IF you are a regular traveller at Japanese airports, you would notice that Japanese airline staff and ground crew bow to their waiting customers before opening check-in counters.
They step out from behind the counters and line up together and bow deeply in unison. Flight attendants and the pilots, who walk by their airline counters, also do the same to the queuing passengers.
It’s a profound expression of omotenashi, Japan’s deep-rooted culture of hospitality, respect and gratitude.
Such a brief ritual also shows discipline, professionalism and care for customers right from the start of the service interaction.
Airlines like All Nippon Airways (ANA) and Japan Airlines (JAL) uphold these customs consistently across the country’s airports.
In recent years, I have personally experienced Chinese airlines attendants who helped to put on the slippers for its Business Class passengers which most of us quickly and politely decline their assistance.
As a traveller who has visited over 60 countries on many airlines, I can safely say that Asian countries easily beat Western nations when it comes to services.
Many businesses have forgotten a simple truth: without customers, there is no business.
Instead of viewing people as customers whose loyalty must be earned and maintained, many sectors have adopted labels that subtly change the relationship.
Most airlines see people as passengers. Hospitals see them as patients. Museums see them as visitors. Universities see them as students.
Government-linked service providers see them as account holders or users. The terminology may appear harmless, but it often reflects a deeper mindset.
Consider the airline industry. Airlines compete fiercely on routes and pricing, yet many have become experts at treating customers as logistical units to be processed rather than individuals to be served.
Some flight attendants seemed to give the impression that passengers are a nuisance. I have in mind a certain European airline whose flight attendants are downright rude.
Automated systems, endless call centre queues, opaque fees and inflexible policies leave travellers feeling that their inconvenience is merely part of the business model.
The healthcare sector presents a similar challenge. While patient care is rightly the primary concern, some hospitals seem to forget that patients are also paying customers.
Long waiting times, poor communication, confusing billing systems and a lack of empathy can make people feel powerless at a time when they are already vulnerable.
Museums and cultural institutions are not immune either. Many invest heavily in exhibits and facilities but pay insufficient attention to the visitor experience.
Staff who appear indifferent, confusing signage and limited engagement opportunities can leave visitors feeling more like a statistic than a valued supporter.
Recently, I walked over to a guide at the famous Louvre museum in Paris to ask if my ticket came with a translator headset. But the guide, in a stern and rude voice, told me to read my ticket before asking him any questions.
He had obviously failed to understand the fundamental principle – I was a paying customer. If he didn’t like his work, he should quit and not give the organisation a bad name.
The problem is not the labels themselves. Passengers, patients and visitors are accurate descriptions. The issue arises when organisations allow these labels to replace the customer mindset.
A customer-centred organisation constantly asks: How easy are we to deal with? Are we respecting people’s time? Are we listening to feedback? Would someone choose us again if they had alternatives?
This is the moment when we must look to leadership, regardless of the organisation, the business or the service. From the top, what is the tone being set? Is it one that truly values professionalism and mutual respect?
Recent research from the Chartered Management Institute (CMI) found that organisations that invest in training their managers reap the benefits when it comes to employee satisfaction.
Conversely, one in three people said they have walked away from a job because of a bad manager or toxic workplace. If you’re running a business but are not training your managers, you are inviting a revolving door of staff along with expensive recruitment costs to find replacements.
More importantly, satisfied employees, the ones who feel supported by a manager who knows what they’re doing, translate time and time again into better customer service.
The most successful companies understand that customer experience is not a department; it is a culture. They recognise that every interaction shapes reputation and loyalty.
Ironically, many organisations spend millions on branding campaigns promising excellence while overlooking the daily experiences that truly define their brand.
A smiling advertisement cannot compensate for poor service. A glossy website cannot replace genuine care.
In an increasingly competitive world, customers have more choices than ever. Social media also ensures that poor experiences travel faster and further than any marketing campaign.
Businesses and institutions that forget they have customers may continue operating for a while, especially if competition is limited. But eventually, dissatisfaction accumulates. Trust erodes. Loyalty disappears.
The lesson is straightforward. Whether someone is called a passenger, patient, visitor, student or subscriber, they remain a customer.
Datuk Seri Wong Chun Wai is a National Journalism Laureate and chairman of Bernama. The views expressed here are the writer’s own.
