The phrase “The customer is always right” is typically used by businesses to convince customers that they will get good service and to convince employees to give customers good service; however, I think businesses should abandon this phrase once and for all.
One woman who frequently flew on Southwest Airlines was constantly disappointed with every aspect of the company’s operation. In fact, she became known as the “Pen Pal,” because after every flight she wrote in with a complaint.
She didn’t like the fact that the company didn’t assign seats. She didn’t like the absence of a first-class section. She didn’t like not having an in-flight meal. She didn’t like Southwest’s boarding procedure. She didn’t like the flight attendants’ sporty uniforms and the casual atmosphere.
Her last letter, reciting a litany of complaints, momentarily stumped Southwest’s customer relations people. They bumped it up to Herb’s [Kelleher, CEO of Southwest at the time] desk, with a note: “This one’s yours.”
In 60 seconds, Kelleher wrote back and said, “Dear Mrs. Crabapple: We will miss you. Love, Herb.”
The phrase “The customer is always right” was originally coined in 1909 by Harry Gordon Selfridge, the founder of Selfridges department store in London, and is typically used by businesses to convince customers that they will get good service at this company and to convince employees to give customers good service.
However, I think businesses should abandon this phrase once and for all— because, ironically, it leads to worse customer service.
Here are the top five reasons why “The Customer Is Always Right” is wrong.
1: It Makes Employees Unhappy
Gordon Bethune is a brash Texan (as was Herb Kelleher, coincidentally) who is best known for turning Continental Airlines around “From Worst to First,” a story told in his book of the same title from 1998. He wanted to make sure that both customers and employees liked the way Continental treated them, so he made it very clear that the maxim “the customer is always right” didn’t hold sway at Continental.
In conflicts between employees and unruly customers, he would consistently side with his people. Here’s how he put it:
When we run into customers whom we can’t reel back in, our loyalty is with our employees. They have to put up with this stuff every day. Just because you buy a ticket does not give you the right to abuse our employees.
We run more than three million people through our books every month. One or two of those people will be unreasonable, demanding jerks. When it’s a choice between supporting your employees, who work with you every day and make your product what it is, or some irate jerk who demands a free ticket to Paris because you ran out of peanuts, whose side are you going to be on?