I've been buying gasoline at the same place for years. The owner still offers service and has the last three service bays in the neighborhood.
I get my coffee at the same spot every day. They take good care of me, and I like the taste of the brand.
Same goes for dry cleaners; been using the same one for years.
You might say I'm in a rut, but most of us are loyal to a product or service. And when we get with a company that treats us well, it's hard to dislodge us.
Same is true for a lot of car companies.
In the mid-1970s, a lot of folks abandoned the Big 3 after the first oil crisis. They tried other brands that offered big improvements in fuel economy, and to the surprise of most customers, they liked them. The dealerships took good care of them, and they bought another. And another. And another.
It's going to take a lot to get those consumers out of their habits or their loyalty. They are happy customers.
If you want them to try your brand, you had better have a dramatic improvement. Don't tell us that it's just as good as. That won't work. It has to be much, much better to get us to switch.
And by the way, consumers like their trucks, too. They just bought their 15th Ford F series in a row, or maybe a Chevy or a Dodge Ram. You want to get them into a Toyota or a Nissan? Good luck. They're happy with their truck and their dealer. Don't tell them your truck is just as good. It needs to be way better.
Brand loyalty can be very strong. The customer has to perceive a real improvement to leave a brand that he's been around for a long time.
It can be done. Take a look at market share, and you'll realize that folks switch all the time. They may not be very happy with their present brand, while competitors are offering great advantages.
The first Ford Taurus and the Dodge Ram pickup are examples of risk taking that paid off.
If we're creatures of habit, it takes something very profound to get us to change. But that's what competition is all about.