How Agencies Secure A Successful Deal: Everything You Need to Know

Navigating the labyrinthine world of mergers and acquisitions is no small feat, regardless of whether you’re dealing with a multi-million-pound agency or a boutique firm. Legal negotiations are the linchpin of any successful deal, often facilitated through Share Purchase Agreements (SPAs). This article aims to demystify these crucial documents and offer actionable insights for both buyers and sellers in the agency sector.

What is a Shared Purchase Agreement (SPA)?

In the realm of agency buyouts, a SPA serves as the cornerstone document that legally binds the buyer and the seller. This agreement is usually drafted after the parties have reached a preliminary understanding, often formalised through a Letter of Intent or Heads of Terms. The buyer’s legal advisors are generally responsible for preparing the initial draft.

Components of a Shared Purchase Agreement

  • Terms of the Acquisition: This section outlines the core elements of the deal, such as the purchase price, payment structure, and any contingent payments like earnouts based on future performance. It may also specify the assets and liabilities being transferred.
  • Conditions Affecting the Deal: These are often ‘subject to’ clauses that must be fulfilled for the transaction to proceed. For example, the deal might be subject to the buyer securing financing or the agency retaining key clients up to the closing date.
  • Risk Allocation: This part delineates the risks that each party assumes in the transaction. It often includes representations and warranties from both sides. For instance, the seller may warrant that the agency’s financial statements are accurate, while the buyer may certify that they have the necessary approvals to complete the purchase.
  • Non-Compete Clauses: These are stipulations that restrict the seller from engaging in a similar business within a certain geographical area and for a specified period post-acquisition. These are crucial in agency deals to protect the buyer’s investment.

Given the high stakes, it’s imperative to scrutinise each clause and negotiate any points of contention. Legal counsel should be engaged to ensure that the terms are fair, and any ambiguities should be clarified. 

Deferred Payments

In the financial structuring of agency acquisitions, deferred payments or “earnouts” are common. These are deposits made to the seller based on the agency’s future performance over a predefined period.

  • Performance Metrics: Both parties should negotiate and agree on the metrics used to measure the agency’s performance, ensuring they are realistic and achievable.
  • Earnout Duration: The length of the earnout period should be clearly defined. Longer periods may benefit the seller but could complicate matters for the buyer.
  • Caps and Floors: Consider setting upper (cap) and lower (floor) limits on the earnout payments to protect the interests of both parties.
  • Payment Schedule: Agree on the timing and structure of the payments, whether they will be made in lump sums or instalments.
  • Contingencies: Outline any contingencies that could trigger adjustments to the earnout, such as economic downturns or changes in industry regulations.
  • Post-Acquisition Restrictions: Sometimes, the earnout terms may include restrictions on the buyer, such as not making significant changes to the agency’s operations, which could impact the payment.

Seller’s Liability

Seller’s liability refers to the legal and financial responsibilities that the seller assumes in the SPA. It serves to protect the buyer from any undisclosed issues or misrepresentations related to the agency being acquired.

  • Scope: Clearly define the scope of warranties, representations, and indemnities. For instance, warranties might be limited to financial statements, while representations could cover compliance with industry regulations.
  • Duration: Negotiate the time frame during which these liabilities will be enforceable. Warranties, for example, might be limited to a period of 12 to 24 months post-closing.
  • Limitations: Consider setting limitations on the seller’s liability, either as a fixed amount or as a percentage of the purchase price. This protects the seller from disproportionate claims.
  • Survival Period: This refers to the period post-closing, during which the buyer can make claims against the seller based on the warranties, representations, or indemnities. Both parties should negotiate a reasonable survival period.
  • Materiality Scrape: This provision allows the buyer to make claims for breaches of representations or warranties, regardless of whether the breach had a material adverse effect. The inclusion or exclusion of a materiality scrape should be negotiated.
  • Basket and Cap: A “basket” sets a threshold for claims, below which the buyer cannot seek indemnification. A “cap” sets the maximum amount that can be claimed. Both should be clearly defined.
  • Dispute Resolution: Establish a mechanism for resolving disputes related to the seller’s liability, such as arbitration or litigation.

Post-Acquisition Restrictions

These are clauses that restrict the seller’s activities after the sale. These restrictions are designed to protect the buyer’s investment by preventing the seller from immediately starting a competing business or poaching clients and employees.

