Andy Dingley wrote:
More importantly, you can't run a company on loyalty alone. Even if
some of your customers still buy "for old times sake", the majority of
them are fickle and will move away.


It's interesting how perception plays into all of this.
Let's look at two companies that rely on the perception of
their products.

Starrett deservedly enjoys a perception that their tools are
the finest that one can buy. Craftsman (Sears) also enjoys
a perception that their tools are the finest one can buy.
The difference is Starrett owns their perception based on
fact whereas Craftsman is riding on past performance.
Starrett's audience is very narrow where as Craftsman's is
continually resupplied by those who have bought into the
hype. Starrett is under some pretty stiff competition from
tool makers whose products are as good but being produced
less expensively. Craftsman continues to degrade (1) but
continues to thrive because the new customers have not
caught on yet.

It really kinda depends on your niche.

(1) Yes I know there are *some* good/great Craftsman
tools/machines but on a whole it's safer to assume that you
won't be buying the best and crying once.

UA100, no solutions here, just an observation or three...