A major retailer relationship is at risk.

A retailer that represents a material share of revenue has signalled a problem. It might be a range review, a rate-of-sale issue, a service failure, a margin demand, or simply a new buyer with a different view.

The exposure is rarely just the revenue. It is the operational base that revenue supports.

• The business concedes on margin to hold the listing and never recovers it.
• The account is managed by relationship rather than by data.
• Nobody has modelled what the business looks like without the account.
• Service and compliance failures are treated as operational detail rather than commercial risk.
• Concentration risk is only discussed after it becomes a problem.

• What is the true profitability of the account after all trade terms and cost to serve?
• What is the retailer's actual concern: rate of sale, margin, service, or category strategy?
• How does the range perform against the category on the measures the retailer uses?
• What is the exposure if volume reduces or the listing is lost?
• What alternatives exist, and how long would they take to build?

• Build the account fact base the negotiation actually requires.
• Fix service and compliance issues before the commercial conversation.
• Rebuild the joint plan around category performance rather than price concessions.
• Model the downside honestly and prepare for it.
• Reduce concentration risk deliberately through channel and market development.