¶ … difficulty with customer retention for Storz & Bickel is that their chief high-end product, the Volcano Vaporizer, lacks "planned obsolescence."
I am using the term that was devised by Alfred P. Sloan for the Ford Motor Company, but this is now basically a strategy implemented by all major manufacturing corporations -- in some sense, the point of an iPhone 5 is that it will eventually be made obsolete by an iPhone 6, and thus customer retention strategies are built around maintaining brand loyalty. As Medeiros (2003) writes about the original planned obsolescence strategy: "Sloan's idea was that automobiles should change each year, and should each year become more expensive (at least to the cost of production)….Each year, the new-model cars would have more improvements added on, different engines, different styling, different comfort features" (287).
The problem is that this strategy -- which works well with Ford automobiles or Apple iPhones -- does not work with all technology. Storz & Bickel's Volcano is built deliberately so as to not require replacement: this is how it has risen above the heads of its competitors, which are frequently produced shoddily by start-up companies looking to provide a cheaper product (knowing that the one vulnerability of the Volcano is its high price tag). Instead, brand loyalty for Storz & Bickel...
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