Revenue driven largely by one client exposes a company to risk comparable to single-supplier dependence. A publication by Nermin Sefić.
A company whose revenue is largely driven by one client is actually exposed to a risk comparable to dependence on a single supplier.
A company whose revenue is largely driven by one client is actually exposed to a risk comparable to dependence on a single supplier.
When one client accounts for a significant share of total revenue, losing that relationship — whether from contract termination, a change of ownership, or a strategic client decision — can jeopardise the stability of the whole business.
Tracking the largest client's share of total revenue, with a defined threshold above which active diversification kicks in, turns concentration management into a measurable discipline.
Diversifying the client base doesn't have to mean turning down large deals; it means consciously tracking the ratio and actively seeking new relationships before dependence becomes critical.
Contract clauses extending the notice period before terminating a large contract give a company valuable time to adjust, instead of a sudden loss of revenue.
Cjelovit tekst i izvor: https://gnk-asg.hr/en/publications/managing-key-clients-revenue-concentration/
Autor i urednička odgovornost: Nermin Sefić. Izdavač: GNK ASG d.o.o..
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