Do All Customers Deserve to Be the King? A Fresh Look at Client Relationships

We've all heard the saying, "The customer is king." But in today’s business world, does this idea still valid? Are we serving our clients best by putting them on top of a marble pedestal, or is there any more balanced approach that enhances the partnership and delivers sustainable result for both sides? In this article, I’ll explore whether customers should be treated as "kings" or if there's a more empowering way to adopt a proper value and trust in client relationships.

1. The Historical View: Customers as Kings

For decades, the saying “the customer is king” has shaped how businesses operate, pushing them to prioritize client satisfaction above everything else. The idea was straightforward: if you cater to every client’s needs, they’ll stay loyal. However, as Fader (2020) discusses in Customer Centricity, there’s a better approach. Instead of aiming to meet every demand, focusing on clients whose values align with the company’s long-term growth can lead to more sustainable, rewarding relationships. After all, not every client is the right fit for every business. For example, think about a restaurant, and how it will go if they want to satisfy each individual customer’s taste and expectations? Don’t get me wrong, the business must keep its mission and the vision, standard qualities, and services always in the top priorities while serving the clients.

2. The Downside of a 'Kingdom' Approach

There are significant downsides to treating every client as royalty. For instance:

• Unsustainable Demands: When clients are always treated as kings, they may develop expectations that go beyond the agreed-upon scope of work. A common scenario is when clients delay payments outlined in the contract every time, yet hold their providers to strict KPIs without hesitation. Reinartz and Kumar (2002) discuss how such an imbalanced focus on customer loyalty can harm long-term relationships if not managed carefully: "Blind loyalty to customer satisfaction can lead companies to ignore their own needs, ultimately weakening their ability to maintain effective partnerships."
• Employee Burnout: Constantly going above and beyond usual and agreed scope may lead to your staff burnout, especially if employees feel undervalued when all focus is placed on the client and all the time ask your team to take extra miles. As Homburg et al. (2011) highlight, a measured approach to customer orientation can yield better results than an exhaustive, unsustainable focus: "Customer orientation is most effective when applied at a measured level; too much emphasis on customer demands can backfire, resulting in unrealistic expectations and strained resources."
• Loss of Mutual Respect: Instead of a balanced partnership, the relationship can become one-sided, with the client dictating terms while the business struggles to keep up.

3. From 'King' to 'Partner': Redefining Client Relationships

Shifting away from the "king" mindset opens the doors to opportunities for building partnerships based on mutual respect, transparency, and accountability. In this model:

• Both Sides Would Add Values: Rather than one side giving and the other receiving, both client and provider bring value to achieve shared goals. Morgan and Hunt (1994) : "Trust and commitment form the foundation of effective relationships, transforming interactions from transactional exchanges to partnerships based on shared value."?
• Better Communication and Expectations: Setting boundaries is the key to this success. Make expectations clear and using active listening supports understanding each party's role help to align all the concerns and objectives. Small kind gestures, like a letter of appreciation, can go a long way in making providers feel valued and motivated to go the extra mile.
• Long-Term Success: True partnerships consider the future of both parties, ensuring that all the decisions are made to benefit both client and the service provider in a sustainable way.

4. Implementing a Partnership-Driven Approach

Making this shift requires a few smart strategies:

• Set Boundaries and Communicate Clearly: Define the scope of work upfront usually in the SLA or Contract these supposed to be considered, and address any possible deviations, such as delays in payment or any KPI’s. When both parties respect agreed-upon terms, it confirms a respectful and productive partnership.
• Encourage Collaboration: Involve clients in the decision-making process. Keep the client aware of any difficulties. Collaboration invites respect and gives both sides a sense of ownership and shared investment. And keep the promises, even in simple daily routines. I noticed some of the suppliers or service providers that are not able to answer the client’s phone call for any reason in that moment, they reject the call or if they care they will send a ready made text message “I will Call you shortly…”, “I’m in a meeting, may I call you later…” or something like that, but they never call them back! As a supplier or service provider, you have to keep your promises and it start with returning the call as soon as you are available.
• Show Appreciation: Simple gestures, like a letter of appreciation, can make a significant difference in strengthening relationships. Blanchard’s Raving Fans (2015) highlights how small acts of gratitude can transform a standard client-supplier relationship into a mutually rewarding one. Recently we have upgraded Parking management machines in one of our projects to totally new system and few days after there was a huge event at the same project that the client was using our machines none stop to provide access to their visitors. Considering new system and software, there was some trouble at the very first days that we took extra miles and resolve them on spot. At the end of the event, we have received a kind and professional letter of appreciation that addressed technicians and the support team. This had a really deep impact on all of us. In the same way, that small letter of appreciation guaranteed that future events would get top-notch support from our team. All it took was that simple gesture. I’m not saying without that letter the team were not going to support them in future in the same way, but I am sure you got the idea.

5. When the Customer Truly Is King

I’m sure you know there are times when clients may need extra support, such as during critical issues similar to the above example. In such cases, temporarily stepping into a "king" role may be appropriate. But maintaining this as the norm could be a damaging effect in the long run, as explored by Sinek (2009) in Start with Why, which emphasizes the importance of shared purpose over one-sided service: “People don’t buy what you do; they buy why you do it. Focusing on purpose and values creates a stronger foundation for lasting relationships”

6. Final Thoughts

While the idea of the customer as king has been useful in the past, it’s time to consider a more balanced approach. By viewing customers as partners, we should create relationships that are sustainable, respectful, and mutually beneficial. When clients feel part of the process—not rulers or subjects—the potential for long-lasting success and trust multiplies.

Actually, the goal is to move beyond the customer satisfaction to create partnerships of shared success. In today’s business world, that may be the real “kingdom” worth building.

What Do you think, that always treating the customer as 'king' leads to better results, or have you seen cases where it actually it damaged the relationship? Why do you think that is?"?

References:

1.?????? Blanchard, K. (2015). Raving Fans: A Revolutionary Approach to Customer Service. New York: William Morrow.

2.?????? Fader, P. (2020). Customer Centricity: Focus on the Right Customers for Strategic Advantage. Philadelphia: Wharton Digital Press.

3.?????? Homburg, C., Müller, M., & Klarmann, M. (2011). When Should the Customer Really Be King? On the Optimum Level of Salesperson Customer Orientation in Sales Encounters. Journal of Marketing, 75(2), 55-74.

4.?????? Morgan, R. M., & Hunt, S. D. (1994). The Commitment-Trust Theory of Relationship Marketing. Journal of Marketing, 58(3), 20-38.

5.?????? Reinartz, W., & Kumar, V. (2002). The Mismanagement of Customer Loyalty. Harvard Business Review, 80(7), 86-94.

6.?????? Sinek, S. (2009). Start with Why: How Great Leaders Inspire Everyone to Take Action. New York: Portfolio.

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