  • Scope of Business: Clearly define what constitutes a “competing business” to avoid future disputes. For example, if the sold agency focused on digital marketing, does the non-compete clause also cover traditional advertising?
  • Geographical Limits: The geographical scope should be reasonable. A global restriction may be considered excessive unless the agency operates worldwide.
  • Duration: The time frame should be just long enough to protect the buyer’s interests without unduly hindering the seller’s future endeavours. This often ranges from six months to two years, depending on the industry and the unique aspects of the agency.
  • Penalties: Consequences for breaching the non-compete clause should be clearly outlined. This could range from financial penalties to the reversal of certain transactional aspects of the acquisition.
  • Exemptions: If the seller plans to engage in different but related business activities post-sale (e.g. a consultancy in a related field), carve-outs should be negotiated.
  • Review Mechanism: It’s advisable to include a clause that allows for a periodic review of the non-compete terms, especially for long-duration restrictions.

Transition Period 

The period immediately following the acquisition often requires the seller’s involvement to ensure a smooth handover of operations, assets, and client relationships to the buyer.

  • Roles and Responsibilities: Clearly define what is expected of the seller during this period. This could range from client introductions to training the buyer’s team on specific operational aspects.
  • Duration: The length of the transition period should be mutually agreed upon. While shorter periods (e.g., one to three months) are common, more complex agencies may require longer durations.
  • Compensation: If the seller is providing extensive support or consultancy during the transition, negotiate appropriate compensation. This could be a fixed fee, an hourly rate, or even a performance-based bonus.
  • Exit Strategy: Outline conditions under which the transition period can be terminated early, either by the buyer or the seller. This could be based on the successful completion of certain milestones or the occurrence of specific events.
  • Non-Compete and Non-Solicitation: Ensure that any post-acquisition restrictions, like non-compete or non-solicitation clauses, are consistent with the seller’s role during the transition. For example, if the seller is expected to help with client retention, a non-solicitation clause should not interfere with this.
  • Intellectual Property: If the seller is expected to create any intellectual property during the transition, specify who will own these rights.
  • Confidentiality: Reiterate the importance of maintaining confidentiality during this sensitive period, especially if the seller will be privy to the buyer’s proprietary information.


Set-offs are specific amounts that the buyer retains from the total purchase price during an agency acquisition. These funds serve as a financial cushion against potential future liabilities or claims that may arise post-acquisition, such as undisclosed debts, legal issues, or breaches of warranties.

  • Amount: Both parties should negotiate the size of the set-off. It should be substantial enough to protect the buyer but not so large as to unfairly disadvantage the seller.
  • Duration: The time frame during which the set-off amount is held should be clearly defined. This could range from a few months to a couple of years, depending on the nature of potential liabilities.
  • Conditions for Release: Clearly outline the conditions under which the funds will be released to the seller. This could be the absence of any claims within a specified period or the achievement of certain operational milestones by the agency.
  • Interest: If the amount is held for an extended period, consider whether it will accrue interest and who will be entitled to that interest.
  • Dispute Resolution: Establish a mechanism for resolving any disputes related to the set-off, whether through arbitration, mediation, or legal proceedings.
  • Documentation: Ensure that all terms are meticulously documented in the Purchase Agreement to avoid future misunderstandings.

Guarantees and Financial Security 

Sometimes, the buyer listed in the agreement is a special-purpose entity (SPE) created solely for the acquisition. Guarantees and financial security measures provide the seller with the assurance that the buyer, or its parent company, will fulfil the financial obligations outlined in the agreement.

  • Type of Guarantee: The seller should negotiate the most secure type of guarantee that aligns with the risk profile of the transaction. Corporate guarantees are often preferred for their simplicity and directness.
  • Scope: Clearly define the scope of the guarantee, specifying what it covers. This could range from the entire purchase price to specific performance milestones.
  • Duration: Establish the time frame during which the guarantee will be valid. This should align with other time-sensitive clauses in the agreement, such as set-offs or deferred payments.
  • Trigger Events: Specify the conditions under which the guarantee can be invoked. This could include breaches of contract, failure to meet performance metrics, or other predefined criteria.
  • Financial Health: The seller should conduct due diligence on the entity providing the guarantee to ensure it has the financial stability to honour its commitments.
  • Legal Recourse: Outline the legal remedies available to the seller if the guarantee is not honoured. This could include arbitration, litigation, or specific performance.

