Back in the early 2000s, I wrote an article about Doug Gilmour, better known as “Killer,” one of the most memorable players in Toronto Maple Leafs history. Over the course of his career, Gilmour played for the St. Louis Blues, Calgary Flames, New Jersey Devils, Chicago Blackhawks, Buffalo Sabres, and Montreal Canadiens. He even lifted the Stanley Cup with the Flames in 1989.
But to me, and to many hockey fans, Gilmour was and always will be a Leaf. He was the face of Toronto’s resurgence in the 1990s, the leader of a team that clawed its way back into relevance after years of mediocrity. He embodied their gritty, whining, never-say-die style. Love him or hate him, he represented the blue and white.
That is why, when he put on a Canadiens sweater, I could not accept it. To my mind, as a Habs fan, it did not matter that he played hard, that he contributed, even that he helped the team upset Boston in the playoffs. Every time I saw him skating for Montreal, I saw Toronto. In my mind, he was still the rival.
That reaction was not about his skill, his numbers, or his effort. It was about identity and loyalty. And that is where this story connects to business.
The Power of Identity in Business Relationships
In sports, some players are forever linked with a team, no matter where they finish their careers. In business, suppliers often occupy a similar space in the minds of their customers. Once a buyer associates you with a specific strength, role, or niche, you become that identity in their minds.
Manufacturers are not purely rational when choosing suppliers. Of course, performance, cost, and quality are all important considerations. But beneath the spreadsheets and specifications, something deeper is at work. They want to know who you are. They want to believe they are partnering with the right identity, the supplier who reflects their needs and values.
Examples in the Industrial World
Consider coatings. A coatings manufacturer might build its reputation on unmatched color consistency. That strength, if delivered year after year, becomes their identity in the marketplace. They might try to expand their story to include sustainability or breadth of product line, but for many buyers, they will always be the supplier you trust to match a color perfectly every time. That becomes the tree buyers see in the photo, even when the ocean is wide and blue behind it.
Or take metals. A recycler may move aggressively into the raw materials supply business, adding elements and alloys to their offering. However, if manufacturers have always viewed them as a scrap processor, it takes time and evidence to overcome that perception. They may, in fact, be entirely capable of supplying certified ingots for aerospace, but buyers still need to bridge the gap between who they think you are and who you want to be.
Adhesives tell the same story. A supplier may lead with technical innovation, highlighting breakthrough formulations or expertise in compliance. However, if their customers have primarily experienced them as the partner who reduces waste and keeps lines running efficiently, that is the identity that sticks. The buyer views them as the supplier who helps with throughput, rather than as the one driving innovation in the lab.
In each case, the product can evolve, the offering can expand, but perception has a way of setting the frame. Just as it was impossible for me to see Doug Gilmour as anything but a Maple Leaf, it is difficult for a manufacturer to reassign a supplier’s identity once it is established.
The Risk of Misalignment
This is why positioning matters so much for industrial suppliers. If your identity feels muddled, your prospects may hesitate. They may admire what you are saying today, but their loyalty will remain with the version of you that has been reinforced over years of interaction.
And when loyalty is uncertain, decisions drift toward the supplier whose identity feels strongest. That is not always the supplier with the lowest price or the newest product. It is the one whose story matches the way the buyer wants to see their own operation succeed.
Owning the Identity You Project
Doug Gilmour’s career is a reminder that once you represent something in people’s minds, it is difficult to reframe. He was a Leaf, no matter what sweater he wore later. For suppliers, the challenge is to own the identity you want in the market rather than leaving it to chance.
That means reinforcing it everywhere: in your marketing, in the way your sales team discusses your capabilities, in the consistency of your delivery, and in the evidence you share with the market. You cannot simply claim to be reliable, innovative, or sustainable. You have to live it in ways that are visible and repeatable.
Final Thought
As fans, we carry strong loyalties and associations. The player who defined your rival is never truly welcome in your colors. The same psychology drives business relationships. Your customers want to know not only what you sell but who you are and what you stand for.
In industrial markets, identity and loyalty often matter as much as performance. Which is why the story you tell, and the story your customers repeat about you, may be the most valuable asset you have.