Question
In the U.S., the customer is at the center of everything. Our German colleagues don’t seem to think that way. They actually tell us to push back on the customer. How can we get them to understand how we in the U.S. work with our customers?
Answer
The perception that Germans are not customer-oriented is one of the most common—and most misleading—complaints in German-American collaboration. Germany has the third-largest economy in the world with only about eighty million people. Their companies maintain long-standing customer relationships that generate consistent business. They are customer-oriented. They simply define customer orientation differently than Americans do.
In the American logic, customer orientation means serving the customer. The customer’s needs, preferences, and timeline drive the relationship. Responsiveness, accommodation, and a willingness to go the extra mile define good service. The phrase “the customer is always right” captures the orientation, even when everyone knows it is not literally true. The relationship is built on making the customer feel that their needs come first.
In the German logic, customer orientation also means consulting the customer. The relationship is understood as a partnership between two parties with complementary expertise. The supplier has an obligation—and the customer expects the supplier—to provide honest advice, to push back when the customer’s request is not in their best interest, and to recommend solutions based on technical knowledge rather than simply fulfilling orders. A German supplier who agrees to everything the customer asks without questioning it is not being customer-oriented. They are being negligent.
This is why German colleagues will say things like “You need to stand up to the customer” or “Tell the customer to try our product.” From the German perspective, this is not arrogance—it is professional responsibility. They believe the customer benefits most when the supplier brings genuine expertise to the relationship rather than simply accommodating every request.
The collision happens because American customers generally do not expect to be challenged by their suppliers. A German supplier who pushes back on a request, questions a specification, or suggests an alternative approach may be perceived as difficult, unresponsive, or not customer-focused. The German is doing exactly what they believe a good customer-supplier relationship requires. The American customer experiences it as the opposite.
For Americans working with German colleagues: do not try to eliminate the consultative instinct. It is a genuine strength. German technical advice often produces better outcomes for the customer than simple accommodation would. Instead, help your German colleagues understand that in the U.S., the consultative approach must be delivered within a relationship framework. American customers need to feel heard and respected before they will accept being challenged. Build the relationship first, establish trust, then introduce the technical pushback. The sequence matters enormously.
For Germans working with American customers: your expertise is valued, but your delivery needs adjustment. American customers expect to feel that they are being served, even when you are advising them to change course. Lead with acknowledgment of their request before offering your alternative. “I understand what you need. Based on our experience, here is an approach that would serve you even better” is received very differently than “That is not the right approach. You should do this instead.” The substance can be identical. The framing determines whether the customer hears expertise or arrogance.