Have You Ever Given a Cookie to a Customer?
- Zel McGhee
- Nov 13
- 7 min read
By, Zel McGhee | America's SBDC at Texas Tech University - Abilene
The Question
Wait, what is the question again? Have you ever given a cookie to a customer or client? If this sounds remotely familiar, you might remember this from your past. It is from a children’s classic If You Give a Mouse a Cookie written by Laura Joffe Numeroff and first published in 1985. It is a story about a little boy who gives a mouse a cookie, then one event leads to another. Every time the little boy gives the mouse something, the mouse is not content and wants something else.
The story goes like this:
Cookie – A boy gives a mouse a cookie.
Milk – The mouse asks for a glass of milk to go with it.
Straw – Then he wants a straw for the milk.
Napkin – After drinking, he needs a napkin.
Mirror – Looking at himself, he asks for a mirror to check for a milk mustache.
Scissors – Seeing his messy hair, he asks for scissors to give himself a trim.
Broom – Cleaning up the mess, he asks for a broom.
Bed – Sweeping tires him out, so he asks for a nap.
Story – Before napping, he asks for a story.
Drawing – The story inspires him to draw a picture.
Tape – He asks for tape to hang the drawing on the fridge.
Drink – Hanging it up makes him thirsty.
Glass of Milk – He asks for a glass of milk.
Cookie – Which reminds him that he’ll need a cookie to go with it!
Giving a Customer a Cookie
Think about this in a business setting. The customer has made a small request and the business complies rather than lose a sale. The transaction results in a similar action of another request or two or an even greater concession later on. The third transaction might even go from a simple request to more of a demand, if the business wants another sale. Many businesses have been there at one time or another, or will certainly encounter a similar situation at some point in the future.
In a small business, these ripple effects are real. A seemingly minor decision, waiving a fee, doing “just one more thing” to complete the sale, etc., can quickly change customer expectations and drain company resources and manpower. It’s not about being stingy or trying to save every penny; it’s about recognizing that a small compromise can compound into something larger. Every “additional yes” today shapes what customers will expect tomorrow.
A web designer agrees to add “just one more revision” to keep a client happy. A catering business throws in a few complimentary trays because “it’s just a small favor.” The next time, those customers assume those extras are standard. What began as goodwill turns into obligation, and the business finds itself working harder for less profit. This is the “cookie effect” in real life, each yes sets the stage for another ask.
Define What Is Included
For businesses, the lesson is clear, define what’s included in a sale and stick to it. The price is the price. Write it into proposals, put it in contracts, list it on products, or publish the price on a website, and don’t be afraid to hit the pause button when the customer requests something that falls outside the normal scope of doing business.
A “no” does not have to be the end of the conversation but can actually be the beginning of a new one to discuss additional costs for the “add-on.” Put another way that relates to the book, the cookie doesn’t automatically come with a full meal.
Boundaries communicate professionalism. Customers often equate clear limits with confidence and reliability. A small business that knows its value and explains it clearly earns more respect than one that constantly gives in. For instance, a home repair company that states, “Our base service includes inspection and estimate, but repairs are quoted separately,” teaches clients what to expect and prevents awkward misunderstandings later.
Customers Will Push
Customers don’t necessarily mean harm; however, they will ask for more not because they want to take advantage of the business but because a business has shown in the past that it is willing to give in to demands to make a sale.
This is the reason that managing expectations is important. If a business always overdelivers from its normal sale terms, then customers start to believe that’s the norm. Certainly, an occasional surprise is a delight for a customer, but ordinary boundaries must be kept. Think of it like seasoning, sprinkle a little generosity when it has an impact, but not on every plate served.
Behavioral economics calls this anchoring. Once a customer experiences a certain level of generosity, they assume it’s the baseline. If a business always throws in free delivery or discounts, those “extras” stop being special and start being expected. Over time, this erodes perceived value and profitability. The goal is not to eliminate generosity, but to make it intentional and strategic.
The Generous Dilemma
The boy in the book is simply being kind. And many businesses equally want to be kind, they want to help, keep customers happy, and say yes whenever possible to make a sale. But kindness in business without structure is not sustainable. Setting limits doesn’t make a business less generous, but a well-run business that lasts is ultimately better than one that burns out trying to please every customer.
Generosity should never come at the expense of sustainability. The best businesses learn to systematize kindness, building it into their brand in ways that are manageable. For example, a local coffee shop might have one “Customer Appreciation Day” each month rather than constant discounts. This maintains goodwill while preserving profitability.
Another example is service-based businesses offering loyalty programs that reward repeat customers rather than ad hoc favors. Structured generosity protects the bottom line and ensures that goodwill remains genuine, not reactive.
