard to be impartial. An experienced business law attorney can help you identify potential issues and help you negotiate your business sale in the best way possible.

To schedule a consultation to find out more about the process of selling your business, call us today at 919-787-7711 or fill out our contact form.

Binding Agreements – Confidentiality and Exclusivity in a Merger and Acquisitions Transaction

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A merger or acquisition is a large business undertaking. It’s common for the parties to enter into a preliminary agreement before they negotiate the final terms. A preliminary agreement allows the parties to determine the parameters for their negotiations. They make sure that negotiations are fruitful for both parties.

Binding provisions of a preliminary agreement often include terms about confidentiality and exclusivity. Confidentiality and exclusivity terms help preserve the business interests of one or both parties during the negotiations process. Here’s what you should know about confidentiality and exclusivity in a mergers and acquisitions transaction from our mergers and acquisitions attorneys:

Do I need a confidentiality agreement for a merger or acquisition?

In a merger and acquisitions transaction, each party needs some information about the other party in order to make an informed decision about whether to go forward. Often, the information that they need is private. A confidentiality agreement lets you exchange the information you need without any negative consequences that might come along with public disclosure.

A confidentiality agreement states what information must be kept secret during the negotiations process. Both sides to the transaction may promise to keep information secret that they receive from the other side, or only one party may disclose information that needs to be kept secret. Keeping information confidential can protect trade secrets and secretive business information. It’s important to think about what information you want to be released to the world. It’s almost always in your best interests to keep at least some information confidential during and after the negotiations process. Confidentiality and exclusivity can protect your business especially if the negotiations process isn’t successful.

Should I just use a boiler plate confidentiality agreement?

A standard or boiler plate confidentiality agreement isn’t specific to your situation. There are a lot of different options for a confidentiality agreement like mutuality, rules for the destruction of sensitive information after negotiations, the scope of confidentiality, exclusions, choice of law and penalties in the event of a breach. Because a merger or acquisition is a major undertaking that involves a large sum of money, it’s always in your best interests to tailor your confidentiality agreement to meet the best interests of your business.

Things to include in a merger and acquisitions confidentiality agreement

In your confidentiality agreement, there are a number of terms to include. You want to address all of the following key provisions of a confidentiality agreement:

Identification of the parties

The parties in a confidentiality agreement are the buyer and the seller. You may call the parties the disclosing party and the recipient. Sometimes, both the buyer and the seller disclose information.

You may also want to address whether the confidentiality agreement applies to other related parties and organizations. For example, most companies need to involve attorneys and accountants in their business negotiations. You may also include your financing sources or affiliate companies in your confidentiality agreement.

Scope of confidentiality

Your confidentiality agreement should carefully define what’s confidential and what’s not. Oral statements may not be confidential, or there may be follow-up procedures that clarify if oral statements must be kept confidential. There may be handling procedures required by both parties in order to prevent unauthorized access to information. There may be exclusions for publicly known information and information that a party acquires without using confidential disclosures.

An obligation to destroy confidential information

If the merger or acquisition ultimately doesn’t materialize, the parties must decide what to do with the confidential information that has been disclosed. Naturally, the seller wants to keep the information confidential, but the buyer may need to keep some information to comply with laws and regulations. The seller might want confidential information returned but in the digital age, it may be hard to return electronically stored information. Printed information might have the opinions and mental impressions of the buying company jotted down in the margins. It’s important to agree on how to handle all of these issues as you draft your confidentiality agreement.

Choice of law in a confidentiality agreement

While you hope you don’t have to litigate your confidentiality agreement, you want to think about what happens in the event of a breach. The buyer and seller may operate in different states. You should determine what body of law you want to decide the dispute if you have to litigate your confidentiality agreement.

Penalties for breach in a confidentiality agreement

It’s important to think about what you want to happen if either party breaches a confidentiality agreement. Possible remedies might be injunctive relief or a financial penalty. Defined penalties in the event of a breach can take the uncertainty out of the process. It can also give the parties an incentive to follow the terms of the confidentiality agreement.

Exclusivity agreements in mergers and acquisitions contracts

An exclusivity agreement prevents a seller from negotiating a sale with other buyers during an agreed upon period of time. The exclusivity agreement puts a buyer in a better position because they don’t have competition during the exclusivity period. In addition, the buyer can have faith that the seller is serious about negotiating the sale. If the buyer backs out of the sale, an exclusivity agreement has cost the seller time to negotiate other offers. An exclusivity agreement is also called a “no-shop” agreement.

