Quotes About Customer

The Starbucks customer and the Teavana customer are two very different customers, two different need states that are highly complimentary.

At age nine, I got a paper route. Sixty-six papers had to be delivered to sixty-six families every day. I also had to collect thirty cents a week from each customer. I owed the paper twenty cents per customer per week, and got to keep the rest. When I didn't collect, the balance came out of my profit. My average income was six dollars a week.

But most automotive dealerships are set up for customer acquisition - which is crazy when you consider the average cost of customer acquisition is $1,000 or more.

IF YOUR JOB IS CUSTOMER SATISFACTION, YOUR REAL JOB TITLE IS PROBLEM SOLVER.

Listen to the customer's complaint and act fast.

The customer is always right...even when they're wrong.

You will deal with ignorant, opinionated and innocent people. You will often have an opportunity to cheat them. If they could, they would cheat you, or force you to sell at less than cost. You must be wise, but not too wise. You must never actually cheat the customer, even if you can. You must make her happy and satisfied, so she will come back.

My biggest complaint about customer service is that I am put on hold too long.

Always give your customer something.

Top-down leaders, by withholding power from those in the ranks, deprive them of the ability to use the expertise and information vested in them to respond directly and with speed to customer concerns.

We're improving and taking our levels of customer satisfaction higher and higher....Our customers are happier than they were before.

Your customer is anyone who depends on you, or who you depend on for success.

At the end of the day, I want to create collections that, although I am inspired by very creative women, I want my customer to walk away with a silhouette that she doesn't even know what collection it comes from. That it just lasts in her wardrobe and makes her feel strong and confident and hopefully happy.

People will buy anything that is one to a customer.

Let's hold insurance companies accountable the right way by making them put their whole customer base on the line.

What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.

Really good customer service will deliver sales. You are training salesmen to give the best possible advice and then to achieve the sale. People actually like you to ask for a sale because it shows you value their business.

Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.

Unless you are building a new company from the ground up and can install caring as your businesses' cornerstone, you have to be willing to embark on a completely cultural overhaul so that, like a local mom and pop shop, every employee is comfortable engaging in customer service, and does it authentically.

It's much harder to provide a great customer service than I would have ever realised. It's much more art than science in some of these other areas and not just about the facts but about how you are conveying them.

In just 200 tweets we can assess and identify 52 different personality traits of a customer. We ran an analysis over 500,000 people and we really nailed this. Think of providing this powerful insight to a retailer. We can see what they value, not just what they are buying. We have found a 40-45% increase in sales when you recommend upsales based on values instead of past buying behavior.

In Sales, you have to satisfy two people: One, your customer. Two, your Boss.

The experience would be that a customer would have total access to Burberry across any device, anywhere, and they would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand.

The best way to do business with a liar is confront them with the truth. Tell them that you do business as a partner. If your lying customer still can't see the light, tell him that you may not be the best choice for business, and that you think you have someone that can serve him better. Then, refer him to the competitor that you hate the most.

As a customer service representative; it is hard to deal with people who has an attitude when I pick up the phone.

Even when I ran my bar I followed the same policy. A lot of customers came to the bar. If one in ten enjoyed the place and said he'd come again, that was enough. If one out of ten was a repeat customer, then the business would survive. To put it another way, it didn't matter if nine out of ten didn't like my bar. This realization lifted a weight off my shoulders. Still, I had to make sure that the one person who did like the place.

Like the effect of advertising upon the customer, the methods of political propaganda tend to increase the feeling of insignificance of the individual voter.

I don't want to be on the other side of the table from the customer. I was never selling anything that I didn't believe in myself or use myself.

The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer.

My advice for an entrepreneur just starting out is to differentiate yourself. Why are you different? What’s important about you? Why does the customer need you?

As Starbucks' CEO Howard Shultz explains, the high-quality customer service that makes it possible for his company to charge a premium for its coffee results from the investments it makes in employee welfare and training.

Our business is about technology, yes. But it's also about operations and customer relationships.

There is no other art medium like tattooing in the world. When the customer comes in with a basic idea, it is up to me to design and translate that idea onto skin. I really appreciate when customers have enough trust in what I can do.

Approach each customer with the idea of helping him or her solve a problem or achieve a goal, not of selling a product or service.

Truly world-class firms are always examining their business processes and continuously seeking solutions to improve in key areas, such as lead time reduction, cost cutting, exceeding customer expectations, streamlining processes, shortening time to market for new products, and managing the global operation.

I always say this to the young chefs and mean it: The customer is excited, he says you are an artist, but we are not, just craftspeople with a little talent. If the chef is an artist, he doesn’t succeed. Why? Because he is inspired today but not tomorrow. We cannot do that.

We innovate by starting with the customer and working backwards. That becomes the touchstone for how we invent.

It is to the real advantage of every producer, every manufacturer and every merchant to cooperate in the improvement of working conditions, because the best customer of American industry is the well-paid worker.

A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so.

Service standards keep rising. As competitors render better and better service, customers become more demanding. Their expectations grow. When every company's service is shoddy, doing a few things well can earn you a reputation as the customer's savior. But when a competitor emerges from the pack as a service leader, you have to do a lot of things right. Suddenly achieving service leadership costs more and takes longer. It may even be impossible if the competition has too much of a head start. The longer you wait, the harder it is to produce outstanding service.

pulled into my convenient neighborhood fast food restaurant. I ordered shrimp salad, onion rings, and a beer. The shrimp were straight out of the freezer, the onion rings soggy. Looking around the place, though, I failed to spot a single customer banging on a tray or complaining to a waitress. So I shut up and finished my food. Expect nothing, get nothing.

The #1 guideline to success is you must be in business for yourself. When you work for someone else, you sell your time at wholesale to your employer, who then re-sells it at retail to the customer.

The customer is an object to be manipulated, not a concrete person whose aims the businessman is interested to satisfy.

Unknown customer, unstated need - that is bleeding edge of innovation!

In software, we rarely have meaningful requirements. Even if we do, the only measure of success that matters is whether our solution solves the customer's shifting idea of what their problem is.

An email address is like a customer's "digital fingerprint".

Bill Gates' Success Factors for Microsoft 1. Long-term Approach 2. Passion for Products and Technology 3. Teamwork 4. Results 5. Customer Feedback 6. Individual Excellence

No one is doing something in your business - getting a sale, having a key customer, working on an R&D project - doing anything that's more important than something you say is going to change the company.