Written by Fatin Ismail
In any business operating in a customer-facing setting (such as retail, hospitality or food and beverage), the point of contact between customer and operator, whether at the counter, during service, or upon delivery, can often make or break the customer experience. Customers naturally expect satisfactory service, quality products, and fair treatment. Where they are dissatisfied, they have the right to raise concerns, request clarifications, or lodge formal complaints through proper channels.
However, while the adage ‘the customer is always right’ reflects the importance of good service, it also comes with an important caveat: the customer must be right in the first place. Their right to question quality or service does not extend to engaging in harassment, verbal aggression, or physical misconduct. In recent years, these sectors have seen an increase in incidents where disagreements escalate into confrontations, sometimes resulting in aggressive or abusive behaviour towards frontline employees. Such situations not only disrupt operations but also raise legal, safety and reputational concerns for the business.
This article looks into both sides of the coin where it examines what the customer can do in protecting their rights and what businesses can do in the event a transaction goes awry.
What consumers may rightfully do when receiving dissatisfactory goods or services
Consumers have the right to raise concerns when the goods or services they receive fall short of reasonable expectations. They are entitled to voice dissatisfaction and request clarification from the business outlet directly or through the business’ designated customer-care channels (if any). Business operators on the other hand are generally expected to respond professionally and offer reasonable solutions. Where the issue remains unresolved, customers are entitled to escalate the matter through the company’s formal complaint avenues, such as customer-service hotlines, feedback portals or dedicated email channels.
If they are still dissatisfied with the response, they may seek recourse through the Ministry of Domestic Trade and Cost of Living (KPDN) or the Tribunal for Consumer Claims, which are equipped to address complaints involving unsatisfactory goods or services, misleading representations or unfair trade practices.
In today’s digital landscape, many customers may also turn to social media to share their experiences; while individuals have the right to express criticism publicly, this must be done responsibly and without making defamatory statements, spreading false allegations, revealing private information about employees and most importantly, without inciting harassment.
Ultimately, consumers have legitimate avenues to pursue when they encounter dissatisfactory service or product quality. However, these rights must be exercised respectfully and without crossing into intimidation, verbal or physical abuse. Consumer rights serve to promote fairness and accountability, but they do not excuse abuse by the customer.
What businesses can do to manage crises at their place of business
When a business is confronted with a customer who crosses the line from reasonable complaint into abusive conduct, they must respond with clarity, consistency and professionalism. This makes it crucial for businesses to implement a clear and practical Standard Operating Procedures (SOP) that guides staff through crisis management, documentation and escalation.
Establish clear SOPs for customer misconduct
Every business operator should have a written and well-communicated SOP that sets out what employees must do if they encounter aggressive, threatening, or abusive customers. These SOPs should be simple, actionable and focused on employee safety. Key SOP components include:
Staying calm and avoiding escalation
Employees must refrain from engaging in verbal retaliation or physical confrontation. The goal is to de-escalate the situation, not to “win” the argument. Staff should use calm, neutral language and avoid reacting to provocation.
Alerting a supervisor or security personnel
Employees should immediately signal a team leader, manager, or designated “incident handler”. Larger outlets should have a silent alarm, code word, or signal to alert others discreetly.
Ensuring personal safety and distance
If the customer becomes physically aggressive, employees must prioritise moving away to a safe area. The business operator should train staff to maintain physical distance and never attempt to restrain the aggressor.
Documenting and reporting the incident
Once the situation is under control, record the incident in a logbook or incident report form. Preserve CCTV footage, witness statements, and any evidence. Notify the business operator or head office (if any) within the same day for further action.
Crisis management
When an incident occurs, the business operator’s actions within the first few minutes are critical. A calm, structured approach protects both the employee and the business.
Secure the premises, report and escalate internally
Approach the situation calmly and, if possible, take over communication from the staff member involved. Do not engage in shouting, argument or physical retaliation, regardless of provocation. If the customer refuses to calm down, request politely but firmly that they leave the premises. If there is any risk of harm, contact security or the police immediately. Notify the company’s management or head office as soon as possible. Provide a factual report without speculation or personal commentary. If injury or threat of violence occurred, file a police report promptly.
Protect evidence and witnesses
Secure CCTV footage and obtain statements from witnesses while the memory is fresh. Note the time, date, and description of the incident. Preserve the evidence as it may be needed for a police report, insurance claim or internal review.
Communicate responsibly
In the age of viral videos, business operators should refrain from commenting publicly or posting online. All media or social-media communication should come from the company’s corporate communication team. Remind employees not to share photos or videos of the incident, to avoid legal or privacy complications.
Building a crisis management framework
While SOPs provide structure, business operators also need a crisis management mindset or more simply put, a way to think clearly under pressure. Key principles include:
Staying professional
Even when provoked, professionalism protects both the employee and the business.
Safety first
Always prioritise physical safety over customer service. A sale is never worth personal risk.
Training for real-world scenarios
Conduct periodic training on conflict de-escalation, role-playing real incidents so staff are prepared.
Follow up
Review what happened, identify gaps in the response, and refine the SOP where needed.
Long-term measures
Visible policy on zero-tolerance for abuse
Display signage informing customers that abusive or violent behaviour will not be tolerated. This reinforces a respectful culture and gives staff confidence to act.
Regular staff training
Conduct refresher courses or training on conflict management and safe disengagement. Empower employees to know when to call for help.
Post-incident review and support
After any serious incident, the Operator should review what happened, check on the employee’s well-being, and consider whether security or layout changes are needed.
Consistent communication with corporate management
Keep management informed to ensure consistency in how such incidents are handled across outlets. Escalate any repeat offenders or patterns of behaviour that could pose ongoing risks.
Conclusion
An aggressive or abusive customer can turn a routine workday into a crisis within seconds. For business operators, having clear SOPs, maintaining composure, and exercising sound judgment are key to protecting both employees and reputation. By combining structure (through SOPs), calm professionalism (avoiding escalation), and practical crisis management, business operators can navigate such incidents effectively, ensure employee safety, and uphold the business’s values of respect and integrity. In the long run, proactive preparation and a culture of mutual respect between staff and customers will always serve as the strongest defence against workplace conflict.
Published on 17 November 2025