How to prepare an exclusivity agreement for a merger or acquisition

To prepare an effective exclusivity agreement, you must think about how much you want to agree to early on as you enter into negotiations. A seller wants to keep the exclusivity agreement as short as possible. The seller might look for an exclusivity agreement of not more than 14 days.

A buyer wants a longer exclusivity agreement like 30 or 60 days. The length of the exclusivity agreement depends on the amount of time you need to conduct due diligence and negotiate the final details. You may also negotiate automatic renewals of exclusivity as negotiations continue or even termination of exclusivity if certain events occur.

Preparing confidentiality and exclusivity agreements in mergers and acquisitions transactions

There’s no one-size-fits-all remedy for a mergers and acquisitions transaction. It’s important to think about the specific needs and interests of your business as you negotiate confidentiality and exclusivity. Both provisions are critical to protecting your business interests as well as the interests of employees, customers and other related parties.

Agreeing on the terms for negotiating an acquisition or merger can be a significant undertaking by itself. Taking the time to tailor your confidentiality and exclusivity agreements can help ensure that your business interests are protected whether or not the merger or negotiation is ultimately successful. Experienced legal counsel can help you draft an effective agreement as you enter into negotiations for your merger or acquisition contract.

Call us today or fill out our online contact form to speak with our team about your specific situation.

Starting The Transaction – Non-Binding Agreements On Primary Terms

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Most mergers and acquisitions begin with a non-binding agreement on primary terms. If you’re considering a business transaction, you might wonder how non-binding agreements on primary terms work. Primary agreements are critical to the negotiations process, but it’s important to draft them carefully in order to ensure that they have their intended effect. Here’s what you should know about non-binding agreements on primary terms in mergers and acquisitions:

What is a non-binding agreement on primary terms?

In a merger or acquisition, a non-binding agreement on primary terms is a document that lays out the rough terms of the business transaction. It allows the parties to put some terms on paper and then work to iron out the details. A non-binding agreement lays the framework for additional negotiations in hopes of finalizing the merger or acquisition.

What’s the purpose of a non-binding agreement on primary terms?

Parties enter into non-binding agreements as a way to facilitate business negotiations. A preliminary agreement allows the parties to ensure that they’re generally on the same page when it comes to the terms of the agreement. In that way, the agreement helps them ensure that there’s a good chance that their negotiations are going to be worth their while. A preliminary agreement also helps the parties agree on terms for negotiating.

What’s in a non-binding agreement on primary terms?

A non-binding agreement on primary terms may contain any number of terms. The exact language depends on the preference of the parties. A non-binding agreement on primary terms might include any of the following provisions:

  • Timeline for negotiations
  • Goal timeline to reach a final deal
  • Scope of negotiations – what entities, goods or services are up for discussion
  • A general purchase price
  • Confidentiality
  • Exclusivity
  • Choice of law for interpretation of the agreement
  • Defined damages for a violation of the agreement
  • A statement that the parties are not required to reach an agreement

Is a non-binding agreement ever binding?

Although it might seem ironic, a non-binding agreement can be binding. The entire agreement may be binding, the entire agreement may be non-binding or portions of the agreement may be binding. When you draft a non-binding preliminary agreement, it’s critical to take into account whether you want the agreement to be binding in any way. If you don’t want to require that the parties reach a final agreement, you should also consider whether you want any preliminary terms to be binding while you work on negotiating a final deal.

What parts of a non-binding agreement may be binding?

Some of the parts of a non-binding agreement that may be enforceable include:

Confidentiality

One part of a non-binding agreement on primary terms that’s often binding is a confidentiality requirement. A confidentiality agreement requires the parties to keep the negotiations a secret for a period of time. The reason for a confidentiality agreement is to prevent third parties from trying to compete for business. Even if the agreement doesn’t ultimately require the parties to reach a final deal, a confidentiality clause in a non-binding agreement can be enforceable.

Exclusivity

Most non-binding preliminary agreements require the parties to negotiate exclusively for a period of time. A party in negotiations generally can’t shop the offer around to third parties until the parties involved in negotiations have time to fully explore the possibilities for a final agreement. In addition to confidentiality requirements, exclusivity provisions require the parties to negotiate only with each other for a set period of time.

