Diagnostic Tool
Revenue Diversification Index
This diagnostic measures how evenly revenue is distributed across the different activities, products, services, or markets that the business operates in. It generates a diversification score that reflects whether the business operates with a broad, resilient revenue base or whether it is heavily dependent on a narrow set of income sources.
In practice, revenue concentration by segment often mirrors customer concentration but operates through a different mechanism. A business may serve many customers but generate most of its income from one product category, one geography, or one service line. If that segment is disrupted (by substitution, by regulatory change, or by competitive pressure), the entire revenue base is exposed even if the customer list appears diversified.
Understanding diversification matters because it determines the resilience of the revenue engine to changes in specific segments. A highly diversified revenue base absorbs segment-level disruption without a structural crisis, while a concentrated base transmits the full impact of any single-segment disruption directly to the profit and loss account.
Revenue segments (enter at least 3, up to 6)
First segment share as a percentage of total revenue.
Gross margin earned on this segment.
Second segment share as a percentage of total revenue.
Gross margin earned on this segment.
Third segment share as a percentage of total revenue.
Gross margin earned on this segment.
Fourth segment share if applicable.
Gross margin earned on segment 4.
Fifth segment share if applicable.
Gross margin earned on segment 5.
Total revenue to calculate absolute values per segment.
Many of the inputs requested by this diagnostic are metrics that disciplined operators typically monitor through internal management reporting. If a number requested here is not immediately available it often indicates that the current reporting structure does not isolate that metric clearly. Businesses operating with strong financial visibility normally track these figures regularly because they influence pricing decisions, supplier negotiations, operational planning, capital allocation, and risk management. Part of the work performed by MJB Strategic often involves helping companies design internal reporting structures that surface these metrics consistently so management can make better operational decisions.