A Negotiation Lesson
The book is also a negotiation lesson. The boy gives in without setting terms, and once the pattern is set, he can’t get out of it. In business, however, the script needs to be flipped:
Set terms clearly from the start.
Tie extras to clear value, discounts for referrals, bonuses for bigger orders, higher pricing for additional work and add-ons, etc.
Know when to politely but firmly say no.
Negotiation is an art of clarity. Customers respect transparency more than surprise. When business owners explain costs openly, they often find customers are more understanding than expected. “I can include that extra service for $50 more” is far better received than “Sure, I’ll do it for free this time,” which plants unrealistic expectations. Clarity creates fairness, and fairness fosters trust.
40 Years Later
Nearly 40 years after it was published, the lessons of the book still hit home because it reflects something universal. Customers, employees, even management itself always want “just one more thing.” For a small business, recognizing that cycle is the first step toward controlling it.
Small businesses succeed when they balance generosity with structure, flexibility with focus, kindness with professionalism. A business that always says yes eventually can drown in its own goodwill. On the other hand, a business that never says yes risks missing opportunities. The trick is finding the middle ground.
The story’s longevity proves its wisdom: unchecked giving, without structure or awareness, can lead to exhaustion. In business terms, it’s not greed that causes problems, it’s inconsistency. Businesses that give too freely one day and then pull back the next confuse customers and staff alike. Consistency builds confidence. Customers appreciate knowing where they stand; employees appreciate having boundaries they can support confidently.
The Cost of Uncontrolled “Yes”
Every additional yes carries a cost. It could be time, labor, materials, or energy, often hidden until margins start shrinking. A design firm that constantly throws in “quick edits” or a contractor who adds “just one more hour” of labor without billing it eventually feels the squeeze. Over time, this behavior conditions the entire customer base to expect more for less.
Tracking the real cost of extra work can be eye-opening. When businesses begin logging unbilled time or materials given away, they often discover thousands of dollars in lost profit each quarter. Simply quantifying these “cookies” helps owners make better decisions. A small business can stay generous without being exploited, by measuring generosity the same way it measures sales.
Turning “No” into a Positive
A polite “no” doesn’t end relationships, it can build respect. When handled well, customers recognize that boundaries protect quality. Saying no with explanation and options demonstrates professionalism.
For example:
“That’s outside our normal scope, but we can add it as a separate service.”
“That’s a great idea for a future upgrade. Let’s plan that into the next project.”
These responses transform rejection into partnership.
Boundaries paired with empathy can even strengthen loyalty. Customers may not get everything they ask for, but they’ll remember being treated honestly and respectfully. Many repeat buyers choose providers who balance fairness with flexibility, knowing they’ll get consistent value instead of unpredictable concessions.
A Cookie with Purpose
Generosity is powerful when it’s intentional. A bakery offering a free cookie on a child’s birthday or a mechanic providing a no-cost tire check for veterans are thoughtful gestures that create goodwill without setting unsustainable expectations. Planned generosity builds loyalty; impulsive generosity builds problems.
This principle, intentional generosity, also applies internally. Employees who see consistent, values-driven kindness toward customers mirror that behavior. It becomes part of the brand voice and culture. Intentional generosity reinforces a company’s purpose while maintaining control of its resources.
The Long-Term Cost of Saying Yes Too Often
Every “yes” made for the sake of convenience can accumulate into a reputation problem over time. When customers expect more than the business can reasonably provide, disappointment eventually replaces appreciation. This can lead to negative reviews or word-of-mouth frustration, not because the business did something wrong, but because expectations were never managed.
In contrast, businesses that communicate their limits early are remembered for consistency. A clear, honest policy may not please everyone in the moment, but it preserves credibility in the long run. Customers respect reliability more than endless accommodation, and they reward businesses that consistently deliver on their promises.
Balancing Giving and Guardrails
Kindness and structure can coexist. Clear pricing, transparent communication, and defined service levels allow businesses to say yes in ways that make sense. Boundaries are not barriers, they are the framework for sustainable generosity.
Small businesses thrive when they build systems that make customers feel appreciated while protecting long-term profitability. Saying no strategically is not resistance, it’s leadership.
Give Thoughtfully
Saying yes to every request may win a few smiles in the short term, but structure and fairness win trust for the long haul. A small business that gives with intention and sets boundaries with confidence builds respect from both customers and employees.
No small business has to find this balance alone. America’s SBDC is here to help business owners define pricing, structure contracts, and build sustainable customer relationships. Accredited consultants across the nation offer guidance at typically no financial cost, helping you strengthen both your generosity and your bottom line.
Give freely, but give thoughtfully, and your business will never run out of cookies to share.
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