Quotes About Customer

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

The Customer isn't always right. Sometimes the customer is an a**hole. That's the first rule of retail.

We have the best customer satisfaction record, based on Transportation Dept. statistics, of any airline in America, the fewest complaints filed per 100,000 passengers carried. So you're not just getting low fares, you're also getting wonderful customer service.

What's Your Purple Goldfish? busts a myth and reveals a simple truth about customer service. Stan uncovers the recipe for creating signature added value that increases customer satisfaction and drives positive word of mouth.

My view is that everything begins with the customer. If you know the customer, then you can match the merchandise and then you can market it. The marketing is kind of the icing. The foundation is the cake. That's the merchandise. Then the question is, "Do the customers want cake, or do they want cupcakes or donuts. What is it?"

Are we going to say sorry for our lack of customer service? Absolutely not.

Marketing is not the art of finding clever ways to dispose of what you make. It is the art of creating genuine customer value.

Even in the face of massive competition, don't think about the competition. Just think about the customer.

Don't try to be all things to all people. Concentrate on selling something unique that you know there is a need for, offer competitive pricing and good customer service.

Focus on something the customer wants, and then deliver it.

A customer is the most important visitor on our premises, he is not dependent on us. We are dependent on him.

Branding is not merely about differentiating products; it is about striking emotional chords with consumers. It is about cultivating identity, attachment, and trust to inspire customer loyalty. Chinese brands score low on attributes such as “sophisticated,” “desirable,” “innovative,” “friendly,” and “trustworthy.”

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

One springs to mind: one of our very first gigs in a small East Texas town was not well promoted. At least, that was our conclusion. After the band loaded in and the curtain opened, we realized there was exactly one paying customer in the audience. We kind of made the best of it playing through the first set, took a break and bought him a Coke and then went on to perform for the remainder of the night. It wasn't exactly a catastrophe but it certainly stands as legendary.

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

Oh no. I got a customer service person from another country.

The customer is the most important part of the production line.

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.

I'm starting to believe that part of the solution regarding the devices is that they have a role to play in engaging the customer and keeping our product in front of them during the pre-show. They certainly have a role to play in ticket sales. Inside the movie auditorium, though, during the feature presenation there's no place for them. Every single weekend two out of the top three reasons people contact us are: somebody's being disruptive, with a device most of the time, or a dirty bathroom.

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

If the customer loves you, the government will have to love you.

It's learning your craft and understanding what it takes to survive in this industry. On the back of exposure from TV to books to Rachel Ray to Martha Stewart, the customer's integrity is far greater than every before. As a nation, just like the U.K., we don't complain enough. The more we complain in this country the better our restaurants will be.

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

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.

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.

If you're not serving the customer, your job is to be serving someone who is.

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.

Everybody is looking at their base business and saying, "What else is it? Sure, we do this, but while we're doing that, what else do we know about our customer, and what does that enable us to do?" That comes from the access to information and the ability to analyze it with a speed they never had. I think everybody is thinking that way.

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.

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.

Convincing isn't really possible in an age of customer control. Customers hold most of the cards today. They have good visibility into their choices, and they can easily share information with each other. Not only that, they don't like to be sold. But they do like to buy. Your job shouldn't be to convince customers to buy, but to help them buy what they want.

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.

But the customer is the final, final filter. What survives the whole process is what people wear. I'm not interested in making clothes that end up in some dusty museum.

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.

Even in the face of massive competition, don't think about the competition. Literally don't think about them. Every time you're in a meeting and you're tempted to talk about a competitor, replace that thought with one about user feedback or surveys. Just think about the customer.

Customer service shouldn't just be A department, it should be the entire company.

Employees are given the chance to help shape their company by participating in a company-wide communications program making suggestions on waste reduction, environmental improvement, customer satisfaction, quality improvement, and safety issues.

Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.

Customer service. That is what it means.

Our customer is the person whose household income is under $100,000, which is the majority of Americans. We created Acorns from the ground up to serve their best interests. We started with micro-investing, which allows them to invest their spare change. Once they get more engaged they can set recurring investments - $5 a day, $5 a week, for instance - whatever works for them.

Prostitution thrives in the United States. We focus in this country on punishing the girls. For every brothel owner or pimp or male customer, there are 50 girls who are arrested for being prostitutes. Other countries have tried the other way around, and it works beautifully...they bring the charges against the brothel owners and the pimps and the male customers, and they do not prosecute the girls, who quite often are brought into that trade involuntarily. It works quite well, by the way.

The nature of any human being, certainly anyone on Wall Street, is 'the better deal you give the customer, the worse deal it is for you'.

A customer votes everyday with his dollar. Our job is make sure he votes for us.

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

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

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.

Customer relationships are defined by customers.

To give money to a woman - and here I must speak as a man - is to deny her special quality, her irreplaceability, and reduce her unique amiability to a commodity. Money takes away her name, while transforming her lover into a nameless customer of a market of appetites.