In this episode of Sales Logic, hosts Mark Hunter and Meridith Elliott Powell tackled a trap that many sellers fall into: focusing too narrowly on a single vertical. What looks like efficiency can actually lead to instability — and in some cases, collapse.
When Focus Turns into Fragility
Mark Hunter warned that too much concentration in one market can make even strong businesses vulnerable. He shared the example of a Kansas-based manufacturer that built aircraft fuselages for Boeing. Nearly 90% of its revenue came from that one client. When Boeing paused production, the company’s business nearly disappeared overnight.
“The problem,” Hunter explained, “isn’t expertise — it’s exposure. When your world revolves around one vertical, one change can take it all down.”
Understanding the Full Supply Chain
Meridith Elliott Powell agreed, noting that sellers who stay in one industry need to understand the entire ecosystem — not just their direct buyers.
She pointed to the hospitality sector during the pandemic. Hotels and restaurants shut down, but the companies that understood their supply chains — from cleaning suppliers to tech vendors — were the ones that found creative ways to adapt and survive.
Powell’s advice: “If you’re going to go deep into one vertical, make sure you go wide inside it, too.”
Anticipate Industry Shifts Before They Happen
Even stable industries aren’t immune to disruption. Hunter pointed to healthcare as a prime example — a field that feels solid until political or policy changes shake it up.
Powell added that the smartest sellers keep their eyes open for early warning signs. “Don’t wait for the downturn to arrive,” she said. “Start reading the shifts in your customer’s world before they do.”
Both agreed that anticipation, not reaction, separates resilient sellers from the rest.
Relationships Are the Real Safety Net
Hunter reflected on a season when nearly all his revenue came from just four major clients. Within weeks, all four were gone. The experience taught him that relationships — not contracts — determine stability.
He emphasized the importance of having multiple relationships within each account. “A big customer shouldn’t mean one contact,” he said. “It should mean ten, twenty, maybe more. That’s how you keep the business even when leadership changes.”
Expanding Experience Sharpens Sales Skills
Powell argued that sellers who only work in one space tend to lose creativity. Exposure to multiple industries brings new ideas and insights.
“When you talk to different kinds of customers,” she said, “you start connecting dots others don’t see. You bring value that goes beyond the industry you’re in.”
Hunter agreed, adding that sellers who explore new markets often become more valuable to their current clients because they can offer a cross-industry perspective.
A Healthy Balance: 70-30
To build a stable business, Hunter recommended aiming for a 70-30 balance — 70% of revenue from larger accounts, 30% from smaller ones.
That same ratio can apply to industries. Sellers who spread their work across several verticals are far less likely to suffer when one sector hits a slump. “Your smaller clients and your smaller markets,” Hunter said, “are what keep you alive when the big ones fall.”
Diversify Within and Beyond
Powell encouraged sellers to think of diversification not as abandoning their niche, but as expanding their reach within it.
“If you sell into automotive,” she explained, “look at logistics, suppliers, or tech companies that serve the same space. You already understand the challenges — you just need to broaden who you’re solving them for.”
Hunter added that building multiple relationships across departments, divisions, or geographies within one vertical also increases protection. The more connected the seller, the stronger the safety net.
Don’t Be a Vendor — Be a Partner
Both hosts agreed: sellers who are seen as replaceable will always be at risk.
“Customers fire vendors,” said Hunter, “but they don’t fire partners.”
To stay indispensable, sellers must continuously add value — sharing insights, anticipating needs, and helping clients see what’s ahead. That’s how they become trusted advisors rather than just another line item on a budget.
The Top 10 Ways to Retain Customers
- Stay in touch consistently — even when not selling.
- Build multiple relationships within every account.
- Add value with new ideas and insights.
- Share industry trends clients might not see.
- Onboard effectively — the first 90 days matter most.
- Understand your client’s customers.
- Personalize communication — make it human.
- Focus on outcomes, not discounts.
- Reward loyalty and partnership.
- Connect clients to others who can help them grow.
The Bottom Line
Relying on one vertical may feel safe, but it’s an illusion. True security comes from diversity — in industries, in clients, and in relationships.
As Mark Hunter and Meridith Elliott Powell both reminded listeners, the best salespeople aren’t just experts in one world. They’re adaptable, insightful, and ready for change.
In today’s economy, resilience isn’t built by standing still — it’s built by staying connected, curious, and diversified.
Lightning Round: Top 10 Ways to Retain Customers
Question: Jordan from Chicago asks, “I have had a bad year. I sell into Manufacturing and I have five major clients. I have taken such perfect care of them, my competition could not get in. But this year, out of nowhere, my largest got new leadership and changed vendors without even telling me? There is no way I can replace that revenue. Any advice?”
Book: Eat Their Lunch: Winning Customers Away From Your Competition by Anthony Iannarino