The core argument is that companies often worry about where they make products, but pay too little attention to where they sell them. In this view, selling to one country can create a bigger business risk than sourcing from one country, because revenue concentration can leave a brand exposed if demand, policy, or market access changes.
The discussion builds on a familiar supply chain example: brands shift assembly from China to Vietnam, only to discover they still depend on Chinese parts, tooling, or upstream inputs. That means the move looks like diversification on paper, but the production network remains tied to the same source.
Part two of that mistake, according to the piece, is on the sales side. A company may spread manufacturing across several locations yet still rely heavily on a single national market for growth. If too much of the business depends on one country, the downside can be immediate because it hits sales rather than just operations.
The broader takeaway for brands is that diversification should cover both supply and demand. It is not enough to move factories or suppliers if customer exposure remains concentrated in one market. A more resilient strategy looks at the full picture: components, production, and where the finished goods are ultimately sold.