Price Adjustments 

Price adjustments are modifications to the final acquisition price based on the financial status of the agency at the time of closing. These adjustments account for various balance sheet items, ensuring that the final price accurately reflects the agency’s value.

  • Definition and Scope: Clearly define what balance sheet items will be considered for price adjustments. This could include accounts receivable, inventory, and even intangible assets like client contracts.
  • Calculation Method: Agree on the method for calculating these items. For example, will net working capital be calculated based on a 12-month average or as of the closing date?
  • Timing: Specify when the final price adjustment will be calculated. This is usually done either at closing or shortly thereafter, once the final financial statements are available.
  • Thresholds and Caps: Consider setting minimum and maximum limits for price adjustments to protect both parties. For instance, any adjustment required below a certain threshold might be waived.
  • Dispute Resolution: Establish a mechanism for resolving disputes related to price adjustments. This could involve third-party arbitration or a mutually agreed upon financial expert.
  • Documentation: Ensure that all terms related to price adjustments are meticulously documented in the Purchase Agreement to avoid future misunderstandings.

Navigating the intricate landscape of agency acquisitions requires a multi-faceted approach that addresses legal, regulatory, and financial considerations. Below are key steps and actionable insights to guide both buyers and sellers through this complex process.

  1. Due Diligence

Thorough due diligence is essential in identifying potential legal risks and liabilities. This includes conducting background checks on the other party, reviewing financial statements, and assessing any potential legal or regulatory issues.

  1. Expert Legal Counsel

It is important to seek legal advice throughout the deal-making process. Legal professionals who specialise in agency transactions can help identify potential risks, provide guidance on mitigating them, and ensure that all necessary legal requirements are met.

  1. Regulatory Compliance

Laws and regulations are constantly evolving, and it is important for agencies to stay updated on any changes that may impact their deals. This may include changes in data protection laws, advertising regulations, or industry-specific regulations.

Regular compliance audits can help agencies identify any potential compliance issues and take corrective action. This includes reviewing internal processes and procedures, as well as conducting training and education programs for employees.

  1. Tax Considerations

Both parties should consult tax advisors to understand the full range of tax obligations, including capital gains tax and VAT, and to explore opportunities for tax-efficient deal structuring.

  1. Contractual Integrity

Contracts should be carefully reviewed to ensure that all necessary provisions are included and that the agency’s interests are protected. This includes reviewing payment terms, termination provisions, intellectual property rights, and any indemnification or liability clauses.

  1. Intellectual Property (IP)

Conduct an intellectual property audit to confirm the legal ownership and protection status of all IPs involved in the transaction. This includes reviewing trademarks, copyrights, patents, or trade secrets.

  1. Regulatory Adherence

Consult your legal team to perform a comprehensive review of your agency’s adherence to all relevant laws. This includes reviewing data protection practices, advertising regulations, and industry-specific regulations.

Negotiation Tactics to Secure the Best Deal for Agencies

When it comes to acquisitions, the art of negotiation is a critical skill that can significantly influence the outcome of a deal. Here are some advanced tactics tailored specifically for agencies:

Understand Your Reservation Point

Before entering any negotiation, it’s crucial to know your reservation point—the worst deal you’re willing to accept. This involves multiple factors, including financials, timelines, and strategic goals. Having a clear reservation point allows you to negotiate from a position of strength, helping you avoid accepting terms that would be detrimental to your agency’s future. 

Know Your BATNA

Best Alternative To a Negotiated Agreement (BATNA) serves as your safety net. Agencies should always have a plan B, such as other potential buyers or a robust plan for organic growth, to fall back on if negotiations stall. This allows you to negotiate more assertively, knowing that you have other viable options should the current deal not meet your expectations.

Utilise MESOs

Multiple Equivalent Simultaneous Offers (MESOs) involve presenting two to three different deal structures that you’re equally comfortable with. This tactic provides valuable insights into the buyer’s priorities and can be a game-changer in negotiations. MESOs allow agencies to test the waters without committing to a single path, offering flexibility to adapt the deal based on the buyer’s responses, thereby focusing the discussion on areas of mutual interest.

