I think the Queen brand name *can* recover in time - the best knife I bought this year is a Queen S&M - the question is whether it is worth recovering... Great Eastern Cutlery hasn’t really needed the Northfield or Tidioute brands to be successful. There are currently too many badly made knives in circulation with the Queen name on them, and there are likely to be older and cheaper brand names around if someone wanted a brand to restore and produce.
I think the real threat to GEC lies in a future company that is not as idiosyncratic with its production - i.e. a company that produces exactly the knives that customers want to buy. The current business model is based on creating demand by limiting production of the more popular knives and driving up demand and value.
I've never understood this. Don't get me wrong,
Camillus
, I'm not attacking you--just seeking clarification and discussion. I hear people say this about GEC at times. I've never thought it was really fair, though.
On the one hand, I think your comment about the idiosyncratic nature of GEC's production is insightful. But I think (and this is just my option based on nothing but my gut) the reason behind is different that what you followed up with. I don't know that it's fair to say that GEC's "model is based on creating demand by limiting production of more popular knives and driving up demand and value" and that's the proverbial other-hand.
One has to wonder why a company does not crank out more of the knives that sell so well (#15 barlows, #77 barlows, #78s, #47s, #85s, as examples). People clamor for them. A typical company would increase production of the aforementioned patterns. But if their goal was to increase demand and value with limited runs, they would capitalize on that by increasing prices of individual knifes from those specific runs. GEC has not really done this! Sure #15 & #14 barlows have crept up in price, but we don't know if that increase is going to GEC, to the person ordering or to the retailers. But the larger point here is that even those isolated increases have come pretty slowly and we've not really seen them with other popular patterns (#77s, #78s, #47, or #85s).
So, if we observe there is an idiosyncratic nature to the production, but GEC is not really benefiting from a supposedly contrived inflation in value, perhaps, then, there is another reason or motive for what we're calling production "idiosyncrasies."
There is a big subset of collectors and users who groan and yawn every time another run of #15s comes out, for example. This is at odds with the mass purchasing of the pattern. This subset of people want to see less popular patterns, for historical and collectible reasons. I have always suspected that management at GEC is trying to do something more with their company than just crank out #15 barlows for half of their production each year. It could be (and I have always felt it is) the opposite of intentionally creating demand by limiting production. I suspect they are trying to do something bigger as a cutlery company for the traditional knife world and, if I'm correct, I think it's admirable. Consider how aggressively GEC has been in creating new patterns. For a young, small company, they invest A LOT in new tooling. They are trying to accomplish something for the traditional knife world, I think. And I've never perceived it as a deliberate business model intended to drive up demand and value. In fact, I think often they do what they do at their own disadvantage. Some patterns they produce, they know will sit on shelves longer than, say, another run of #47s will. Why do that? Why have #82 Bull Moose sit on shelves for a year when they could have run #85s and sell them in days? Because they are worried about demand? I think there's a different motive here. I think this is a case of different "big picture ideas." Just my sense. I could be wrong.