When 70% of revenue comes from one client

Many B2B companies find themselves in this situation very naturally: a major client comes along, is satisfied, refers more work, and gradually occupies a large portion of revenue. No one plans for this to happen. But when 70% of revenue comes from one source, the risk structure has completely changed, even though the profit margins still look fine.

This article addresses a question that many B2B directors know is essential but often postpone: how to build an independent brand when all resources are focused on serving the current client?

Why this is a structural issue

Dependence on a major client is not just a revenue risk. It alters the negotiation power in a way that both parties can feel, even if no one says it.

Michael Porter describes buyer power as one of the five forces shaping industry profitability. When a customer accounts for a significant portion of a supplier's revenue, they have the power to demand lower prices, longer payment terms, priority in production schedules, and more. Suppliers find it hard to refuse because the cost of losing that customer is too high.

This does not mean that the client is difficult. They are simply using their position, as any business would. The issue is that you do not have anything to balance that out.

What can a brand do in the context of negotiation

When you have an independent brand with a clear identity in the market, attracting other customers, negotiations with major clients become different. It’s not because you become more aggressive, but because both parties know you have other options.

Plan B does not need to account for 50% of revenue to be effective. As soon as it is real and major clients know it, the balance of power in negotiations shifts. This is why large consulting firms still maintain marketing activities even when they have no shortage of work: to never be completely dependent on any one source.

A brand is not a logo. A brand is the perception customers have of you.

Marty Neumeier, The Brand Gap

The problem is that when all resources are focused on serving one client, the brand facing the outside market often does not receive investment. As a result, the company performs well but no one knows. Opportunities mainly come through referrals from current clients. And however current clients refer, that is how you will receive new clients.

Three signs your brand is in a weak position

It is not always easy to see that the brand lacks independent strength. However, there are three common signs in B2B companies in this situation.

• When introducing your company to new potential clients, you may feel the need to use that major client's name as a primary credibility proof. This is not wrong, but if that is the only argument, your independent brand position is quite weak.
• The website, promotional materials, and how employees describe the company to outsiders are all inconsistent. There is no unified language about what the company does, for whom, and how it differs from competitors.
• Whenever a major client suggests adjusting prices or terms, the first reaction in the meeting room is worry, not confidence. This signals that there is nowhere else to go.

Where to start when resources are limited

The most practical question that B2B directors often ask is: where to start when the entire team is busy running projects for the current client?

Sinh Vũ observes a more effective sequence than trying to do everything at once. First, clarify your positioning before doing anything about your brand identity. Positioning here is not a tagline or mission statement. It is a clear answer to three questions: Who do you serve specifically, what problem are you solving for them, and why do you do it better than their other options? When these three questions have consistent answers, everything that follows will be easier.

The next step is to check whether that answer is being consistently expressed externally, on the website, in documents sent to potential clients, and in how the team introduces the company. Inconsistency here is not an aesthetic error; it is a signal to the market that the company does not yet know who it is.

An independent position does not deny current clients

One concern that Sinh Vũ often hears: if we build an independent brand and seek new clients, will that major client feel undervalued?

This concern is understandable but stems from a misconception. Building an independent brand does not mean compromising the quality of service to current customers. It means the company becomes strong enough to serve multiple parties, rather than relying on one. A supplier with multiple options is still a better supplier because they do not put all their eggs in one basket and are not forced to agree to every request to maintain the relationship.

In fact, from a risk management perspective, major clients should not want their suppliers to be completely dependent on them. A one-sided dependency makes a supplier vulnerable if the contract changes, which is not beneficial for either party.

When is the right time to start

The answer is not "when things are more stable" or "when there is extra budget." A brand accumulates over time, not producing immediate results. If today 70% of revenue comes from one client and you want that situation to change in the next two years, then the work needs to start today.

Signs that you are ready to start: You have enough understanding of your next target customers to describe them specifically, not generally. Positioning does not need to be perfect from the start, but it must be clear enough to guide subsequent choices. Most importantly, there needs to be a commitment to maintain consistency over time, as that is the only way a brand accumulates real value.