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WILL CUSTOMER CONCENTRATION IMPACT VALUATION?


โ€œ๐Ÿฐ๐Ÿฑ% ๐—ผ๐—ณ ๐—ผ๐˜‚๐—ฟ ๐—ฟ๐—ฒ๐˜ƒ๐—ฒ๐—ป๐˜‚๐—ฒ ๐—ฐ๐—ผ๐—บ๐—ฒ๐˜€ ๐—ณ๐—ฟ๐—ผ๐—บ ๐—ผ๐—ป๐—ฒ ๐—ฐ๐˜‚๐˜€๐˜๐—ผ๐—บ๐—ฒ๐—ฟ โ€“ ๐˜„๐—ถ๐—น๐—น ๐˜๐—ต๐—ฎ๐˜ ๐—ฎ๐—ณ๐—ณ๐—ฒ๐—ฐ๐˜ ๐—ผ๐˜‚๐—ฟ ๐˜ƒ๐—ฎ๐—น๐˜‚๐—ฎ๐˜๐—ถ๐—ผ๐—ป?โ€

We sometimes see this scenario when working with business sellers to frame up their business and financials for a sale.

The answer is: Yes, it does affect valuation.

The next question is โ€œHow much?โ€ and โ€œWhat do we do about it?โ€


So hereโ€™s why it matters, and two ideas that sellers in this situation may find useful.

Bottomline: Buyers do focus a lot on customer concentration risk.


๐™๐™š๐™–๐™จ๐™ค๐™ฃ๐™จ:

1๏ธโƒฃ First, the obvious โ€“ loss of a big customer can cripple the forward earnings potential of the business

2๏ธโƒฃ This may be an indicator of the fact that the businessโ€™ sales and marketing function is not as robust. The buyer would have to invest in building this out, which would delay future growth

3๏ธโƒฃ This may also reflect in the companyโ€™s profitability โ€“ sometimes, businesses with very heavy concentration (>75%) have long-time customers who are getting highly favorable pricing (sometimes even at cost) because the business does not want to risk losing them


๐—ช๐—ต๐—ฎ๐˜ ๐—บ๐—ฎ๐—ธ๐—ฒ๐˜€ ๐˜๐—ต๐—ถ๐˜€ ๐˜„๐—ผ๐—ฟ๐˜€๐—ฒ:

1๏ธโƒฃ Lack of long-term contracts (or even annual contracts): If this is not in place, the customer in question may be โ€œre-occurringโ€ but not really recurring

2๏ธโƒฃ Risk of customer loss if the customer hears about the sale, or if the seller needs to get customer consent in the event of a sale

3๏ธโƒฃ Customer is aware that they are a primary customer for the business (meaning that the customer can continue to push for better prices over time)



๐—›๐—ผ๐˜„ ๐—ฑ๐—ผ ๐˜„๐—ฒ ๐—บ๐—ถ๐˜๐—ถ๐—ด๐—ฎ๐˜๐—ฒ ๐˜๐—ต๐—ถ๐˜€ ๐—ถ๐—ป ๐—ฎ๐—ป ๐— &๐—” ๐˜€๐—ฐ๐—ฒ๐—ป๐—ฎ๐—ฟ๐—ถ๐—ผ?


๐™ƒ๐™š๐™ง๐™š ๐™–๐™ง๐™š ๐™ฉ๐™ฌ๐™ค ๐™—๐™ช๐™จ๐™ž๐™ฃ๐™š๐™จ๐™จ ๐™จ๐™ฉ๐™š๐™ฅ๐™จ ๐™›๐™ค๐™ง ๐™ฉ๐™๐™š ๐™จ๐™š๐™ก๐™ก๐™š๐™ง ๐™ฉ๐™ค ๐™ฉ๐™–๐™ ๐™š:

1๏ธโƒฃ We strongly encourage sellers to speak to the customer and put in place some commitment agreement. Ideally a longer-term contract but at the very least, terms around minimum order volume or price.

2๏ธโƒฃ Encourage the seller to start diversifying their customer base immediately โ€“ sometimes this may mean hiring a sales team quickly or developing partnerships that can bring in revenue

There are ๐™ฉ๐™๐™ง๐™š๐™š ๐™ค๐™ฉ๐™๐™š๐™ง ๐™ˆ&๐˜ผ ๐™ฅ๐™ง๐™ค๐™˜๐™š๐™จ๐™จ-๐™ง๐™š๐™ก๐™–๐™ฉ๐™š๐™™ ๐™จ๐™ฉ๐™š๐™ฅ๐™จ that we employ, that sometimes also move the needle.

These are dependent on the specifics of the scenario.

If youโ€™re a business leader whoโ€™s contemplating a sale in the future and may have this challenge, reach out to discuss how to address the risk.



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