Quotes About Customer

Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles, which gave good light.

We're not competitor obsessed, we're customer obsessed. We start with the customer and we work backwards.

Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.

The decision-makers should communicate the customer pictures and the logic of the strategies and actions. That communication allows employees throughout the organization to implement the strategies and actions, tweaking them appropriately in response to variations in the marketplace. It also allows employees to recognize information in the marketplace that contradicts the customer pictures, either because the pictures were not entirely correct or because customers have changed.

The most customer-centric organizations can answer any question by deciding what's best for the customer, without ever having to ask.

The reader is not the customer. The retailer is the customer. So I try to have as much interaction with the retailers as possible because those are my customers.

Sam Walton's values are: treat the customer right, take care of your people, be honest in your dealings, pass savings along to the customer, keep things simple, think small, control costs and continuously improve operations.

Based on the timely and helpful responses to my support issues, I feel that I made the right decision to become a customer earlier this year. LuxSci is definitely a quality, customer-oriented business.

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.

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.

We are reinventing ourselves as a company. Compaq is taking ownership of its customer relationships and accountability of our customer's needs.

Only your customers can define quality, because it's meeting your customers' expectations the first time every time. Simply put, it's performance to the standards of the customer.

Make the customer the hero of your brand's story.

The conception of perfect service is constantly expanding and must be handled by broad and liberal minded men who put equity and fairness above gain-who put a proper valuation upon a satisfied customer as an asset running into the thousands of dollars, and who love a job thoroughly well done and get a kick out of doing it.

It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages.

Wal-Mart, with its legendary focus on customer value in terms of price, is innovating in sustainability. Now, we're beginning to see the mirror image, a convergence, as the not-for-profit sector is beginning to serve more effectively by applying private sector accountability and efficiencies to social needs. This reflects a rising recognition that to serve others best requires more than good intentions; it mandates a focus on real-world results. Bill Gates and Warren Buffett are among the most conspicuous advocates and representatives of this transformation.

Businesses once grew by one of two ways; grass roots up, or by acquisition... Today businesses grow through alliances - all kinds of dangerous alliances. Joint ventures and customer partnerings which, by the way, very few people understand.

Consumers fall in love with a brand and it's important for a brand to develop and stretch itself to provide for their consumers. I don't suspect that a customer will walk into a store to buy a pair of jeans and end up buying a sofa, but it's about providing loyal consumers with a choice to create a lifestyle.

The more a prospective customer clicks on you and your stuff, the easier it is for them to make a buying decision in your favor.

I am committed to doing customer service for Craigslist for the rest of my life. The exit strategy is death.

As retail goes through a fundamental shift into the digital world, I believe Ocado's model and the high standards of customer service it provides will see it emerge as a powerful online player.

Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.

I like keeping music in front of people. I try to sell at shows as much as I can - setting up a distro table and bringing out crates of vinyl and some CDs. That's my favorite way to sell because you're actually face-to-face with the customer.

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.

My definition of innovative is providing value to the customer.

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.

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.

One should always try to do the best you possibly can. I'm not in a race to the finish line - I won't put anything out until it's completely ready. You want to keep it special and unique for the customer.

Once, in my father's bookshop, I heard a regular customer say that few things leave a deeper mark on a reader than the first book that finds its way into his heart. Those first images, the echo of words we think we have left behind, accompany us throughout our lives and sculpt a palace in our memory to which, sooner or later—no matter how many books we read, how many worlds we discover, or how much we learn or forget—we will return.

For in some ways the world was like a shopping centre, and he himself was a doubtful customer, often ineffectual, being talked into buying things he didn't want, things indeed which nobody in their right mind would want to buy.

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

The first time formal customer research is done, executives frequently are surprised by the sizeable percentage of customers who defect for service-related reasons.

The true purpose of a business is to create and keep a customer, not to make you money.

As a man I'd been a cool customer. As a woman I was a hot tamale.

The greatest accomplishment of a bartender lies in his ability to exactly suit his customer. . .

We strive to hire and retain only those who embrace our MBM® Guiding Principles, which encompass integrity, compliance, value creation, Principled Entrepreneurship, customer focus, knowledge, change, humility, respect and fulfillment.

In fact, I believe the first companies that make an effort to develop an authentic, transparent, and meaningful social contract with their fans and customers will turn out to be the ones that are the most successful in the future. While brands that refuse to make the effort will lose stature and customer loyalty.

Our DNA is as a consumer company - for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not up to par, it's our fault, plain and simply.

Help! The customer service representative doesn't understand my problem.

Everyone is in the business of customer satisfaction.Wh o are your customers and how are they doing?

Sometimes you're wrong, but if I'm a repeat customer, it means I must have valued the past experiences.

The salesman thanks the customer for patronizing his shop and asks him to come again. But the socialists say: Be grateful to Hitler, render thanks to Stalin; be nice and submissive, then the great man will be kind to you later too.

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.

Express your admiration for the traits, possessions or accomplishments of your customer. Little things mean a lot.

You are allowed to do this - don't worry about the rules, don't worry about getting into trouble, your job is to take care of the customer. Your job is to make the person leave happy.

We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better.

I always want to know whether the customers are satisfied; customer satisfaction is, after all, my ultimate goal!