Steinway & Sons, a 150-year-old piano manufacturer, exemplifies a sustainable model for US manufacturing by focusing on high-quality, handcrafted products that command premium prices, even as broader industry faces challenges from tariffs and automation. This approach allows the company to thrive in New York City, leveraging craftsmanship and domestic sourcing to navigate economic uncertainties.
At the Steinway & Sons factory in Astoria, Queens, craftsmen like Bernard Craddock have spent decades hand-shaping piano components, from bending wood rims with oversized crowbars to smoothing Sitka spruce soundboards. About 200 skilled workers meticulously build each piano over 11 months, completing only four or five instruments daily. This labor-intensive process ensures that every piano meets the standards demanded by world-class concert halls and musicians. The company’s commitment to artistry over mass production distinguishes it in a manufacturing landscape increasingly dominated by efficiency and robotics.
Steinway’s success is rooted in its ability to charge premium prices—ranging from $90,000 to $200,000 for a grand piano—by catering to elite markets that value unparalleled quality. CEO Ben Steiner emphasizes that operating in high-cost New York City necessitates a focus on innovation and excellence, as competing on price is untenable. By sourcing materials domestically, including Sitka spruce from Alaska, the company minimizes exposure to tariffs and supply chain disruptions. This strategy has made Steinway the largest manufacturer remaining in New York City, a point of pride that underscores its resilience.
The broader US manufacturing sector, however, struggles with President Donald Trump’s trade policies, which have contributed to job losses and economic uncertainty. Data shows the US shed 12,000 manufacturing jobs in August, marking the fourth consecutive month of declines and totaling 42,000 jobs lost since April. Economist Adam Hersh attributes this to the chaotic nature of Trump’s tariff agenda, which creates roadblocks for business investment and hiring. In contrast, Steinway’s niche model insulates it from these pressures, highlighting how specialized, high-value production can endure amid policy volatility.
Trump’s administration aims to reshore manufacturing through tariffs and incentives, with White House spokesman Kush Desai stating the goal is to build ‘America’s next industrial Golden Age’ by ensuring domestic sourcing of inputs and workers. Yet, modern factories increasingly rely on automation, reducing the need for large workforces. Steinway’s reliance on human skill represents a throwback to an era where craftsmanship was paramount, suggesting that not all manufacturing must follow the path of automation to succeed. This divergence offers a nuanced perspective on the future of American industry.
Despite its strengths, Steinway faces challenges, including potential shortages of high-quality Sitka spruce due to slow growth in Alaska and the ongoing need to maintain a skilled workforce. The company has historically adapted to crises, such as producing glider parts during World War II, which helped retain craftsmen who later trained new generations. Anthony Gilroy, Steinway’s Vice President for Marketing, notes that this continuity is vital, as the specialized skills required for piano-making cannot be easily replicated or relocated. Ensuring a pipeline of talent remains crucial for long-term sustainability.
Looking ahead, Steinway’s experience provides valuable lessons for US manufacturing: emphasizing quality, leveraging domestic supply chains, and investing in human capital can create resilient businesses even in high-cost environments. As automation advances, there may be growing interest in artisanal production for premium markets, offering a counter-narrative to the decline of American manufacturing. Steinway’s enduring presence in Queens symbolizes how legacy companies can adapt and thrive, potentially inspiring a renewed focus on craftsmanship in the evolving industrial landscape.