Short answer
Relying on one major customer usually lowers value, because a single decision by that customer could remove a large share of profit while overheads stay. How much depends on the share of earnings at risk, the contract's term, termination and change of control clauses, how easily the customer could switch supplier, and how long the relationship has lasted.
Why does one customer weigh so heavily on value?
Industrial businesses often grow around one account: an OEM, a retailer's distribution centre, a mine site or a 3PL's anchor client. The work can be steady for years. But one procurement review, retender or change of ownership at the customer can end it, and the factory, the fleet and most of the staff are still there the next morning.
Because the fixed costs stay, the share of profit at risk is usually higher than the share of revenue. A large customer also has bargaining power, which often shows up as a thinner margin and longer payment terms on that account than on the rest.
What makes a dominant customer less of a risk?
- A contract with years left to run, a record of renewals, and no right to terminate for convenience on short notice.
- Terms that survive a sale of your business, so the customer's consent is not needed on a change of control.
- Price reviews that pass on material, energy and wage increases.
- Switching costs: approved supplier status, customer-specific tooling or systems, site inductions, or a lengthy requalification process.
- Several people in your business dealing with several people at the customer, not only the owner.
- A customer with a long outlook of its own, such as a mine with years of life left or a brand with stable volumes.
How do valuers and buyers price the risk?
A valuer reflects it once. A loss that is expected is taken out of maintainable earnings; a risk that may or may not happen is reflected in the capitalisation rate or in weighted scenarios. Doing both for the same customer would overstate the discount.
Buyers often deal with it in the deal itself, with part of the price deferred or paid as an earn-out if the customer stays. A valuation for a shareholder buyout, an estate or a tax purpose usually has to settle on a single figure at one date, so the risk is priced into that figure. Our article on customer concentration and business value goes further, and you can request a quote for a formal valuation. We confirm the fee in writing before we start. No hourly billing.
Read the full guide
- Manufacturing business valuationHow a manufacturing business is actually valued in Australia: what we look at, what buyers pay for, and what quietly takes value away. Independent...
- Mining services business valuationIndependent valuations for businesses that earn their living on Australian mine sites: maintenance and shutdown contractors, equipment hire, labour...
- Warehouse and storage business valuationIndependent valuations for third-party logistics providers, contract warehousing, cold and ambient storage, ecommerce fulfilment, container depots...
- Packaging business valuationIndependent valuations for packaging manufacturers: corrugated and folding carton converters, flexible film, rigid plastics, labels and printed...
- How we value industrial businessesThe methods we use, what we analyse and what the report contains.
- Fixed fees, confirmed before we startFees are priced on annual turnover. No hourly billing.
Related questions
Should I tell the valuer about a contract that may not be renewed?
Yes. The value has to reflect what is known at the valuation date, and the representation letter you sign before the report is finalised records that you have told us everything relevant. A buyer will find out in due diligence in any case.
More short answers
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Last updated . General information only, not advice about your circumstances. A valuation depends on the facts of the business and the purpose it is for.