For years I believed that the customer is always right. With experience, however, I have come to realise that this saying applies more to matters of taste than to every situation. When providing services we often forget to put ourselves in the customer’s position. Depending on the industry, doing so can be complex.

Take the education sector, for example, in which timelines are essential. When services are delayed and customers receive no follow-up communication, those delays can have serious consequences for students or faculty who are also working towards tight deadlines.

In many developing countries resource limitations, skill gaps, and weak accountability systems contribute to poor service delivery. These deficiencies leave systems inefficient, customers dissatisfied, and complaints unresolved.

To better meet our customers’ needs a few key principles should be considered:

1) Communication is key.

2) Your word should be your bond, as it directly impacts the organisation’s reputation.

3) Efficient systems matter. Operations should be structured to meet expected timelines and prevent negative ripple effects on clients.

4) Service reflects your brand. When you serve you represent both yourself and your organisation.

Developed countries often pride themselves on robust customer service systems, but do we all truly understand what customer service means? For instance, we are told never to let a phone ring more than three times. But what happens when you are already engaged with a client in person? If you interrupt that conversation to answer the phone, the client before you may feel neglected. Conversely, if you ignore the call, the caller may become frustrated. Either way, someone leaves dissatisfied.

These are real dilemmas in fast-paced environments in which image and performance metrics drive behaviour. Whether or not one believes that “the customer is always right,” it is not always true. Customers are human beings, often influenced by emotional, psychological, and social factors that shape their perceptions of “good service”. Random customer surveys do not always capture these nuances, and unfair evaluations can demoralise employees who are genuinely doing their best.

Poor survey outcomes can lead to frustration, burnout, and high staff turnover in competitive industries. When the customer is presumed always right, who defends the internal customer — the employee — who may also be right? Who ensures that feedback is fair and balanced?

We must remember that “the customer” includes not only external clients but also our colleagues and internal stakeholders. When we broaden this perspective we begin to foster a more inclusive and respectful service culture — one built on integrity, honesty, humility, and respect.

Multiculturalism also plays a role in shaping our service interactions. Biases related to race, gender, or background can unconsciously influence how we treat or perceive others. Reducing hasty judgments and actively listening can help us serve more equitably and create meaningful, positive experiences for everyone.

Ultimately, helping customers “feel right” is not about blind agreement. It is about empathy and response. When a customer says, “The system is slow,” acknowledge the frustration and reassure them that the issue is being addressed. When they complain about staff behaviour, apologise sincerely and emphasise the organisation’s commitment to improvement through training and accountability.

Each customer represents both an opportunity and a responsibility. Without them organisations — and the people who serve within them — would not exist. Whether the customer is right or wrong, our role is to provide service that communicates value, respect, and care.

Dr Althea Newell Morrison is a strategic planning manager at the Caribbean Maritime University.