Business & Strategy
Section 1
Core Idea
Loyalists are people (customers, employees, partners) who stay for mission, relationship, or identity; mercenaries are in it for the best deal or opportunity and will leave when a better one appears. The core idea: both exist in every org and market. Strategy and culture should aim to attract and keep more loyalists where it matters, and accept or design for mercenary behaviour where it’s efficient (e.g. price-sensitive segments, short-term contracts).
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Section 2
How to See It
Team
You're seeing Loyalists vs Mercenaries when some people stay through tough periods or lower pay because they believe in the mission or team, while others leave for a marginal raise or title — and the org designs retention and hiring for the mix it wants.
Customers
You're seeing Loyalists vs Mercenaries when a segment pays full price and refers others (loyalists) while another segment churns on price or switches to the next promo (mercenaries); positioning and pricing can target one or both.
Section 3
How to Use It
Decide where you need loyalists (core team, key accounts, community) and invest in mission, belonging, and fairness there. Where mercenary behaviour is acceptable (e.g. one-off buyers, contractors), optimise for clear value and low friction instead of loyalty. Don’t over-invest in loyalty for segments that will always shop on price.
Decision filter
"For this group — team, customer, partner — do we need loyalists or is mercenary behaviour fine? If we need loyalists, are we giving them something to be loyal to? If mercenaries are fine, are we efficient and not over-serving?"
As a founder
Identify your “loyalist” roles and segments: who must stay and care? Invest in culture, mission, and equity for them. For the rest, be clear and fair but don’t expect loyalty. Price and package accordingly — loyalists may pay a premium for the relationship; mercenaries need a sharp offer.
Section 5
Founders & Leaders
Herb KelleherCo-founder, Southwest Airlines
Kelleher built Southwest around employees as loyalists: “employees first, customers second, shareholders third.” He bet that loyalist employees would create loyalist customers and that culture would beat pure cost competition. Founders can apply this by deciding which roles and relationships should be loyalist, then investing in the mission, culture, and rewards that give people a reason to stay beyond the next best offer.
Section 7
Connected Models
Reinforces
Intrinsic vs Extrinsic Motivation
Loyalists often have intrinsic motivation (mission, belonging); mercenaries respond to extrinsic (pay, perks). The link: design incentives and culture to strengthen intrinsic motivation where you want loyalists, and accept extrinsic for mercenary segments.
Tension
Skin in the Game
Skin in the game aligns interests; loyalists often have more skin (reputation, relationship). The tension: mercenaries have less skin and will leave. Where you need commitment, create skin (equity, accountability, visibility); where you don’t, keep it transactional.
Leads-to
Trust
Loyalists and trust reinforce each other: trust builds loyalty; loyalty builds trust. Mercenaries are low-trust by definition. Invest in trust where you want loyalists; don’t over-invest where the relationship is meant to be transactional.
Section 8
One Key Quote
— Herb Kelleher"Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows."
Section 11
Summary & Further Reading
Loyalists stay for mission and relationship; mercenaries optimise for the best deal. Identify where you need loyalists and invest in culture and mission there; where mercenary behaviour is fine, optimise for value and efficiency. Don’t expect loyalty from everyone.
01
Book
Southwest Airlines culture and “employees first” as a strategy.
02
Book
Intrinsic motivation and when money isn’t enough; links to loyalist behaviour.
03
Book
Loyalty in customers and employees; economics of retention.