Why Most business organizations embrace the idea that the customer is always right

Discussion Question

Most business organizations embrace the idea that the customer is always right, and their operations aim at meeting the exact needs and desires of their customers. Firms that have their workers engaging in direct contact with clients and interact with them frequently tend to hold to the notion more than other organizations (Ghoumrassi & Țigu, 2017). The reason behind the argument is that the success of any business operation is achievable when it meets the demands of the consumers. The problem comes in when some customers prove to have unreasonable demands, and having continuous engagement with them may be unhealthy for the business, especially to the employees. These unreasonable needs are more profound in some sectors than others, such as the health care service industry where a customer might demand some prescription that is familiar to them, yet they expert is aware of the danger that lies ahead. Therefore, meeting the pressing needs of consumers is a move towards successful business performance and customer satisfaction, but the notion should hold if the actual demands are reasonable and healthy for business performance.

Maintain excellent relations with customers is one of the top reasons to meet the sales and revenue objectives of a business organization. However, there are exclusive cases where the cost of holding to some customers has a negative bearing on the long-term performance by the firm. For instance, the undesired customers consist of the ones whose desires are impossible to meet, some being rude to employees, among other unpleasant features. The specific cases of clients actively interacting with employees and the administration always treating them to be right without making other considerations will result in workers feeling that their efforts are unappreciated. A negative perception of the employees towards the administration is just as bad as losing customers, and extreme cases where they decide to quit may lead to the firm losing a pool of skilled labor that has been developed over a long time (Miloslavić, 2019). The argument, in this case, is that the business might need to redirect the efforts exerted to unreasonable customer demands to other operational aspects while focusing on clients who are cooperative.

Further, Engaging with customers who continually generate losses has a long-term effect of limiting growth and conversion opportunities for the firm. One of the reasons that might compel the firm to focus its attention only on the agreeable clients is the attempt to avoid conflict with the leading source of revenue generation (Ghoumrassi & Țigu, 2017). The development of other operational aspects remains at stake in this case as the business tends to remain rigid and reluctant to adapt to the extreme cases that need strategic decision-making. The leadership team should embrace every difficult step taken when dealing with unique cases involving customers and use the outcome as a learning opportunity.

Creating a balance between achievable customers’ needs other fundamental resources such as workforce and financial resources directed to these consumers can give a better framework of the actions to be taken when handling customer cases. Embracing the times when difficult decisions have to be taken is an opportunity to convert unreasonable dissatisfaction into changing of mindset (Fombelle et al. 2020). Generally, customers should be entitled to better services according to their needs and have the perception that they are always right, but the company should maintain the flexibility of assessing a situation to make the right decision. If their demands and behavior prove that they are not constructive to the overall objectives of the firm, then it should reconsider doing business with the customer or reducing the levels of engagement.

References

Fombelle, P. W., Voorhees, C. M., Jenkins, M. R., Sidaoui, K., Benoit, S., Gruber, T., … & Abosag, I. (2020). Customer deviance: A framework, prevention strategies, and opportunities for future research. Journal of Business Research, 116, 387-400.

Ghoumrassi, A., & Țigu, G. (2017, July). The impact of logistics management in customer satisfaction. In Proceedings of the International Conference on Business Excellence (Vol. 11, No. 1, pp. 292-301). Science.

Miloslavić, M. (2019). “The customer is not always right”: Frontline employees’ perspective and coping with illegitimate customer complaints (Doctoral dissertation, RIT Croatia.).

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