Good-faith negotiations

If a non-binding preliminary agreement contains a good-faith clause, the parties must negotiate with each other in good faith. A good-faith clause ensures that neither party wastes their time preparing information or conducting due diligence if the other party isn’t really interested in the deal. Good-faith clauses are typically binding during a negotiation period if they’re a part of the preliminary agreement.

How do I know if a non-binding preliminary agreement is enforceable?

A non-binding agreement can specifically state what terms are terms are binding and non-binding. If the agreement explicitly states what provisions are enforceable, that can go a long ways to determine whether the agreement or any of its provisions are binding. In addition, the courts look at the intent of the parties and their behavior. They look at whether the contract is ambiguous. The court interprets a non-binding agreement in the same way that they interpret any other kind of contract.

What’s the penalty if a party violates enforceable terms in a non-binding agreement?

A non-binding preliminary agreement can include liquidated damages. The parties can agree on an amount that a party has to pay if they breach the enforceable provisions of the agreement. Damages for a breach might seek to compensate the non-breaching party for the time and expense that they invest in negotiations. Damages might also try to give the non-breaching party the benefit of the bargain. The damages that apply might depend on the body of law that applies to the agreement.

Choice of law considerations

Because interpretation of a preliminary agreement often depends on the body of law that applies, each party should carefully consider whether to include a choice of law provision in their agreement. An agreement may be governed by the laws where either party is located. An agreement may be interpreted by the laws whether either business is incorporated. The parties can choose the body of law that applies by stating a choice of law provision in their agreement. A choice of law provision can take some uncertainty out of how damages might be calculated in the event of a breach. Each party to a non-binding agreement should consider how each state interprets contracts and what law they want to apply to the agreement.

Be wary of emails and electronic signatures

One thing to be aware of when you’re negotiating a preliminary non-binding agreement is emails and the prevalence of electronic signatures. Most states have laws that are quite permissive in terms of using an electronic signature to execute a binding agreement. Parties negotiating or discussing through email shouldn’t assume that what they state in email is non-binding just because it’s in an email. Remember to be clear in preliminary emails in order to avoid surprises and misunderstandings that can turn into litigation.

Using a preliminary, non-binding agreement to your benefit

A non-binding, preliminary agreement is a common and important part of most mergers and acquisitions. As you draft an agreement, it’s important to carefully consider whether you want each provision of the agreement to be enforceable. Then, it’s important to effectuate your wishes in the agreement. An experienced mergers and acquisitions attorney can help you pursue your goals and avoid pitfalls in the negotiation and drafting process. Call us today or fill out our online contact form to speak with our team about your specific situation.

What Is a Letter of Intent?

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If you’re in business or thinking of selling your business, you might hear the term “letter of intent”, or LOI. You might not know what a letter of intent is or how it can help your business. A letter of intent can be a contract, and it can also just be a statement of the future intent of the parties. It’s a written document executed by two parties that may or may not be binding. Here’s how to know when you need a letter of intent and how a letter of intent can help you in the business world:

What is a letter of intent?

A letter of intent is a written document between two parties. It can help you prepare or finalize a business deal. It outlines the major components of a business deal. A letter of intent is different from a contract because it’s often written in shorthand, and it may not be complete. Generally, it outlines the major points of a business deal between the parties so that the parties can work out the details at a future date.

What is the purpose of a letter of intent?

A letter of intent allows the parties to finalize some terms while they negotiate the remaining details of an agreement. If the parties want to begin conducting business without waiting for a complete contract, a letter of intent can give them some binding terms. In the absence of an agreement, the court might imply a contract between the parties. That can leave the terms of their business open to interpretation and uncertainty. A letter of intent allows the parties to formalize the terms they agree to right away. It allows them to state what they agree to now in hopes of negotiating a more complete agreement in the future.

How are letters of intent used in the business world?

There are multiple ways that letters of intent are typically used in the business world. First, the parties might use a letter of intent to make some of the terms of an agreement binding while they iron out the rest of the details. For example, a business might agree to merge with another company but need time to figure out details like a timeline for sale, transfer of assets and salaries for employees. The parties might use a letter of intent to memorialize their agreement and even state a selling price while leaving time for the parties to work out a timeline and other specifics.

