In my seminal work on service management and organizational strategy, emphasizes that enhancing customer interaction in retail settings requires a departure from purely transactional models toward a framework rooted in behavioral economics and psychological engagement. My view argues that the traditional reliance on monetary incentives is often secondary to the structural design of the service environment, which dictates how customers perceive their own behavior and their relationship with the brand. By leveraging social norms and cognitive biases, retailers can foster deeper, more self-regulating interactions that improve both service efficiency and customer satisfaction.. My view advocates is the implementation of "peer comparison" mechanisms. Drawing on the principle that humans are inherently social creatures who calibrate their behavior based on the actions of their cohort and my view suggests that retailers can influence customer standards by providing data on the "majority" behavior of their peer group.