Commercially reasonable efforts is a contract standard that requires you to pursue an agreed-upon goal the way a sensible business in your position would, spending real money and real time on it, but without ignoring your own legitimate interests or chasing the goal past the point of economic sense. The phrase sits between promising to try and promising to succeed. It appears throughout merger agreements, licensing deals, supply contracts, and lending documents, and arguments over what it actually required are among the most fact-intensive fights in commercial litigation.
What the Standard Actually Requires
When a contract says you’ll use commercially reasonable efforts, it obligates you to take the steps a prudent business would take under comparable circumstances to accomplish the stated objective. The test is objective. A court won’t ask whether you personally felt you tried hard enough. It will ask what a similarly situated company, with similar resources and facing similar market conditions, would have done.
The standard accounts for economic reality. You’re expected to spend money, dedicate staff, and commit time, but you don’t have to pour unlimited resources into the goal. If the cost of the next step dwarfs any realistic benefit, a court is unlikely to find you breached by stopping there. The effort should be proportional to the importance of the obligation and the practical constraints you face.
One thing the standard does not do is guarantee a result. Contracts built around commercially reasonable efforts are generally treated as obligations of conduct, not obligations of outcome. If you did what a reasonable company would do and still fell short of the target, that failure alone isn’t a breach. This matters most in industries where success turns on factors no one controls, like regulatory approval or market timing.
How It Compares to Best Efforts, Reasonable Efforts, and Good Faith
Contracts use a family of efforts clauses, and deal lawyers debate the hierarchy endlessly. In theory, they line up from most to least demanding: best efforts, commercially reasonable efforts, reasonable efforts, and good faith. In practice, courts have often struggled to find meaningful daylight between them, and some have treated best efforts and commercially reasonable efforts as interchangeable.
Best Efforts
Best efforts is traditionally considered the most demanding standard. It generally requires you to pursue all reasonable avenues to the objective and to give serious weight to your counterparty’s interests under the agreement. Even so, a best efforts obligation does not require you to drive yourself into insolvency or disregard your own legitimate business interests entirely. The common belief that best efforts means “do whatever it takes regardless of cost” overstates what most courts actually require. The real difference from commercially reasonable efforts is one of emphasis: best efforts tilts the balance further toward achieving the goal, while commercially reasonable efforts gives more weight to the obligated party’s own business realities.
Reasonable Efforts
Reasonable efforts is generally seen as somewhat less demanding. Under this standard, you may need to pursue only one reasonable course of action rather than exhausting every viable option. The practical difference from commercially reasonable efforts is slim, and many courts treat the two as synonymous. The “commercially” modifier makes explicit what’s already implied: the effort is measured against business norms, not an abstract ideal.
Good Faith
Good faith is a different animal. It isn’t really an efforts standard at all. It’s a baseline obligation of honesty and fair dealing that exists in virtually every contract whether the parties mention it or not. Good faith asks whether you acted honestly and avoided undermining the deal. The efforts standards layer on top of that baseline, requiring not just honesty but actual diligence toward a specific result.
How Courts Evaluate Whether You Met the Standard
Courts look at several overlapping factors when deciding whether your efforts cleared the bar. Industry practice tends to anchor the analysis. If every other company in your sector takes a particular step when pursuing a similar goal, skipping it without justification looks bad. Going beyond what your peers typically do strengthens your position.
Beyond industry norms, courts examine the resources you actually deployed: staffing levels, budget allocations, the expertise you brought to the problem, and whether you had contingency plans when obstacles appeared. They also weigh external factors like market conditions, technical challenges, and regulatory hurdles outside your control. The assessment is fact-specific every time, which is what makes these disputes expensive and unpredictable.
A recurring theme in the case law is that courts will not accept “commercially reasonable” as a blank check to prioritize convenience over effort. If you made decisions that benefited your bottom line at the expense of the contractual objective, you’ll need to show those decisions were reasonable under the circumstances, not just expedient. A company that quietly shelved a project because a shinier opportunity appeared will have a harder time defending itself than one that scaled back after documenting genuine market headwinds.
Where the Clause Shows Up Most Often
This isn’t a niche concept confined to one industry. It appears in transactions across the economy, but a few contexts generate most of the disputes.
Mergers and Acquisitions
In M&A agreements, efforts clauses typically attach to closing conditions. A buyer might agree to use commercially reasonable efforts to obtain regulatory approval, secure financing, or satisfy other conditions necessary to close. The stakes are enormous. In the Hexion v. Huntsman dispute, the Delaware Chancery Court found that Hexion knowingly breached its obligation to use reasonable best efforts to secure financing for its merger with Huntsman, in part by taking actions that undermined its own financing commitments. The court ordered specific performance of Hexion’s covenants and made clear that damages for the breach would not be capped at the reverse termination fee. Courts take efforts obligations in deal agreements seriously and will impose real consequences for deliberate noncompliance.
Pharmaceutical and Biotech Licensing
Drug development is inherently uncertain, which makes efforts clauses essential in licensing agreements. A licensor grants rights to a compound, and the licensee promises to use commercially reasonable efforts to develop and commercialize it. Because no one can guarantee a drug will clear clinical trials, the obligation focuses on conduct: dedicating appropriate resources, hitting development milestones, maintaining adequate staffing, and keeping the program moving unless legitimate scientific or market reasons justify pausing. Disputes often center on whether a licensee quietly deprioritized a compound after acquiring a competing product.
