I recently encountered a post on LinkedIn that stated the magical phrase: ‘The customer is always right.’ The customer is always right. I cannot even think how many times I have heard that, but what is more annoying is the simple fact that I have basically never heard it used in the correct context, or with any awareness of where the actual phrase comes from. So, let’s start with a little bit of history, simply to allow us to position the phrase where it belongs, and then look at how can we use that phrase to ensure we are a customer-driven organisation.

Some people are of the opinion that the original phrase was actually, ‘The customer is always right in matters of taste’ and that the actual phrase was taken out of context. I have personally not found any evidence for this other than a story related to packaging, and that customers will choose what is most appealing to them and are therefore always right.

I have also found articles referring to original quote as ‘The customer is never wrong’ or ‘right or wrong, the customer is always right.’ What compounds the confusion around this phrase is that the original intent of the phrase has been completely ignored.

 

What it does and does not mean

For me, the most important distinction here is that it definitely does not mean that a customer can be abusive or aggressive to my staff. Ever. It doesn’t matter if I own a retail store, a restaurant, or a school. This does not mean you cannot get annoyed, or insist on a certain level of agreed service, but the key issue here is agreed. If the customer has agreed to a certain product or level of service, the customer is always right. If a customer insists to purchase a 200-dollar product for 10 dollars because they feel that is the right price, well, they are wrong. And if the motto is used to abuse sales staff, they are very wrong.

It also doesn’t mean that a customer can insist on a product you do not offer. However, it does mean that if they choose a competitor that does offer the product they want, then more often than not, they are right. Insisting a customer buy a product or course that will not satisfy their needs because you don’t have the course they need is not only unethical, but it also ignores the actual accurate usage of ‘The customer is always right.’ An example of this that I have heard quite often in my context is selling a customer an IELTS course if they are going to do TOEFL, because ‘the actual exam skills are very similar.’

So, when we want to say ‘the customer is always right’ it should mean:

Partner with your customers to help them succeed

Help customers to make decisions that avoid mistakes

Ensure customers are sufficiently informed when making decisions so they can be ‘always right.’

Give customers the benefit of the doubt

 

 

 

Problems with blind belief in ‘the customer is always right’

It could place an immense amount of pressure on your employees. Sales staff should not be forced to just agree with every requirement from customers. There must be sufficient support to ensure that they have the tools to provide information and education to consumers about making ethical and informed decisions. A common talking point here is the idea that customers prefer ‘native’ speakers. Responding to that request with ‘Yes, we employ native speakers only’ does nothing to differentiate you from your competitors (who are probably doing exactly the same), and also communicates the wrong message to your consumer. Imagine if you were a young child listening to your mom or dad telling a salesperson that people of your race or country can never be good enough to be great English teachers, and this happens right at the start of your learning journey! Certainly, in that case the customer cannot be right.

A second issue is that some customers (and yes, they do exist) will actually hurt your business and reputation. You have no obligation to do something you don’t want to, or feel uncomfortable doing, because a customer is insisting you do. And certainly, you should not be placing that responsibility on your staff.

Also, it could actually end up leading to poorer customer service. The most important people in the organisation are not the customers. It is your staff. And when your staff feel happy, valued, and supported, your customer will automatically be put first. Your staff should be backed, and when they feel supported, only then will customer service fall into place.

And if this hasn’t been clear, sometimes the customer is just wrong. ‘Native’ speaking teachers are not automatically better. You won’t improve your ability faster if you are in a class miles above your actual ability. Reading Business weekly is not going to improve your English if you are struggling to read a simple paragraph. And as an ethical organisation, we have an obligation to be honest with our customers.

 

 

 

Being honest means we’re both right

For this last part of the blog, a simple question as a manager. Are your own children or family members studying at the school where you work? If not, why not? Are your staff members’ children or family members studying there? If not, why not? Would a teacher who has a child be happy if one of the other teachers taught their child? If not, why not? Considering these questions allows you to examine what the customer sees in your organisation. If you claim to be the best at something, or a provider of very high quality, why are your staff members not using the services. Or are they using them because they free. Because, if your staff members have doubts about your service, or the academic quality at your organisation, and they are not choosing to use your services, is the customer right? If your staff members are not choosing your services because you are too expensive for what is delivered, is the customer right?

This level of honesty is the same level of honesty you can expect from a customer. Listen when there is a complaint. Have procedures in place where you can gather customer feedback. Critically address customer complaints and feedback, and if you feel the feedback is inaccurate, or misrepresents your services, address it with the customer. It is a joint journey. Explain academic decisions. Inform customers of changes and justify those changes. Because when your customers are informed, and you have an environment where the customer is valued, educated about your services and the vision and purpose of your organisation, and your staff is committed to the vision, then, when they make a decision to purchase or not to purchase, the customer is always right.

 

 

 

 

Looking forward

The equation is really simple.

Valued and supported staff members = educated consumers who can make informed decisions = great customer service = The customer is always right.

A ‘the customer is always right mentality = pressured (and at times abused) staff members = poor customer service to those who deserve great service.

But sometimes, this requires critical reflection and hard conversations.