Quotes About Customer

Traditional sales and marketing involves increasing market shares, which means selling as much of your product as you can to as many customers as possible. One-to-one marketing involves driving for a share of customer, which means ensuring that each individual customer who buys your product buys more product, buys only your brand, and is happy using your product instead of another to solve his problem. The true, current value of any one customer is a function of the customer's future purchases, across all the product lines, brands, and services offered by you.

What the customer demands is last year's model, cheaper. To find out what the customer needs you have to understand what the customer is doing as well as he understands it. Then you build what he needs and you educate him to the fact that he needs it.

We mocked that concept ['movies are better than ever'] by doing a sketch that was about a theater trying to get one customer to come in...and that customer was Jerry Lewis. It generated so much controversy that Dean [Martin] and Jerry [Lewis] had to apologize in a full page ad in Variety.

Demonstrate to your customer the difference between price and cost. The price is what it takes to purchase the item. The cost is the amount the customer eventually pays. They are not the same.

Customer service should not be a department, customer service is everyone's job.

The only way to build a good company is one satisfied customer at a time. However, to build a great company, we must add one raving fan at a time. The difference is this...a satisfied customer will come back, but a raving fan not only comes back, but becomes part of your sales team. There's a big difference!

To quote a recent customer email, “I really appreciate your thoughtful and professional response. I don’t get that a lot from customer service. Usually, it’s scripted nonsense that makes it seem like I’ve done something wrong. You’ve single-handedly improved my perception tenfold. Someone there ought to give you a pay raise."

Your business should be defined, not in terms of the product or service you offer, but in terms of what customer need your product or service fulfills. While products come and go, basic needs and customer groups stay around, i.e., the need for communication, the need for transportation, etc. What market need do you supply?

You don't need a big close, as many sales reps believe. You risk losing your customer when you save all the good stuff for the end. Keep the customer actively involved throughout your presentation, and watch your results improve.

The successful producer of an article sells it for more than it cost him to make, and that's his profit. But the customer buys it only because it is worth more to him than he pays for it, and that's his profit. No one can long make a profit producing anything unless the customer makes a profit using it.

Fact is, the work place to a great extent is "where we live." We need star accountants. Boffo saleswomen. Over-the-top creatives in marketing and new product development. And so on. But, since we're effectively talking about "where we live," good sense and good business and "good" engagement throughout the "supply chain," from vendor's vendor to customer's customer, we would benefit mightily-including on the P & L-if we insisted (!) on: "Pleasant." "Caring." "Engaged."

Yesterday, I tried to call Northwest Airlines' customer-service line over a couple of hours. I couldn't get through. The recording said, "Due to a high volume of calls" Well, you could put it that way - "Due to a high volume of calls". Or you could say, "Due to an insufficient number of employees..."

A friend who used to be my customer told me one day: "I promise I am going to help you to be relocated." He's a realtor and after he bought two buildings in the business district in Boston, he said: "Are you ready for your next place?" I could not believe it.

Our new attitude is how can we put you in front of our customer.

My customer isn't wrapped up in labels and money.

The best customer of American industry is the well paid worker.

Like any small business owner, I experienced the pressures of building a company from the ground up - developing a business plan, balancing the books, meeting payroll and building a customer base

In the marketplace, small businesses are the face and voice of humanity, which provides them with a great advantage in the Age of the Customer.

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

I think maybe 50 years ago people and businesses felt like they had to choose between maximizing profits and making customers happy or making employees happy, and I think we're actually living in a special time where everyone's hyperconnected, whether through Twitter or blogs and so on. Information travels so quickly that it's actually possible to have it all, to make customers happy through customer service, to make employees happy through strong company cultures, and have that actually drive growth and profits.

The great thing is the start - to see an opportunity for service, and to start doing it, even though in the beginning you serve but a single customer - and him for nothing.

Right or wrong, the customer is always right.

People will buy anything that is one to a customer.

Listen to your customers. Can the sales pitches and the product babble. Let your customer talk and show him that you are listening by making the appropriate responses, such as suggesting how to solve the problem.

There's a strength to being able to look at products through a customer's eyes, but it is also dangerous.

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.

A customer is never out of warranty, even if his product is.

The closer you get to your ultimate customer, the more you learn about your business.

If anything goes wrong, the customer doesn't care whose fault it is. He's the one who's going to suffer anyway.

Too many companies these days can't tell the difference between good profits and bad.... By now you're probably wondering how in heaven's name profit, that holy grail of the business enterprise, can ever be bad. Short of outright fraud, isn't one dollar of earnings as good as another? Certainly, accountants can't tell the difference between good and bad profits. They all look the same on an income statement. While bad profits don't show up on the books, they are easy to recognize. They're profits earned at the expense of customer relationships.

One of the ironies of the stock market is the emphasis on activity. Brokers, using terms such as 'marketability' and 'liquidity,' sing the praises of companies with high share turnover... but investors should understand that what is good for the croupier is not good for the customer. A hyperactive stock market is the pick pocket of enterprise.

Don't reinvent the wheel. Focus on winning one customer at a time. Be honest and sincere. Do what's right. There's nothing magical about this. That's been my guiding principle. To make it work, you have to live it every day. Make it your mindset.

The customer rarely buys what the business thinks it sells him.

It's very logical: There is proven ROI in doing whatever you can to turn your customers into advocates for your brand or business. The way to create advocates is to offer superior customer service.

Customer service. That is what it means.

I didn't go to college, but if I did, I would've taken all my tests at a restaurant, 'cause 'The customer is always right'.

If you want to gain market share at your competitor's expense - look for a customer that's suffering from too much complexity and simplify it.

Every moment in front of a customer is a gorgeous opportunity to live your values.

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

The customer is the final inspector.

I've always believed the best measure of a product's worth is customer acceptance in the marketplace.

The golden rule for every business man is this: 'Put yourself in your customer's place.'

We have a constantly-changing portfolio of social media experiments. The first time we tried applying social technologies in a customer service department it became the most productive department in the company.

Southwest Airlines is successful because the company understands it's a customer service company. It also happens to be an airline.

In 2000, when my partner Ben Horowitz was CEO of the first cloud computing company, Loudcloud, the cost of a customer running a basic Internet application was approximately $150,000 a month.

I've given my email address to all 3,000 T-Mobile stores. Serious customer escalations come directly to me. Customers get a kick out of me responding to them, and the employees do, too.

If you were a customer, would you come back to buy your products or services?

The debt settlement company will direct you to stop paying your creditor and instead send the money directly to them each month. The company's goal is to demonstrate to your creditor that you don't have the money to pay up - that's your leverage. After a few months, the company will typically go to the creditor and say, "I'm holding X dollars on behalf of your customer. He doesn't have the money to pay you, so you should take this amount as a settlement or you'll end up with nothing." If the creditor wants to get paid badly enough, it will take the money.