Why High Prices Don’t Kill Sales—Bad Incentives Do

SITUATIONAL ENTRY

A few weeks before Christmas, my sons and I went shopping for a gift for my wife. Her favorite clothing store is one of the most expensive in town. It’s in the main mall, in a prime location. High rent. High overhead. When we walked in, there was one employee. An older woman standing behind the counter, on the phone. She didn’t look up. She didn’t acknowledge us. Two other shoppers were already in the store. They browsed for a few minutes, then left. No greeting. No eye contact. No interaction at all.

We stayed about five minutes. Then we left too. Without buying anything.

FIELD NOTE

Here’s the pattern I noticed. In expensive stores, staff often act as if prices are the problem. They assume customers are “just looking” or not serious. But anyone who walks into a high-priced store already knows the prices are high. They came anyway. The real problem wasn’t cost. It was indifference.

INTERPRETATION

This isn’t a customer issue. It’s an incentive issue.

The employee had no reason to care. She was likely paid the bare minimum and treated the job like it meant nothing. At the same time, the business owner expected premium behavior without paying for it. Both sides wanted something for nothing. The result was predictable.

No urgency. No pride. No sales.

CONSEQUENCE

When this happens, everyone loses.

 * The customer leaves frustrated.

 * The employee stays disengaged.

 * The owner loses money while paying high rent and carrying expensive inventory.

This isn’t rare. It’s everywhere. Walk into five random businesses and you’ll see it at least once. People are present, but no one is actually working to earn the sale.

OPERATOR DISTINCTION

“You don’t lose sales because of price. You lose them because no one is paid to care.”

FIELD CLOSING

Businesses don’t fail because customers disappeared. They fail because effort was removed from the system. Those who understand this don’t complain about the workforce or the market. They design incentives so the outcome can’t drift.

— Tradecraft Consulting Corp

Define the Narrative. Decide the Outcome.

“Car buying is where most people first notice power dynamics. Tradecraft is about using those same dynamics everywhere else.”