Customer-Base Concentration: Implications for Firm Performance and Capital Markets

By Panos N. Patatoukas. 2012

677 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/8f222b1906442d5e8612a0fa29676c8ba02a9179

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Citations in the corpus

The Effects of Major Customer Networks on Supplier Profitability (2017, methodology): “The economic behavior and outcomes of concentrated relationships between suppliers and customers have been widely studied across disciplines (Gulati & Sytch, 2007; Kim & Henderson, 2015; Patatoukas, 2012; Villena, Revilla & Choi, 2011).”
Friend or foe: Customer-supplier relationships and innovation (2017, background): “…relationships with customers help suppliers achieve improved inventory management (Kalwani & Narayandas, 1995), greater operational efficiency (Patatoukas, 2012), and new product success (Gruner & Homburg, 2000), all of which enable suppliers to allocate more resources to develop…”
The effect of major customer concentration on firm profitability: competitive or collaborative? (2018, neutral): “In our regression, we also include control variables that may explain accounting rates of return, as does Patatoukas (2012).”
Customer-Supplier Relationships and Corporate Tax Avoidance (2017, background): “Patatoukas (2012) finds that firms with a more concentrated customer base have lower operating expense, higher asset turnover, and better accounting performance.”
Assessing the Impact of Customer Concentration on Initial Public Offering and Balance Sheet–Based Outcomes (2017, methodology): “Next, in line with extant research (Irvine, Park, andYildizhan 2016; Patatoukas 2012), we measure customer concentration CCit for firm i having j = 1, 2, …, N customers in period t as CCit = N j=1 Shareijt 2 = N j=1 Saleijt Saleit 2 .”
Reputation and Loan Contract Terms: The Role of Principal Customers (2016, background): “For example, Patatoukas (2011) suggests there is a positive correlation between the customer-base concentration and the operating performance in the cross section.”
Customer‐Base Concentration and Inventory Efficiencies: Evidence from the Manufacturing Sector (2016, background): “…topic that is of growing signiﬁcance among academics and practitioners alike (e.g., Banerjee et al. 2008, Cachon and Olivares 2010, Campello and Gao 2014, Cen et al. 2015, Dhaliwal et al. 2015, Irvine et al. 2014, Kale and Shahrur 2007, Krishnan et al. 2015, Osadchiy et al. 2015, Patatoukas 2012).”
Customer-base concentration, profitability and distress across the corporate life cycle (2013, neutral): “Patatoukas (2012) argues that the negative effects on gross margins can be offset if high CC firms spend less on SG&A expenses.”