it’s about how you grow and how you feel at the end of the day.When I started as an entrepreneur at @bagusrl, I didn’t know what kind of relationship I wanted with my clients—planning everything sounds great until you face the daily grind. Was I after quick sales or building lasting bonds? That seemingly simple question shaped my journey. Today, I know that choosing between lifelong clients or one-time customers isn’t just a strategy:
At first, selling my products locally was easy: someone bought, paid, and that was it. It was rewarding but exhausting. Always chasing new clients, always starting from scratch. There was no connection, just transactions. They were one-time customers, and while they kept me afloat, they didn’t offer stability. I wondered if I wanted to keep going like that or build something deeper.
I’ve always admired small businesses that foster loyalty, like Willy’s café on the Boulevard in my town, where he greets me by name and knows exactly how I like my coffee. They don’t just sell products; they create relationships. I wanted that for my business. I started getting to know my clients—what they liked, what they needed. It felt unnecessary at first, but soon I saw results. Some recommended me, others came back. I realized lifelong clients weren’t just an ideal; they were a solid foundation.
It’s not easy. It takes tons of consistency, keeping promises, and fixing problems—more of the latter than anything else. Once, I sent a new client the wrong order; it took 35 days to arrive. He called, upset, and instead of making excuses, I owned up, fixed it, and added extra products at no cost with the new shipment. I lost money there, but I earned his trust. Two months later, he placed a bigger order and kept doing so until he left the country (yes, emigration has hit our society hard).
A loyal client’s value isn’t in one purchase but in what comes next. Still, one-time clients have their place. Businesses like imported goods stores (most of our private companies) thrive on them, betting on volume and speed. I’ve leaned on that too in tough times, but I know it’s temporary, not sustainable.
Which is better? It’s up to you. If you want fast growth and don’t mind burnout, go for the one-timers. If you value stability and relationships, choose the keepers. I blended both—20% new clients, 80% loyal ones. It’s a tricky balance, but with dedication, it worked for us.
At day’s end, it’s not just business; it’s a way of life. I chose the lasting path because I learned clients don’t just buy what you sell—they buy what you stand for.
In your business, choose wisely the story you want to tell.
- This is the third piece in a series of stories, research, and opinions from our entrepreneurial journey, called "Economics for Entrepreneurs." Check them out on my profile.
- More articles coming soon. Hope they’re helpful. Thanks for reading!
- Cover photo and editing by me.
- Spanish is my native language, so I used the Google translator, with some modifications made by me to bring this post into English.
Our corelation of clients will be now 65% loyal - 35% one time buyers.We in @parsarri have a small production of wine (between 50 and 100 bottles per month*) and because of that when time to time come the usual "Business men" asking for buy larges amount of wine bottles (plus asking discount) we don't sell to them. We priotitize or loyal client base and to protect the brand.
PD1: we can not scale the production with actual prices and instability of supply of fruits and sugar.
PD2: we can accept preorders of big amount of bottles with 30 to 45 days of anticipation.
Being "alive" in the context of Cuba is a great feat!
And yes, the conditions do not allow for scaling up and achieving greater business growth.
It’s better to keep your loyal customers than to try to take on more than your production capacity allows.
My respects to you; producing in Cuba is a very complex matter.
Thank you, Yecier, for sharing your experience! Best of luck!
!BBH
brilliant and very real