There was a time when companies tried hard to keep their customers and create a loyal following for their products. Businesses were local and didn't want to upset their customers. The corner shop was used without question and high-street shops were as far as the average person would go; then came the introduction of supermarkets which grew and swallowed up many of the small businesses.
With the expansion of the internet and globalisation, competition has increased and the price of a product has become a key factor for many buyers. It's not uncommon to hear of people going into a shop to find the best product, and then saving money by going online to make their purchases. For companies, their products now have a wider market than ever before and loyalty isn't a key issue; volume of sales is achieved by spreading their net worldwide. People think nothing of buying from abroad and having their items delivered by companies such as Amazon.
In the 1970s, I worked at a mail-order catalogue company and recognise that as the start of impersonal selling. Choosing from a glossy catalogue, purchasers would phone their order or have it processed by a representative and the items would be delivered by post. Even then, I was surprised by the quantity of clothing sales bought unseen, a proportion of which were later sent back as unwanted - and it wasn't unknown for clothes to be worn for a special occasion before returning them. Catalogue buying appeared to be big business, but was minute compared to the market today.
It's no wonder that high-street shops are now closing. Some have chosen to also sell online, so have adapted and made changes. They have vast warehouses from where they can ship their goods anywhere in the world and don't need the expense of high-street rents. Other shops have lost business because they haven't adapted and they've eventually failed as their market declined.
Companies selling cars operate differently and competition is based on a number of factors. Very often, the purchase can be an emotional experience and price isn't the most important issue, which is peculiar when it's probably the second highest purchase after a home. Potential buyers will want to see a car, try it and imagine themselves driving it. In all probability, a buyer will have a price ceiling, but will still have a reasonable choice within their limits. Thus, an astute company will try to entice the customer and seek their loyalty. I remember that my father always bought a Ford and never looked at other makes. This influenced me in my early days of buying cars, but then I became more open-minded; I've tried many marques and particularly like Japanese and Korean cars because of their styling and reliability.
Now, here is my light bulb story. My present car is a Kia ProCeed. I like the design, there is a 7-year warranty and the price is amazing. After nearly six years, I can add that it's reliable and the regular service required by the company is efficient and reasonably priced. Recently, a daytime running light bulb broke and, as it's not easy to replace, I took it to a Kia garage. Within minutes, they had put the car on a ramp and changed the bulb. How much did that cost me? Nothing, not even for the bulb! I was very impressed and appreciated their great service. For me, that relatively simple action creates brand loyalty. Because of a 2€ bulb, I'll consider Kia first when I'm next looking to buy a car, even if a mere bulb is not the deciding factor.
Loyalty in all forms of life is a positive thing and in business is achieved by offering good service and respect for the buyer. Feeling wanted and important to a business doesn't cost the seller anything, but is surely the best advertisement. Clearly, a satisfied customer is likely to return and to recommend the service to others. The result is success and satisfaction for everyone.