Deere made a decision some years back that small dealers that couldn't meet their revenue requirements would be phased out, and they were unceremoniously axed/rolled into larger dealerships. It felt that was a defining moment for a company, where customer satisfaction, long-time dealer and customer loyalty, and established relationships were eclipsed by a company demanding a stronger bottom line--they no longer wanted to waste their corporate resources on the lawn and garden crowd if they couldn't generate "x" dollars in revenue. They did their math, they formed a strategy, they focused their efforts where they felt they'd be most profitable. More populated areas that could hit the target on small machines stayed, the smaller ones went.
All companies need to be profitable, but it is the assemblage of customers that make them so. Years ago 'made in the USA' was a strength of JD's business, but as they've outsourced (the rule for companies squeezing tenths of a cent out of each fastener), 'assembled in the USA' is about all you could hope for now. No different than automakers.
They made decisions that opened the door for other lines to get firmly established in that smaller market and earn a reputation--good, bad, or otherwise--and creep up the frame size/hp ladder. Had JD's resources been put into squashing competition early on, the situation would probably be different--they are massive, and market well.