Quotes About Customer

We grow by letting the customer tell us. So when the customer tells us that they're frustrated, that they just got their catalogue and we're already out of a product they wanted, then it tells me that we're not making enough. We let the customer tell us instead of creating an artificial demand for our products. Any time you're making products that people don't need, you're at the mercy of the economy, you're at the mercy of whatever is going on. So we tried to avoid that situation.

The best time to do great customer service is when a customer is upset.

Biggest question: Isn't it really 'customer helping' rather than customer service? And wouldn't you deliver better service if you thought of it that way?

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?

We are superior to the competition because we hire employees who work in an environment of belonging and purpose. We foster a climate where the employee can deliver what the customer wants. You cannot deliver what the customer wants by controlling the employee.

I think Amazon is the preeminent pioneer in building a new way of doing commerce: personalized, database-driven commerce, where the big value is not in the purchase fulfillment, but in knowing as much about a customer base of ten or twenty million people as a corner store used to know about a customer base of a few hundred. In today's mass-merchandising world, that's largely gone; Amazon is trying to use computer technology to re-establish it.

Research is an organized method of trying to find out what you are going to do after you cannot do what you are doing now. It may also be said to be the method of keeping a customer reasonably dissatisfied with what he has. That means constant improvement and change so that the customer will be stimulated to desire the new product enough to buy it to replace the one he has.

Analytical software enables you to shift human resources from rote data collection to value-added customer service and support where the human touch makes a profound difference.

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.

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.

Best way to succeed is to do things for the customer, not to the competition. Very few people buy a product in order to help you hurt the competition. To think otherwise is lunacy.

Quality and service are important, if you want to make a sale. If you want to keep a customer for life, keep your promises.

In an organization of any significant size, the executives cannot create the future single-handedly. They must develop the enterprise in a constellation of teams within the overall team if they hope to bring the special talents and resources to bear on the challenge of creating superior customer value and sustaining a competitive advantage in the eyes of its customers.

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

Exceed your customer's expectations. If you do, they'll come back over and over. Give them what they want - and a little more.

A lot of people have fancy things to say about customer service, but it's just a day-in, day-out, ongoing, never-ending, persevering, compassionate kind of activity.

You always get that one customer that decides that your name is boy. Or something. It certainly reinforces a respect I already had for people that are in the hospitality industry.

If you turn your back on a customer, you turn your back on success.

Keep the customer actively involved throughout your presentation, and watch your results improve.

What the fashion system says and what the fashion customer says are really two different things.

Observe that for the programmer, as for the chef, the urgency of the patron may govern the scheduled completion of the task, but it cannot govern the actual completion. An omelette, promised in two minutes, may appear to be progressing nicely. But when it has not set in two minutes, the customer has two choices - wait or eat it raw. Software customers have had the same choices.

All business success rests on something labeled a sale, which at least momentarily weds company and customer.

My favorite word is clarity...clarity...clarity. And the critical clarity is what is the transformation that is going to take place in the customer's life or work when they buy and use your product? And how profound is that? How important is that? You know the old saying, "If you could come up with a cure for cancer you'd be a billionaire by the end of the week" because of that profound result.

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.

T-Mobile is a young, consumer-driven business, and the average age of my customer outside of Bellevue is 27 or 28. They like outspoken, frank discussion. There was an event where it started to come together, I thought the audience would only care about the MLB guys, but they wanted to know what was on my mind. And I literally snapped about the state of the wireless industry. Over the next 24 hours, there was a lot of stuff that was coming out of my mouth that was meant to stay in Vegas, but it hit a chord. It was an action statement for me that I was going to fix this industry.

Think about how you will start and where you will go. Get the head with logic and the heart with visuals or stories. And think about your core customer and all the other stakeholders as well.

Most DRM solutions diminish the value of the product by either directly restricting a customer's use or by creating uncertainty.

The customer service representative hung up on me when I asked to talk to a supervisor.

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.

Most ads are about the product or the company that makes it...the best ads are about the customer and how the product will change his life.

It's important to feel what the customer is feeling when he enters the shop.

The web is the ultimate customer-empowering environment. He or she who clicks the mouse gets to decide everything. It is so easy to go elsewhere; all the competitors in the world are but a mouseclick away.

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

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

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.

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.

Be dramatically willing to focus on the customer at all costs, even at the cost of obsoleting your own stuff.

You must never actually cheat the customer, even if you can. You must make her happy and satisfied, so she will come back.

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.

Today's customer journey is an iterative, complex, pinball of touchpoints.

Zappos uses call center technology to track average call time per agent. But the goal isn't to reduce this average - it's more important that we make an emotional connection with the customer, rather than just quickly getting them off the phone.

Never Get Into An Argument With A Customer. If You Win The Argument You Will Almost Invariably Lose The Sale. And I Don't Like Your Chances For A Sale If You Lose The Argument Either.

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.

By all means, fire the customers who aren't worth the time and the trouble. But understand that the moment you insist the customer is wrong, you've just started the firing process.

Authentic marketing is not the art of selling what you make but knowing what to make. It is the art of identifying and understanding customer needs and creating solutions that deliver satisfaction to the customers, profits to the producers and benefits for the stakeholders.

As a customer service representative; I deal with people all day. Some really are guilty of not paying their bill.

Since I begrudgingly started my Instagram account and my social media exposure/connection. I say begrudgingly because I just didn't want to take the plunge, but when I realized it was just a direct connection to our customer and these women, I did it. I like listening to their stories and their feedback.

Inside an organization there are only cost centers. The only profit center is a customer whose check has not bounced.