Sunder Engineering Industries (Sunder Engineering), a family-run business for over 50 years established by Malinder Singh, had earned a reputation for producing high-quality heating elements and terminal pins. With cutting-edge engineering and a loyal industrial customer base, the company had grown steadily. Gursidak Singh (Malinder’s grandson), took over the company management at a young age following the sudden death of his father. Singh had recently received an email from one of his longest-standing customers, Arora Components, regarding the latter’s shift to a more cost-effective supplier. New competitors had entered the market in recent years, offering similar products at lower prices. Singh was facing a challenge in keeping his customers loyal to Sunder Engineering, despite the mounting pressure from competitors. His father and grandfather had believed in delivering superior quality, but Singh knew that quality alone may no longer be enough. He had to respond immediately to Arora Components’ email and simultaneously outline a strategy to quickly adapt to changing customer preferences. Should Singh shift to cost-effective solutions by reducing prices or offer discounts? Or should he develop customer loyalty programs to retain his customers?