Quotes About Customer

I'm obsessed with the customer. I am the customer. I really don't think you can go wrong if you don't take your eye off of that. Serving the customer. How does she feel? I feel like the fashion industry has cared a lot about how we look but not about how we feel.

The entire customer or user experience - from raising awareness, to buying a product / taking action, to getting customer support - is going digital.

All the businesses from the beginning of history have struggled with product development (assuming there is a market, doing the market testing and so on). But now they start with customer development. Get the customer who says, "Yes. I want that. I need it. I wanna use it. I'll pay for it." And then you go back and work with your engineers. It is changing the world!

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?

Welcome to the Customer Revolution, where you are no longer in charge. Your customer is.

To see like a customer, be like a customer.

The media is the only business in the world where the customer is always wrong. If you're a news consumer, if you're a customer, and you complain to them, they will tell you that you are not sophisticated enough to understand what they do, and they're tell you to go listen or watch somewhere else. They're not even really doing the news for you. They're doing news for other journalists and other people in government because that's their real audience.

Customer satisfaction is worthless. Customer loyalty is priceless.

If your users have many questions, it's a failure of your primary site design. It becomes not so much customer support, as much as customer complaints.

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..."

It's through neglecting all other values to bring the customer the lowest price that Wal-Mart ended up with such a horrible sex discrimination problem, but that model produces lots and lots of other problems as well, which I think are possibly going to be more difficult to fix.

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.

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.

No amount of advertising can repair the damage done by failing to properly address a customer's concern.

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.

If we can help an advertiser refine a message so it works for our consumers, we should be doing that, but at the same time, you never want to do it by confusing the customer about what the experience is. If we fail in that regard, we do our brand and our customers a disservice.

I’m a Verizon customer. I don’t mind Verizon turning over records to the government if the government is going to make sure that they try to match up a known terrorist phone with somebody in the United States. I don’t think you’re talking to the terrorists. I know you’re not. I know I’m not. So we don’t have anything to worry about.

No one hangs up the phone until the customer buys or dies.

Only a few businesses will succeed by having the lowest price, so most will need a strategy that includes customer services.

Once you create a loyal customer base, it's tough for a competitor to take that away.

Tomorrow when you come to work, if it doesn't make the customer happy, move the business forward, and save us money - don't do it.

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.

Innovation comes from the producer - not from the customer.

We've already seen shifts happening in some of the big companies - Google, Apple - that now understand how vulnerable their customer data is, and that if it's vulnerable, then their business is, too, and so you see a beefing up of encryption technologies. At the same time, no programs have been dismantled at the governmental level, despite international pressure.

When people talk about successful retailers and those that are not so successful, the customer determines at the end of the day who is successful and for what reason.

Put yourself in your customer's place.

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.

Everything starts with the 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.

Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'.

Apple Stores Offer the Best Buying Experience and Customer Service On The Planet

So if you want a culture where people work hard, & pay attention to detail, focus on the customer, are frugal: you have to do it yourself.

To gain customer insights, we must understand that we are prisoners of what we know and what we believe.

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.

Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer.

Most ads are ignored because every customer has a mental filter that evaluates and dismisses both of these languages of Ad-Speak with a single question: What are they not telling me?

What Sam Walton did was to go into one of the most mature industries of all and find a way to make it grow, grow, grow, double-digit, month after month, year after year. He did it by innovation, customer focus, and above all, speed.

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

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

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

How do we professionally manage content? We don’t. We shouldn’t manage content in the same way that we shouldn’t manage technology. Content and technology are merely a means to an end. What is the end? The end is the task the customer wishes to complete. That is what we should manage.

Customer service is the new marketing.

Am I an Apple bigot? No. I can critique their products and their customer service philosophy. But overall, they do better than any other player.

Treat [the customer] as guests when they come and when they go, whether or not they buy. Give them all that can be given fairly, on the principle that ‘to him that giveth shall be given’. Remember always that the recollection of quality remains long after the price is forgotten. Then your business will prosper by a natural process.

If we have 99% [market] share of Ford Company, the question to us is 'How do we improve the customer satisfaction in order to get that additional 1% share?

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.

Completely understand the customer by seeking an intense, complete and empathetic understanding.