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 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.

Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.

Once you know what you want and what is important for you to achieve, also define the values associated with it. What is important? That is something a lot of entrepreneurs pass by too quickly. For us, the things that were important were, No. 1, customer success. Nothing is more important to us than making sure every customer is successful in our service.

I am always consulted about covers, and give feedback, but I am also aware that what causes a customer to pick a book up off a shelf in the UK is very different from what causes a customer to pick a book up in the US.

To see like a customer, be like a customer.

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.

When you lose a customer, it can be tempting to tell each other, "That customer's not very sharp. They just made the wrong decision".

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 can't delegate growth or customer satisfaction.

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

Always give your customer something.

My customer isn't wrapped up in labels and money.

I think maybe 50 years ago people and businesses felt like they had to choose between maximizing profits and making customers happy or making employees happy, and I think we're actually living in a special time where everyone's hyperconnected, whether through Twitter or blogs and so on. Information travels so quickly that it's actually possible to have it all, to make customers happy through customer service, to make employees happy through strong company cultures, and have that actually drive growth and profits.

Don Keough's (CEO Coca-Cola) 11 Rules on "HOW TO LOSE": 1. Stop taking risks 2. Be content 3. Never deviate from what the founder did 4. Be inflexible 5. Rely totally on research and experts 6. Concentrate on competitors instead of your customers 7. Put yourself - not the customer - first 8. Solve administrative concerns first 9. Let others do your thinking for example, headquarters 10. Rely on T-G-E: "That's Good Enough" and T-N-M-J: "That's Not My Job!" 11. Rationalize slow growth

Once you have sold a customer, make sure he is satisfied with your goods. Stay with him until the goods are used up or worn out. Your product may be of such long life that you will never sell him again, but he will sell you and your product to his friends.

Every businessman enjoying customer patronage, whether he be a baker, banker, or barber is conferring a public benefit, raising production, and reducing unemployment; businessmen earn their livelihood by producing products and rendering services where ever they are needed.

The customer is not always right.

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

Industrial design keeps the customer happy, his client in the black and the designer busy.

People will buy anything that is one to a customer.

The customer is the immediate jewel of our souls. Him we flatter, him we feast, compliment, vote for, and will not contradict.

Any customer can have a car painted any colour that he wants so long as it is black.

Remember that, in the end, the customer doesn't know, or care, if you are small or large as an organization - she or he only focuses on the garment hanging on the rail in the store.

Our belief is that if you get the culture right, most of the other stuff, like great customer service, or building a great long-term brand or empowering passionate employees and customers, will happen on its own.

Treat customer support as a product.

The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.

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.

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.

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

The first step in exceeding your customer's expectations is to know those expectations.

There has been a fundamental paradigm shift. Today's customer expectations are: If i can imagine it, it simply has to be there; if not, I'll invent it myself'

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.

Statistics suggest that when customers complain, business owners and managers ought to get excited about it. The complaining customer represents a huge opportunity for more business.

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

The good things at the U.S. health care system are that we have a well-trained labor force, particularly physicians; I don't think any nation trains doctors better. We have the latest technology, simply because we throw so much money at it. We are really technology-hungry in this country. That's a good thing. Our system more treats patients like customers, which is a good thing; that it's very customer-friendly. And it's very innovative, both in the products we use, in the techniques we use and the organizational structures we use. Those are all very good things, highly competitive.

One of the ironies of the stock market is the emphasis on activity. Brokers, using terms such as 'marketability' and 'liquidity,' sing the praises of companies with high share turnover... but investors should understand that what is good for the croupier is not good for the customer. A hyperactive stock market is the pick pocket of enterprise.

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.

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'.

An institution which is financed by a budget - or which enjoys a monopoly which the customer cannot escape - is rewarded for what it deserves rather than what it earns. It is paid for 'good intentions' and 'programs'. It is paid for not alienating important constituents rather than satisfying any one group. It is misdirected by the way it is being paid into defining performance and results as what will produce the budget rather than as what will produce contribution.

When a customer asks what no one else has ever asked, pay close attention.

In the world of Internet Customer Service, it's important to remember your competitor is only one mouse click away.

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

At a car dealership, the person who sells the car is the hero, and also gets the commission. But if the mechanics don't service that car well, the customer won't return.

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 interesting thing is when we design and architect a server, we don't design it for Windows or Linux, we design it for both. We don't really care, as long as we're selling the one the customer wants.