You already know your agency should specialize. Everyone says it—because it’s true.
But if you’re reading this, there’s a good chance you’re only partway there. Maybe you’ve narrowed to something like “B2B tech”—but not to the point where your ideal buyer says, “We have to talk to them.” Maybe you’re still juggling legacy clients or hedging your positioning “just in case.”
That hesitation is understandable. But if you’re thinking about selling your agency in the next few years, here’s the truth: Without strong specialization, your agency may struggle to attract serious buyer interest.
Why Acquirers Care So Much About Specialization
Buyers don’t acquire agencies just to get a book of business. They want a company with a defensible market position, a repeatable model, and a pipeline that works even when the founders step back.
Specialization tells buyers:
- You have a point of view and aren’t chasing every shiny object
- You understand your market deeply enough to win consistently
- You’ve built systems and knowledge they can scale or plug into their portfolio
In contrast, a generalist agency feels fragile. Even if you’re profitable, buyers wonder:
- What happens if the founder leaves?
- Is the agency’s success based on relationships, or repeatable expertise?
- Can someone else sell this, or does it require magic?
Without clear specialization, they can’t answer those questions confidently—and they might walk away.
Common Ways Agencies Get Stuck Halfway
You probably already know the classic forms of specialization—by vertical, audience, service, or platform. But most of the trouble comes from being broad-ish or inconsistent. Here are a few patterns I see often:
1. Broad positioning that feels “safe” but isn’t. For example:
“We specialize in B2B tech”
“We help purpose-driven brands grow”
“We work with service-based businesses that want to scale”
These sound focused… until you realize they still leave you competing with hundreds (or thousands) of other agencies. If your tagline could be copied and pasted onto a competitor’s site, it’s not doing you any favors.
2. Specialized work, generalist marketing
Maybe 80% of your revenue comes from fintech SaaS clients—but your website still lists every service and case study you’ve ever offered. Or maybe your homepage says “strategy, creative, and code” instead of speaking directly to Series A/B product teams who need demand gen fast.
Buyers won’t dig to figure out what you really do. If it’s not front and center, they’ll assume you’re unfocused—or just not very good at marketing yourself.
3. Making exceptions for “good” clients
You’ve said no to misfits… except when:
- It’s a referral from a friend
- The budget is big
- They “seem like a good fit” (even though they’re not in your wheelhouse)
These exceptions might feel harmless, but they make it harder to:
- Build operational IP
- Improve your profit margins
- Describe your agency in a single sentence
The more client types you serve, the harder it is to grow without your involvement—and that’s a red flag to buyers.
“But What If We Go Too Narrow?”
This is the fear I hear most often:
“What if we specialize, and it’s the wrong thing?”
“What if we miss out on work we need to survive?”
Here’s what I tell agency leaders: Specialization isn’t permanent. It’s a bet you place for this stage of your growth.
And you don’t have to go niche overnight. You can:
- Quietly narrow your pipeline (take on fewer off-niche clients)
- Sharpen your case studies (spotlight your most desirable client type)
- Experiment with messaging on landing pages or outbound campaigns
The goal isn’t to trap yourself—it’s to send a clear signal to the clients and buyers who want exactly what you do.
And if you’re planning to sell within the next few years, that signal matters a lot.
Specialization Is Just the Beginning (But It’s Non-Negotiable)
If you’re thinking about your exit timeline, specialization isn’t the only thing that matters. But it’s the first “gate” buyers will consider—consciously or not.
Without specialization, your agency is:
- Harder to describe (by you or by referral partners)
- Harder to scale (by you or an acquirer)
- Harder to trust (by prospects and other stakeholders)
With specialization, everything gets easier:
- Marketing becomes simpler
- Delegation becomes safer
- And most importantly: acquirers start to see strategic value instead of just revenue
That’s what leads to stronger offers—and smoother transitions.
Agency Positioning Consultant Recommendations
In the early years of my consulting work, I helped agencies define their positioning. But I’ve since specialized myself—focusing on exit-readiness and executive advisory for agency leaders.
I regularly refer my clients to a handful of specialists who do excellent work on agency positioning. Most often, people choose David C. Baker at Punctuation.
Other go-to positioning specialists include Chris DuBois, Corey Quinn, Karley Cunningham, and Steve Guberman. Each of them brings a different approach—but if you’re serious about sharpening your niche, I trust them to help you do it well.
Thinking About Your Agency Exit?
You don’t have to be ready to sell next year. But if you’re imagining a future where you could sell—or step back without everything falling apart—now’s the time to start thinking like a buyer. Specialization makes a better exit possible.
When you’re ready to look beyond positioning—and assess how to make your agency truly sellable—that’s where I can help.
Question: What’s your next step regarding agency specialization?
