Blog

Our blog gives our team members a regular chance to share their insight, expertise and experience, whether on the hot topics of the day or the issues closest to their hearts. Think of this as a window into their 'little grey cells' - a chance to find out what matters most to them.

  • The five danger signs of agency M&A (and how to avoid them) - Part 2

    Posted by
    Jim Houghton on the 07 Feb 2012, 09:02

    In the last of my short series on danger signs to watch out for when considering putting your business up for sale, I looked at timing. Acting too soon and without due consideration can be more damaging to your future prospects than you could possibly imagine.

    This time round I'm going to look at over-enthusiastic buyers who may easily seduce you with their flattering words and big ideas, when in fact they may not have the structure and firepower to deliver on their promises or have simply not thought their proposition through properly.

    Watch out for first-time and inexperienced acquirers who are most likely to fit into this category. Some of them can be dangerous to you and your business quite simply because they don't have the necessary M&A experience to know how to see a deal through.

    You might find yourself spending and lot of time, resource and emotional energy getting a long way into the process only to find that this type of buyer hasn't thought about some of the obvious issues like client conflict, what your agency means for their business strategically or post deal integraton.

    Over-excited buyers will often talk about how they're looking for a presence in your market, or that you have an offering that they don't have, or that they're not in the UK and want to be there.

    When dealing with this kind of buyer, it's down to you as the agency owner to do your own due diligence in as many strategic areas as you possibly can. Due diligence isn't a one way street and it certainly isn't the sole right of the buyer. As the seller you are also perfectly at liberty to challenge the way a financial deal structure is put together if it doesn't effectively align value realisation with the agreed commercial objectives of the partnership.

  • Have your say

    Fields in bold are required