The phrase “The customer is always right” is one of the most recognizable and enduring maxims in commerce, serving as a guiding principle for customer service across nearly every industry. This simple declaration defines the modern relationship between seller and buyer by prioritizing the consumer’s perspective. Understanding the true origin and initial application of this concept reveals a nuanced business strategy, often far removed from its modern, literal interpretation. This historical investigation uncovers the economic context that necessitated such a revolutionary idea and tracks its transformation from an internal policy to a global standard of customer expectation.
Identifying the Originators
The credit for popularizing this slogan is shared between two early modern retail figures: Marshall Field in Chicago and Harry Gordon Selfridge in London. Marshall Field, the magnate behind Marshall Field’s department store, adhered to the philosophy as early as 1905. A newspaper article from that year noted that Field “broadly speaking” subscribed to the idea. His business philosophy was also captured in the similar slogan, “Give the lady what she wants.”
Selfridge, an American who had previously worked for Field, carried this customer-centric philosophy across the Atlantic when he opened Selfridges in London in 1909. Selfridge is widely credited with introducing the exact phrase to the British public and using it as a deliberate marketing slogan. The British press found the policy radical and even ridiculed the concept. While Field may have been the first to practice the philosophy, Selfridge ensured its lasting fame by adopting it as an explicit brand identity.
The Gilded Age Context of Retail
The philosophy emerged during the Gilded Age at the close of the 19th century, coinciding with the rise of the modern department store. Before this era, retail was governed by the ancient legal maxim caveat emptor, or “let the buyer beware.” The burden of inspecting goods for defects rested almost entirely on the purchaser, and merchants operated with minimal accountability. Haggling over prices was commonplace, fostering inherent distrust between buyers and sellers.
The scale of the new department stores and the growing class of urban consumers demanded a new commercial approach. Retailers like Field and Selfridge sought to break down mistrust to encourage repeat business and establish reliable brands. They pioneered practices such as fixed pricing, which standardized the shopping experience and eliminated the uncertainty of haggling. The maxim was adopted as a public guarantee of store accountability and quality, shifting the risk from the buyer back to the merchant.
The True Meaning of the Original Maxim
The philosophical intent behind the original maxim was not a literal endorsement of every customer’s claim, but a strategic policy of trust and empowerment. The phrase served as a tool for brand building, ensuring that any customer who felt cheated or deceived would have their complaint treated seriously. This approach was about establishing a reputation for integrity and a willingness to stand behind the quality of the merchandise.
Some historical accounts suggest the concept was initially expressed in a more nuanced way, such as “Assume that the customer is right until it is plain beyond all question that he is not.” This version reveals the true operational intent: employees were instructed to begin every service interaction with an attitude of deference to the customer’s integrity. By empowering staff to instantly resolve minor issues and offer generous return policies, the stores transformed complaint management into a competitive advantage and a demonstration of quality control. The modest cost of an occasional fraudulent claim was viewed as a necessary expense to build long-term customer loyalty.
The Spread and Popularization of the Slogan
The success of the customer-first philosophy quickly propelled it beyond the grand department stores of Chicago and London, establishing it as a universal model for service excellence. Other major retailers, such as John Wanamaker, adopted similar policies, recognizing the power of prioritizing customer satisfaction. The concept also appeared in the hospitality industry; hotelier César Ritz used the French equivalent, le client n’a jamais tort (“the customer is never wrong”), as early as 1908.
Throughout the 20th century, the phrase became codified in business training manuals and service standards across various industries. Its transmission was driven by the clear economic benefits of customer retention and positive word-of-mouth marketing. The maxim evolved from a revolutionary retail strategy into a baseline expectation, becoming the default standard against which customer service performance was measured globally.
The Philosophical Shift and Modern Debate
Over time, the meaning of the maxim underwent a significant philosophical shift, evolving from an internal policy of trust into an external expectation of absolute deference. The original intent—to empower employees and guarantee quality—became misinterpreted as a mandate to comply with all customer demands, regardless of their reasonableness. This literal application created a dynamic where customers sometimes used the slogan as justification for abusive behavior, expecting a business to tolerate disrespect or grant unrealistic concessions.
This shift led to the rise of a counter-maxim, “The Customer is Not Always Right,” reflecting a growing recognition of the need for a balanced approach. Contemporary service philosophies, exemplified by companies like Southwest Airlines and Zappos, now prioritize the well-being of their employees as a necessary component of quality service. Businesses increasingly understand that supporting their staff in difficult interactions is paramount to maintaining morale and ensuring long-term service consistency. Rejecting the literal maxim allows companies to manage costs, protect employees from unreasonable requests, and focus resources on maintaining high-quality service for customers who treat the staff with respect. The modern approach acknowledges that while the customer’s perspective must be heard, the company’s integrity and the staff’s welfare must also be upheld.