Going Above and Beyond: The Most Powerful Path to Customer Loyalty

The Nordstrom Tire Story

In my books, I frequently reference customer service research which shows that consistently going above and beyond for customers builds stronger loyalty than even low prices or high product quality. A prime example of this principle comes from Nordstrom—a company renowned for its legendary service.

In 1979, Craig Trounce, a sales associate at the Nordstrom store in Fairbanks, Alaska, encountered an unusual situation that would become a cornerstone of the company’s customer service legacy. A reclusive customer named Sam arrived with two worn tires and insisted he had purchased them from that very building. As most know, Nordstrom is a luxury clothing retailer—it does not, and never has, sold tires.

Rather than dismiss the man, Craig listened. He knew Nordstrom had recently acquired the building from a business that had, in fact, sold tires. Although Sam lacked a receipt, Craig—well-trained in Nordstrom’s service philosophy and empowered to resolve customer issues—took initiative. He called a local Firestone dealer, verified the estimated value of the tires (then $25), and reimbursed Sam without hesitation.

That $25 gesture turned into one of the most celebrated stories in retail history. Even decades later, new Nordstrom employees hear this story in training, and in some stores, tires are still displayed as a powerful reminder: always go the extra mile.

Some companies might question the wisdom of “wasting” $25 on an old tire claim, but those that truly understand customer service recognize the immense return on investment. Going above and beyond doesn’t just solve problems—it builds trust, generates word-of-mouth marketing, and creates lifelong loyalty. It’s worth more than any ad campaign.

Nordstrom uses storytelling to instill a culture of exceptional service. Employees are not only trained but trusted to make decisions in the moment that prioritize customer satisfaction.

Now contrast that with public education. Every day, dedicated school staff go above and beyond for their students—yet the concept of “customer service” is rarely mentioned in our schools, let alone emphasized in professional development. We’ve convinced ourselves we don’t need to worry about it, and in doing so, we’ve risked becoming obsolete. As the school choice movement continues its rapid expansion, we in public education must reclaim the value of service—or risk being left behind.