A shift in customer goodwill: From a tacit promise to a strategic lever

Under statutory withdrawal rights, consumers have 14 days to inspect goods and return them without giving a reason. However, according to Trusted Returns’ 2025 Returns Report, just over a quarter (26 per cent) of respondents believed they were entitled to 21 days or more to return goods. An extended right of return is therefore always a gesture of goodwill: a voluntary service offered by the retailer, which is free to structure as it sees fit. In the spirit of being ‘customer-focused’, ‘free returns’ and ‘no-questions-asked’ policies in particular have become widely established in recent years. In 2026, however, it is becoming increasingly apparent that this form of blanket generosity is reaching its limits. Rising logistics and production costs, increasingly complex supply chains and growing pressure on margins mean that a permanently lenient model without any controls is no longer economically viable. At the same time, sustainability requirements are further intensifying the debate surrounding high return rates.

An end to a one-size-fits-all approach: goodwill becomes a precision decision

A one-size-fits-all approach to returns management meets neither economic requirements nor modern customer expectations. Instead, the focus is shifting to individual customer behaviour: how often are returns made? Which product categories are affected? And in what circumstances do returns occur? Data-driven systems can help tailor returns processes, for example through more efficient workflows or personalised options, without restricting the statutory right of return. This right remains unaffected, but in practice it is often not adequately supported by processes and tools, nor implemented consistently. Although many companies have access to relevant data, they do not yet use it systematically to differentiate between goodwill decisions. In future, therefore, the focus will be less on rigid rules and more on intelligent, situational models that take customer segments into account and enable fair decisions to be made at scale. Personalised solutions are increasingly replacing blanket goodwill policies. Through personalised returns options, retailers will be able to align their goodwill policies more closely with customer behaviour. Customers who only return items occasionally can continue to benefit from straightforward and accommodating processes. In cases of unusually frequent returns, however, retailers may impose certain conditions, such as offering alternative forms of refund, including vouchers. In this way, goodwill is maintained where it makes sense, while the resulting costs are distributed more fairly overall.

Transparency trumps gut feeling: returns management is becoming data-driven

Another key component of modern returns management is transparency. Companies that establish consistent return-rate metrics and systematically record and analyse them lay the foundations for more efficient processes and well-informed decisions. The focus should not be merely on measurement, but above all on identifying the root causes. Are returns caused by unclear product information, a lack of standardised sizing or unrealistic customer expectations? Or are they simply the result of individual purchasing decisions? Only once this distinction has been made can concrete measures be developed. This also applies to consumers. They, too, should be regularly informed about their individual return rates. This creates transparency and raises awareness. In addition, incentive schemes that reward responsible behaviour, rather than imposing blanket penalties, are becoming increasingly important. Examples include loyalty schemes that award points for low return rates, or tiered benefits offering increasing discounts and exclusive services to more conscious shoppers. Through such positive approaches, retailers can strengthen customer loyalty, minimise returns and conserve resources in the long term, creating a win-win situation for both retailers and consumers.

Conclusion: Goodwill 2.0 – fair, smart and economically viable

In conclusion, goodwill remains an important component of modern commercial relationships, but it is losing its role as an unquestioned model for success. The future lies not in boundless generosity, but in strategically managed, data-driven and differentiated returns management. Companies that view fairness not as a relinquishing of economic control, but as a carefully considered balance between customer expectations and economic realities, can build long-term trust and stability.