Secured Transactions Under the UCC
The Uniform Commercial Code bakes “commercially reasonable” into the rules governing secured lending. When a borrower defaults and the lender repossesses collateral, every aspect of the sale, including timing, method, and terms, must be commercially reasonable.1Legal Information Institute. UCC 9-610 – Disposition of Collateral After Default The UCC provides safe harbors: selling through a recognized market, at the current market price, or in conformity with standard dealer practices all qualify. The fact that the creditor could have gotten a better price at a different time or through a different method doesn’t automatically make the sale unreasonable.2Legal Information Institute. UCC 9-627 – Determination of Whether Conduct Was Commercially Reasonable If the lender falls short, the borrower’s liability for any remaining deficiency can be reduced or eliminated.
Drafting a Clause That Actually Works
The biggest problem with these clauses is vagueness. When a dispute erupts, both sides point to the same four words and insist they support opposite conclusions. Precise language upfront can save enormous litigation costs later.
The most effective technique is adding a non-exclusive list of specific actions that constitute compliance. A supply agreement might state that the supplier will use commercially reasonable efforts to meet the buyer’s requirements by, among other things, maintaining factory capacity sufficient to produce a minimum number of units per month, operating facilities around the clock when necessary, and prioritizing the buyer’s orders when scheduling conflicts arise. The “among other things” language keeps the list illustrative rather than exhaustive, so the obligation isn’t limited to only those items.
Other useful additions include dollar-amount floors for required investment, deadlines tied to specific milestones, reporting obligations that force periodic disclosure of progress, and escalation procedures that bring in senior leadership or third-party mediators when progress stalls. The more objective benchmarks you build into the clause, the less a court has to guess about what the parties actually expected.
One limit on customization: the UCC provides that parties can set their own standards for measuring obligations like reasonableness, but those standards cannot be “manifestly unreasonable.”3Legal Information Institute. UCC 1-302 – Variation by Agreement A clause that purports to eliminate the reasonableness obligation altogether, or that sets a bar so low it amounts to no obligation at all, may not hold up.
Documenting Your Efforts
If you’re the party with the efforts obligation, documentation is your best insurance against a future dispute. Courts evaluate what you actually did, and memory is a poor substitute for records when a deal goes sideways years after the fact.
The core habit is straightforward: keep contemporaneous records of your decision-making. Written memos explaining why you chose one approach over another. Regular progress reports shared with your counterparty. Meeting notes from internal strategy sessions. Records of resource allocation, including budget approvals and staffing assignments. When external factors forced you to change course, like a regulatory setback or a market downturn, document those too. A paper trail showing you adapted thoughtfully to changing circumstances is far more persuasive than after-the-fact testimony about what you were thinking at the time.
Establish clear communication channels with your contract partner early. Regular reporting isn’t just good business practice; it creates a record of transparency that’s hard for the other side to attack. If your counterparty received quarterly updates showing a gradual slowdown and never objected, that silence can support your defense. If you went dark for eighteen months and then announced the project was dead, expect the other side’s lawyers to make that silence the centerpiece of their case.
What Happens If You Fall Short
Failing to meet a commercially reasonable efforts obligation is a breach of contract, and the consequences mirror what you’d expect in any breach claim: the non-breaching party can seek monetary damages, and in some cases, a court order compelling performance.
Burden of Proof
When the contract includes measurable benchmarks, missing one shifts the practical burden to the obligated party to explain why. You won’t automatically lose, but you’ll need to demonstrate that your efforts were reasonable given market conditions, technical obstacles, or other factors beyond your control. Where the contract lacks specific benchmarks, the party claiming breach typically needs to establish an objective standard drawn from industry context and then show you fell below it. Expert testimony about industry norms becomes important here, and litigation costs escalate quickly.
Available Remedies
The most common remedy is expectation damages, meaning the money the non-breaching party lost because you didn’t hold up your end. Some contracts, particularly M&A agreements, include a termination fee or liquidated damages clause that caps exposure for a breach. As Hexion demonstrated, courts can look past those caps when the breach was knowing and intentional, opening the door to full compensatory damages. Specific performance, where a court orders you to actually do what you promised, is less common but available in the right circumstances. Courts are more willing to order specific performance of discrete covenants, like an obligation to pursue financing or file a regulatory application, than to supervise an open-ended development program.
Business Interests Are Not a Free Pass
Courts recognize that a party operating under a commercially reasonable efforts obligation can weigh its own business interests when deciding how to proceed. That flexibility has limits. You can’t simply point to a more profitable alternative and claim you were commercially justified in abandoning the obligation. The question is whether your decisions reflected a genuine, documented balancing of competing considerations, or whether you just stopped trying because something better came along. The paper trail, or lack of one, usually tells the story.
The underlying principle running through all of this is that the standard asks whether your process was sound, not whether your outcome was optimal.2Legal Information Institute. UCC 9-627 – Determination of Whether Conduct Was Commercially Reasonable A different approach might have produced better results. That alone won’t make you liable. Taking steps a reasonable business wouldn’t have taken, or skipping ones it would have, is what puts you on the hook.