In any manufacturing company, you have to decide from time to time what makes sense for you to make, and what doesn't. If you don't prune products, over time you end up with a horrible mess to manage - way too many things to try to focus on. When you have a very small group of people working on something, it's prone to being questioned as to it's value to the company - "why are we doing this?" is a common question. A change in leadership often results in a change of strategy - the question is asked, and if the answer isn't compelling.....
Sometimes, one or two key employees leaving or retiring can dent the knowledge base enough to make it difficult to recover from that loss. Or, a key machine breaks, and the investment to replace and/or repair it just isn't worth it, given that the business it's supporting isn't very substantial. I worked for a company that made a LOT of different things, and at various times, our company discontinued small run products for one or more of these reasons.
In this case, I can't see people deciding not to buy a Fodera bass (their key product) because it didn't have Fodera made strings - the big part of their business didn't depend on the string making part for their reputation or most of their sales - it was undoubtedly a small part of their business. Whatever ended their string efforts was probably a rational decision, based on what it took to keep the string line running versus the (probably small) benefits.
Sometimes, one or two key employees leaving or retiring can dent the knowledge base enough to make it difficult to recover from that loss. Or, a key machine breaks, and the investment to replace and/or repair it just isn't worth it, given that the business it's supporting isn't very substantial. I worked for a company that made a LOT of different things, and at various times, our company discontinued small run products for one or more of these reasons.
In this case, I can't see people deciding not to buy a Fodera bass (their key product) because it didn't have Fodera made strings - the big part of their business didn't depend on the string making part for their reputation or most of their sales - it was undoubtedly a small part of their business. Whatever ended their string efforts was probably a rational decision, based on what it took to keep the string line running versus the (probably small) benefits.
