Why Your Regulars Forgive You (and New Customers Don’t)


Michael Hunsche • November 3, 2026

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Think about your mechanic, your barber, your bartender, whoever you’ve gone to for years. If they raise their price, you probably grumble and pay it. If they make a mistake, you probably shrug it off. You’ve built up enough trust that one price increase or one bad day doesn’t erase it.


Now imagine that same mechanic retires and someone new takes over the shop. The new owner raises prices by the same amount, or makes the exact same mistake. Suddenly it’s a reason to start shopping around.


Nothing about the price or the mistake changed. What changed is the relationship behind it. That relationship was acting like a buffer, and the buffer just reset to zero.


This is relationship capital, and it’s real


Every long-term customer relationship builds up a kind of credit balance. Years of good service, consistency, and familiarity accumulate into tolerance: tolerance for a price that creeps up, tolerance for an off day, tolerance for a hiccup that would otherwise send someone looking elsewhere. That balance isn’t tied to the business. It’s tied to the person. A loyal customer isn’t loyal to a logo, they’re loyal to Dave the mechanic, or Sarah who’s made their coffee the same way for six years. The business benefits from that loyalty, but it doesn’t own it.


This is why the exact same decision, the exact same price increase, the exact same small error, lands completely differently depending on who’s delivering it and how long that person has been trusted.


What this means for your own business


If your business runs on relationships, which is true of almost every service business, this cuts a few ways worth thinking about deliberately:

  • Staff turnover costs you more than the new hire’s training time. When a long-tenured employee who customers know and trust leaves, you’re not just replacing a skill set. You’re resetting every customer relationship they held back to zero tolerance. The next price increase or mistake under the new person’s watch gets judged much more harshly than it would have under the old one, even if nothing else changed.
  • A price increase lands differently depending on who announces it. If you’re planning to raise prices, doing it while your most trusted, longest-tenured people are still the face of the business will go over better than doing it right after a staffing change. Timing matters more than most owners think.
  • New customers are watching you with zero accumulated goodwill. Every interaction with a brand-new customer is being judged at face value, because there’s no history to buffer it. This is part of why the first few visits or jobs with a new customer deserve extra care, you’re building the balance you’ll eventually draw on.


This is exactly what makes selling a service business risky, which we wrote about in why we structure CPA practice acquisitions on a percentage of collections. A buyer isn’t just acquiring a client list. They’re acquiring relationships that have years of accumulated trust behind them, and that trust doesn’t automatically transfer just because the business changed hands.


The same principle applies to your advisory relationship


This is also part of why we think a once-a-year, whoever’s-available relationship with a CPA is worth questioning. A relationship you’ve built over several years, one where your advisor actually knows your business, can absorb an occasional miss or a fee increase without the whole relationship being at risk. A relationship with whoever happens to answer the phone this tax season has no such buffer. If you want the broader case for that, see what advisory accounting means.


If you’re thinking about this in your own business


A few questions worth sitting with:

  • Which of your customer relationships are actually held by an employee, not by the business?
  • What happens to those relationships if that person leaves?
  • And if you’re planning a price increase, is now actually the right time, given who’s delivering it?


Schedule a conversation if you want to talk through how this applies to your business specifically, whether that’s staffing, pricing, or a transition you’re planning.


Michael Hunsche, CPA, is the founder of HCG CPA + Advisory in Fort Wayne.

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