A letter of intent might also be used to give the parties time to negotiate whether they want to enter into a deal. The parties might agree to exclusive and confidential negotiations for a period of time. They might use a letter of intent to state their intent to negotiate and also state their agreements regarding confidentiality and exclusivity. These terms can be binding. One letter of intent might look very different from another depending on the purpose of the letter.

You might use a letter of intent when you need fast performance from another party. You might use it when you have a complicated deal and you want some agreement in place before you iron out the details. A letter of intent can give you time to raise capital or do due diligence in order to decide if you want to complete a business deal.

What are the benefits of a letter of intent?

A letter of intent can be beneficial for business by giving each party the confidence to negotiate in good faith and motivation to invest resources in the negotiations. It can be a psychological boost for each party knowing that the other is serious enough about creating a deal that they want to continue negotiations. When a letter of intent helps the parties begin business quickly, it can help the parties avoid the uncertainty that comes from doing business without certain terms.

What are the drawbacks of a letter of intent?

Because of their ambiguous nature, a letter of intent is often vague. If the parties can’t agree on the final terms of the agreement, the deal might fall apart. They might engage in long negotiations for a deal that ultimately doesn’t end up happening. Alternatively, they might lock in terms that they later determine are unfavorable. The parties may also disagree on the enforceability of some or all of the letter of intent. Finally, leaks or publicity of the letter of intent may attract competing buyers or sellers.

What does a letter of intent typically contain?

A letter of intent may contain any of the following:

  • The basics – Most letters identify the parties and contain a brief statement of the deal that they hope to negotiate.
  • Confidentiality – The parties agree not to talk about the negotiation with third parties. The purpose of confidentiality is to prevent third party buyers or sellers from trying to compete.
  • Exclusive negotiations – If the parties want to negotiate only with each other, they might put an exclusivity requirement in a letter of intent. An exclusivity term can give each party confidence that the other party is present to negotiate in good faith.
  • A fee for backing out – A buyer might want a fee if the seller backs out. That can ensure that the seller negotiates in good faith and that the negotiations and due diligence that the buyer undertakes is worth their time.
  • Good faith negotiations – A requirement that the parties negotiate in good faith can encourage both parties to put their best effort into negotiations.
  • Choice of law – In a letter of intent, a choice of law provision states what state or federal law applies if the parties disagree about any terms of the letter of intent. If there’s a choice of law term, that’s the body of law that the court applies in order to decide the dispute.

Is a letter of intent enforceable?

Whether the letter of intent is enforceable comes down to the intent of the parties. In the event of a dispute, the court looks at the letter and the actions of the parties in order to determine if the parties intended for the letter of intent to be binding. One major factor the court considers is whether any terms in the letter are conditional. That is, if one of the parties only has to perform if an event occurs, the agreement likely isn’t enforceable unless the event happens. For example, if the sale of a business is conditional on the approval of shareholders, and the shareholders don’t approve, the agreement likely isn’t enforceable.

How can I make sure that my letter of intent is good?

To make sure your letter of intent does what you want it to do, it’s important to be clear on what’s enforceable and what’s not. Clearly state whether the entire agreement is enforceable or whether none of it’s enforceable. If you want only some parts of the letter to be enforceable, it’s important to clarify what parts you want to be binding. It’s also important to state what penalties you want to apply to either party if the deal falls through.

Done correctly, a letter of intent can help your business by formalizing agreeable terms and allowing the parties to move forward. If you’re considering selling your business, or if you’re looking at buying one, contact our team of experienced M&A attorneys to schedule a consultation.

How To Avoid A Federal Tax Lien (And What To Do If You Get One!)

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The last thing anyone wants to see after going to their mailbox is a notice from the Internal Revenue Service stating that there is a problem with their tax filing.  Mistakes do happen, regardless of who is preparing the return or business tax form submission. But, there are also times when numbers do not comport to government agency calculations, commonly resulting in an audit that produces circumstances the taxpayer does not expect nor want.

While tax avoidance within the guidelines is legal and acceptable, premeditated tax evasion is illegal when the Internal Revenue Service can provide sufficient evidence to press a case strongly. And when they do, they are serious. Very serious.

This leaves the audited delinquent taxpayer in a very precarious situation, to say the least, and the only recourse is to either pay up in full or retain an experienced tax attorney who understands how a tax lien can impact their estate. Here are a few steps that anyone being audited should consider.