Flexibility in Payment Terms

While the purchase price often takes centre stage, agencies should also focus on payment structures. This could include upfront payments, earnouts based on performance metrics, or even equity stakes, offering flexibility to both parties. A diverse range of options can make the deal more attractive to different types of buyers, whether they prefer lower upfront costs or performance-based payouts. It also gives agencies flexibility in negotiating other aspects, such as post-acquisition roles or non-compete clauses, more favourably.

Psychological Preparedness

Negotiations can be emotionally taxing. Agencies should employ stress management techniques and maintain a long-term perspective to navigate this complex process effectively. Being psychologically prepared enables better decision-making, rendering you less susceptible to the pressures and manipulative tactics that can arise during negotiations. 

Leverage Multiple Bidders

Creating a competitive bidding environment can significantly increase your negotiation leverage. However, this strategy should be used judiciously to maintain credibility. Overplaying this tactic could make you appear indecisive or opportunistic, potentially scaring away serious buyers. Therefore, it’s crucial to balance the benefits of multiple offers with the need to build a strong relationship with each potential buyer.

Honesty and Transparency

Misrepresentations can lead to deal breakdowns or legal issues post-acquisition. Agencies should be upfront about their capabilities, limitations, and expectations. Being transparent from the get-go establishes a foundation of trust, which can be a significant advantage in negotiations. It also minimises the risk of post-acquisition disputes that can arise from misunderstandings or misrepresentations.

Pick Your Battles

Identify the most critical deal aspects and focus your negotiation efforts there. This could range from valuation and payment terms to post-acquisition roles and responsibilities. Prioritising key issues allows you to allocate your resources and time effectively, ensuring that you secure the best terms on the most important aspects. 

Understand the Acquirer’s Perspective

Knowing the person you’re negotiating with and their non-negotiables can provide a significant advantage. Use various methods like LinkedIn research, cold calls, and industry connections to gather this information. Understanding the acquirer’s motivations and limitations can help you tailor your proposals more effectively, increasing the likelihood of a mutually beneficial agreement.

Bundle Key Issues

Package key issues with multiple proposed solutions. This comprehensive approach ensures that nothing is left hanging and maintains trust between parties. Bundling also allows you to trade concessions across different issues, potentially making the overall deal more favourable for both parties.

Analyse Reactions

Pay close attention to the acquirer’s reactions to your proposals. Understanding why they prefer certain options over others can offer valuable insights into their priorities and constraints. Observing body language, tone, and immediate reactions can provide clues about their true feelings towards different aspects of the deal. This information can be leveraged to refine your negotiation strategy.

Expert Consultation

Engage financial advisors and legal experts specialising in agency acquisitions. Their expertise can provide invaluable insights, ensuring that you secure the most favourable terms. These professionals can identify potential pitfalls or opportunities that you may overlook, offering a more holistic view of the deal. They can also act as mediators or negotiators themselves, bringing an additional layer of expertise to the table.

Final Thoughts

Navigating the intricacies of agency acquisitions requires more than just a one-time effort; it demands a continuous commitment to mastering the legal, financial, and regulatory aspects. 

This article provides a comprehensive roadmap, from understanding the intricacies of Share Purchase Agreements to employing advanced negotiation tactics. However, the real work begins when you start applying these principles in real-world negotiations. 

The next logical step is to assemble a team of experts. These professionals can provide real-time advice tailored to your unique situation, elevating your negotiation strategy from informed to masterful. Keep abreast of evolving laws and industry trends to ensure you’re always a step ahead.

If you’re looking to delve even deeper into the financial complexities of agency acquisitions, I offer bespoke consultancy services using my 15+ years of experience to take your deal-making skills to the next level.

Alexej Pikovsky

started his career in investment banking at NOMURA in London. After completing $7bn+ M&A and financing deals, Alexej became an investor at a family office and subsequently at a multi-billion private equity fund where he gained board experience and exited a portfolio company to a listed chemicals business in Poland. End of 2019, Alexej started his founder journey, raising $4m+ from family offices and angels. Alexej is the founder of NUOPTIMA, a growth agency and also acquired, 96NORTH, a consumer brand in the USA.