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.

I remember back in the early days of Microsoft that from the day that you decided that you were just going to put out an ad to a customer - and all you were usually able to tell them was that a new product was available - it was about nine months before you could actually reach the first customer.

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

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.

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.

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?"

The best investor is your customer.

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

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

Customer service will become the primary value added function of every business.

The intellectual's hostility to the businessman presents no mystery, as the two have, by function, wholly different standards. While the businessman's motto is the customer is always right, the intellectual's task is to preserve his perceived standards against the weight of popular opinion.

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

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.

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

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.

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.

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.

The federal government said today they've begun training sessions for airport security workers to provide what they call more customer satisfaction to the travels, they want to make it easier for us. They're instructing security guards to glance at your luggage tags so that they can call you by your first name. Isn't that creepy? The guy touching your wife, calling her by her first name.

The easiest way to figure out who the customer is in an online space is to figure out who is paying for the thing. Usually, the people paying are the customers. So on Facebook, the people paying are marketers. That makes them the customers. And it means we are the product being delivered to those customers.

A social contract is the way out of this dilemma for corporations that want to lead in the 21st century by showing consumers how seriously they take customer loyalty and goodwill.

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.

You're a pretty cool customer, huh?" says Agent Hunt. "I hide my inner pain under my stoic visage." Agent Hunt looks like he would like to put his fist through my stoic visage.

If what we're really trying to do is stop the spread of HIV, we need to think about the customer.

The well-satisfied customer will bring the repeat sale that counts.

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.

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.

No one ever delighted a customer by being 'good enough'.

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

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

Perception is all there is. If the customer think he's right, he's right.

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

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'.

It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.

The purpose of a business is to create and keep a customer. All business activities must be focused on this central purpose.

Approach each customer with the idea of helping him or her solve a problem or achieve a goal, not of selling a product or service.

An unsuccessful manager blames failure on his obligations; the effective manager turns them to his own advantage. A speech is a chance to lobby...a visit to an important customer a chance to extract trade information.

The impact on a customer of a bad buying decision is usually greater than the impact of a salesperson of a lost deal.

Any time a customer comes into contact with any aspect of a business, however remote, is an opportunity to form an impression.

Respond to your customer's dissatisfactions with precision and power.

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

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

I was working in customer service and had a verbally abusive boss. One day, I decided to quit and pursue my acting passion with everything I had. One week after quitting, I booked One Life to Live.

It's actually as simple as this. New authors, building their customer base, need physical bookshops. Physical bookshops are lovely tactile, friendly, expert, welcoming places. Physical books, which can only be seen and handled in physical bookshops, are lovely, tactile things. Destroy those bookshops, and the very commercial and cultural base to the book industry is destroyed. Once and for all. Like Humpty Dumpty, it can never be put together again.

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.

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

Code-sharing, alliances, and connections are all about "how do we screw the poor customer for more money?"

An email address is like a customer's "digital fingerprint".

Good customer service begins at the top. If your senior people don't get it, even the strongest links further down the line can become compromised.