Negotiating a Reduction During the Audit

The first step in stopping a potential tax lien is discussing the issue with the Internal Revenue Service agent during the audit. However, this should only be done with experienced legal counsel who can help mediate the discussion and evaluate the government claims based on existing tax laws. There is no code in the federal law statutes quite as extensive as the tax code, and the IRS has wide latitude when selecting a rule to apply.

Sometimes, those rules are technical and do not account for common mistakes, but sometimes minor differences could be negotiated away when the agent sees an opportunity to actually collect a significant portion of the delinquent amount in short order and settle the account quickly. This happens more often than taxpayers realize when they are honest about their return.

Bargain for an Installment Agreement

Installment agreements are a common method of settling a tax liability. An installment agreement allows the tax bill to be paid over an agreed-upon amount of time, which can work well for tax levies of under $25,000, because tax liens are not typically filed below the $25,000 threshold. However, taxes beyond the threshold can result in certain property being placed in lien and cause other issues with your estate.

Submit an Offer in Compromise

An offer in compromise, also known as an OIC, is a common method that many couples use when their tax debt is of any amount, but the delinquent taxpayer must prove they are qualified for this agreement. It is important to note that nearly two-thirds of all OIC submissions are denied. But, it can be a good faith step in getting a classification from the IRS that a debt is collectible but does not rise to the level of a lien motion.

They could also determine the tax debt is not collectible. The primary difference in these two rulings is that payments can be made toward the debt, which can help when there may be extenuating tax problems in following years, or that nothing is required to be paid. However, outstanding tax obligations are always filed against a couple’s credit report and stay in place until the debt is satisfied.

Paying in Full

The best method of settling an IRS tax debt to avoid a lien is paying the debt in full in any way possible, including applying for a loan that could make the matter one of a personal budget. While this may not work for all people, this is actually what the Internal Revenue Service prefers. This will also stop any damage the tax debt may have regarding personal credit ratings as well as ending a tax lien possibility.

One thing is for certain when dealing with the Internal Revenue Service – not paying taxes can assuredly result in final outcomes that no one wants to face. It is always important to address the problem as a serious life event, including how long it may take to emerge from the debt in good financial condition. Having an experienced estate planning and tax attorney who has dealt with estate planning issues and tax liens before can be the difference in an acceptable outcome or a lingering financial problem.

Proposed Skilled Nursing Facility Changes

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Moving a loved one into a skilled nursing facility (SNF) can be a stressful event for the patient and family. Many feel rushed and make rash decisions about placement because of the lack of information and perceived options. It is not always possible to plan for these life changes – sometimes, the need sneaks up without warning. This crisis can be further complicated with the lack of guidance excused as “patient choice”.

Using an estate planning attorney can help decipher the resident’s rights and hospital’s responsibilities. Traditionally, hospitals have cited legal restrictions as the force behind the lack of information and simply provided a list of nearby facilities for the struggling family.

Our professionals can help you sort through the language and stand firm on the resident rights for long-term treatment services. When moving a loved one from a hospital to a skilled nursing facility, you should expect more than a geographically relevant list.

The Centers for Medicare & Medicaid Services have proposed changes starting with a developed discharge plan within the first 24 hours of admittance. This plan needs to be comprehensive with the medications listed and the completed plan in place. The simple proposed changes keep a transparent communication line open from one facility to another. Patients and family members have the opportunity to review the plan in a less stressful timeframe over the course of the stay rather than making an immediate decision.

Traditionally, the decision to transfer to a patient to a skilled nursing facilities has happened in a short period – many times, even the day before. The patient and family did not have time to process the new plan let alone make a good decision, which creates a feeling of hopelessness through the lack of guidance and time. The structured collaborative plan prepares all involved for the possibility and transition.

With the openness of these revisions, the patient can be referred to a high-quality nursing home. Historically, the industry is known for overworked and stressed out nurses and staff. We can guide you through facility ratings – our team knows that the gamut of paperwork, finding quality measures, staffing history, and health inspections can be daunting.

Long-term nursing facilities usually mark the end of living in one’s home, and your loved one deserves the dignity of a voice. The increased sharing of patient information will help reduce the stress level and improve the difficult transition. Because patients, family, and health care providers work together to develop the plan, the patient and family are able to take more ownership in the decision making process.

These improved decisions improve a previously negative experience. With options, patients and their families can self-advocate and weigh the importance of a quality home that is further away versus one with a location closer to the family home.