Is the customer always right?

Back in the day… a long time ago when I first started in hospitality “the customer is always right” was the manta.

We've all heard variations whether it's "the customer is king" in Germany or "the customer is god" in Japan, these sayings, popularized by figures like Cesar Ritz and Henry Gordon Selfridge, emphasize the importance of taking customers seriously.

However, the world has changed so much in the last few decades and the challenge lies in the fact that those providing services often encounter the unpleasant sides of human nature—rudeness, bullying, and difficult behaviour.

Staff rightfully express concerns about being mistreated, especially in situations involving intoxicated or unruly customers. The responsibility for management then shifts to safeguarding the well-being of the staff and maintaining the decency and integrity of the venue.

These days "The customer is always right" oversimplifies the complexities of human interactions.

 It fails to acknowledge the nuances of dealing with individuals, each with their own mix of positive and negative traits.

Moreover, societal norms and expectations have evolved since the early 20th century, moving towards a culture that demands equality and challenges hierarchical notions a move that I wholeheartedly welcome.

So, teaching customer service with these outdated principles becomes an uphill battle.

Insisting on the unquestionable rightness of the customer requires staff to relinquish their identity and tolerate any behaviour, contrary to the values of our modern-day culture.

So perhaps this goes someway to explaining why some team members despite extensive training continue to cut corners and overlook essential elements of the service experience.

Do you think that perhaps we might be teaching them wrong?

Despite grappling with training staff to consistently deliver outstanding service, despite exhaustive attempts and every teaching angle, covering the basics in myriad ways, and even employing diverse motivational strategies. There's a subset of staff seemingly impervious to these efforts, leaving both customers and supervisors alike with the impression that these individuals simply don't care.

So, how do we impart the essence of customer service to our staff in a way that aligns with our contemporary values?

I think that the key lies in a shift—from service to care.

In our contemporary world that values equality and rejects blind reverence, customer care aligns more closely with our cultural ethos.

Unlike service, which implies subservience, customer care underscores the shared humanity of customers and staff. It encourages a perspective that acknowledges the equal importance of both parties' needs, emphasizing kindness and understanding.

Training staff to approach customer interactions with kindness and set appropriate boundaries transforms the entire dynamic.

Shifting the focus from service to care enables staff to handle even the most challenging customers with empathy and consideration.

But is the ability for customer care innate?

Yes, every human is born with the capacity for kindness.

By recognizing and nurturing this inherent quality, businesses can cultivate a culture of exceptional customer care, promoting positive interactions and fostering a sense of belonging for both customers and staff.

In this evolving landscape, it's time to embrace a new mantra: "Customers are not always right, but they deserve care."

I think this can make all the difference in delivering an unparalleled customer experience.