Brand loyalty is often discussed in terms of customers, but rarely in terms of the people working behind the counter or deciding what makes it onto the shelves.
In my experience in retail, brand loyalty has never been just about repeat purchases. It is about trust. It is about what customers rely on, what employees confidently recommend, and what store owners choose to stand behind. Every product on the shelf reflects a decision, and those decisions shape not only the business but also the experience of the people working there and the community it serves.
Brand loyalty is about what a store chooses to support, what it stands behind, and how those choices help build the kind of community it wants to create.
The Frontline Perspective
Employees constantly interact with brands, whether they realize it or not. They answer questions, make recommendations, and observe customer responses. Sometimes the brands they represent align with their personal values, and sometimes they do not. That space in between is one many retail workers quietly navigate every day.
Having spent years on the retail floor, I have seen how much insight exists there. Employees may not control vendor relationships, but they often have the clearest understanding of what customers are asking for, what they are hesitant about, and what actually earns their trust. When that perspective is acknowledged and taken seriously, it can significantly impact how a store evolves.
Confidence Builds Trust
To me, brand loyalty means that product choice is made by default, not just for customers but for staff as well. When an employee genuinely believes in a product, that confidence carries over into every recommendation. On the other hand, customers can sense hesitation, even if it is never stated.
That is why communication within a store matters. Some of the most effective retail environments I have seen are those where staff are given space to share their experiences openly. This does not have to be complicated. It can be as simple as taking time during a meeting to ask what customers are responding to, what questions keep coming up, or which products feel harder to stand behind. It can also mean creating quieter ways to share feedback, especially for those who may not feel comfortable speaking up in a group setting.
Training and Product Knowledge
When new products are introduced, giving staff the opportunity to learn about them, or even try them when possible, can make a significant difference. It shifts the experience from simply selling a product to truly understanding it. That understanding builds confidence, and confidence builds trust with customers. This is also why training is important for retail staff.
Relationships Drive Loyalty
My connection to brands in this industry has largely come through relationships. Over the years, I have made it a point to attend trade shows, training sessions, dinners and seminars whenever possible. Those experiences have allowed me to meet the people behind the brands and better understand what they stand for.
Even at the store level, there are ways to stay connected, whether through industry groups like the Pleasure Professionals Place Facebook Group, following educators and brands online or staying in touch with representatives.
Through those connections, I found a sense of community I did not expect when I first entered this field. Many people in this industry are open and nonjudgmental. It is also an industry where many are self-taught, learning from one another, sharing knowledge, and supporting each other’s growth. In many ways, it feels like a family.
Like any family, there are differences in perspective.
The Importance of Inclusive Voices
That is where listening becomes important, not just hearing feedback but making space for it. This includes listening to employees on the sales floor and ensuring that the voices of queer people, trans people, disabled people, and people of color, especially women of color, are part of the conversation.
These perspectives do more than add value. They often highlight gaps that might otherwise go unnoticed.
Rethinking Brand Evaluation
For store owners and buyers, these conversations are especially important when evaluating brands. Product quality and sales performance will always matter, but they are no longer the only factors.
Customers are asking more questions, and employees are paying closer attention. Is a product inclusive in its design? Does it represent a range of bodies and experiences? Is the messaging thoughtful and accessible?
These questions arise more often than expected, and they influence both trust and purchasing decisions.
Balancing Values and Business Needs
At the same time, retail decisions are rarely simple. There are financial realities to weigh, and sometimes the brands that perform best are not perfectly aligned with a store’s values. That balance can be complex.
In these situations, change does not have to be immediate. It can involve gradually introducing alternative brands that better reflect those values while maintaining what keeps the business running. It may also mean encouraging staff to recommend those alternatives when appropriate, giving customers the option to explore something new. Sometimes, it means having honest conversations with customers about why certain products are worth considering.
Over time, these small shifts can lead to larger changes.
Opening the Conversation
There are also moments when a brand’s practices raise concerns. When that happens, one of the most direct steps is to start a conversation. Reaching out to a representative, asking questions, or sharing feedback can lead to greater transparency or even change. Not every situation will resolve that way, but opening that line of communication still matters.
The Role of Retail Staff
Throughout all of this, I return to the role of the retail employee. They are the ones who have daily conversations with customers, notice patterns, and build trust in real time. Their insight is one of the most valuable tools a store has, and including it in decision-making strengthens the entire business.
At the end of the day, every product on a shelf represents a choice. Customers notice what is there, and employees notice what is prioritized. Those decisions shape how a store is perceived.
For me, brand loyalty is not just about what sells. It is about what a store chooses to support, what it stands behind, and how those choices help build the kind of community it wants to create.
Those choices do not just affect individual stores. They help shape the future of the industry as a whole.
Loretta Goodling is a seasoned industry professional with 17 years of experience, including 15 years in retail at a multi-location chain in Pennsylvania. She has spent the past two years as a buyer at Honey’s Place, a distributor based in San Fernando, California. Throughout her career, Goodling has held various roles, with a strong focus on purchasing and merchandising, bringing deep product knowledge and a strategic approach to inventory management and vendor relations.
