Greg, Garry,
Thanks for the very kind words, but let me offer a few thoughts on this thread as I seem to be "involved" and the whole subject is near and dear to me.
Yes, I have been with Festool for over 5 years. At that time, many of the dealers, called Isa's, were small stores, contractors, carpenters, flooring installers, etc. Hell, I just "lucked" in - I was a Respiratory Therapist. There were about 50 or so Isa's at that time and Festool was almost banging on doors to get people to sell, but even at that time Festool was pretty selective.
Not many contractors had ever heard of Festool. It was a much harder sell for us at that time, at least until they bought their first tool! The ww magazines were not reviewing the tools; the editors hardly were familiar with the line.
But Festool tools were/are unique. Word started spreading, the tools were featured on ww/home shows, reviewers with their own websites (John Lucas, Phil Bumbalough, Jack Loganbill, etc) were wowed and started reviewing/demoing the tools. In March of 03, the editors of some of the ww mags were invited (along with about 10 Isa's, myself included, to tour Festool's factory and meet the top management.
At that meeting, Festool's management's "strategy" was presented. In a sentence or two, one of the cornerstones was that Festool's commitment is to build the highest quality tools; that price not be the determining factor; quality was. This commitment to quality, creating unique, not "me too tools" as well as Christian Oltzscher's steady hand at Festool's helm is responsible for Festool USA's success. Festool's way of selling was quite a bit different (though not alone in this) than the typical American Company's. Festool wished to ensure the integrity of the tool, and "disallowed" ISA/Dealer discounting. Their model was to have Isa's/Dealers compete on service, not on price. I am fairly sure this was a sticking point with some of the larger retailers who were just plain not used to this type of marketing.
But Festool was growing (and I along with them) and with Festool's increasing presence and sales, others were desiring to become dealers also. It's a business decision pure and simple and a wise one at that. So now, business are coming on board - there must be over 300 dealers now and growing every week. Why shouldn't they want to sell the tools? As was said in The Godfather, "it's business, not personal". If a company feels it's in their interest to sign on and become a dealer, they will sign on. Why shouldn't they?
I do feel bad, truly bad, about your dealer losing out to Rockler, some dealers with total Festool commitment can and will get hurt. I do have a large customer base, (Festool has never had any territorial restrictions on their dealers) and I think most of my customers are satisfied with me, but I have also lost customers because of mistakes/missteps, etc. Being a one man band I have no one to blame but myself for those mistakes.
Festool is growing and can't go back to having 50 dealers anymore. New dealers will come in and perhaps try and generate interest with prizes. This has been ok'ed by Festool, I don't have a problem with that. Maybe I will have some such prizes/prizes myself. Apparently, companies can buy customer lists; I haven't, but don't see anything wrong with it either.
Sure, Id' like everyone in the USA to buy from me, I'd like to be the biggest dealer in the country. What dealer wouldn't? Yes, sometimes I get a bit concerned when a company like Woodcraft or Rockler start selling the tools, (and honestly a bit of "where were they 5 years ago"? has passed my mind ...and my lips) but there is a saying "a high tide lifts all boats" and I guess that's true too, at least I hope it holds true as I would like to continue to be a dealer and not lose sales/customers.
If I may say so, I don't think Adept did anything wrong at all, except maybe not explain themselves as well as they could have.
Bob