Quotes About Customer

The best way to apologize is to let the customer vent first. Don't interrupt, just take notes and make empathetic noises. You can even tell the customer that it makes you mad too. Second, ask the customer what their speed of need is. Tell them what they ant to hear. That you apologize, that you understand how they feel, that you are meeting with the appropriate people to get a resolve, and that it will be done in 24-hours.

Every time a customer calls or you call a customer, you have an opportunity and a choice. What choice are you making?

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 customer is number one, the employee is number two and the shareholder is number three. If the customer is happy, the business is happy, and the shareholders are happy.

Often, very talented technical people find it extraordinarily difficult to take the viewpoint of customers, who are often ignorant about the technology and who may have strong and perhaps incorrect prejudices about it. The technical people may believe, deep down, that they know better what customers "should" need. Customers, of course, have a different perspective. They want products that will solve customer problems and provide other customer benefits, and will do so without undue risk or cost. Not infrequently, customers view advanced technology itself as a risk.

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.

The customer is always right! John Wanamaker must be turning in his grave. If you're a customer today, you're an intruder.

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..."

Proper business planning demands that you focus on the self-interest of the customer at all times.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

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

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.

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.

When you create a business, you create something that improves the life of your customer, of another person, maybe of ten people, of a thousand people, of a million people. There's no higher calling.

When a customer enters my store, forget me. He is king.

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

I think a lot of people overlook the importance of the menu as a marketing tool and a way of communicating to the customer what the ambition of their restaurant is. Not only the typeface and the design, but what is it printed on? Is it cheap-looking? Is it the right kind of paper for that restaurant?

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

Contractors always pursue large profit, the customer - a high-quality end product in due time and at a lower cost. This struggle never ends, but this is natural.

Entrepreneursh ip is not about getting one over on the customer. It’s not about working on your own. It’s not about looking out for number one. It’s not necessarily about making a lot of money. It is absolutely not about letting work take over your life. On the contrary, it’s about turning what excites you in life into capital, so that you can do more of it and move forward with it.

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.

Honesty was a tough customer... Once you started allowing yourself some honesty, it couldn't easily be contained or limited to one part of your life. It was like poison ivy or a bossy houseguest. Once it was there, you couldn't tell it what to do. You had to really fight to keep it from taking over.

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

All business success rests on something labeled a sale, which at least momentarily weds company and customer.

I have a feeling-as compelling as a religious conviction-that if industry will constantly pass on to the worker and the customer all the savings of labor-saving machinery and invention, rather than siphon them off into the pools of watered securities, it will by that process keep distribution and production in balance and go as far toward Utopia as our poor human natures will go or be driven.

Ask any Ferrari, Porsche or Ray-Ban salesperson about their average customer and you will very likely hear that he is not, as the adverts would have us believe, a virile young footballer with shiny hair, a rippling six pack and a trouser pouch like a new punch bag. He is, in fact, a middle-aged bloke wearing more chins than he started life with and carrying the clear evidence of forty years of beer and pies slung across his midriff.

Too many companies these days can't tell the difference between good profits and bad.... By now you're probably wondering how in heaven's name profit, that holy grail of the business enterprise, can ever be bad. Short of outright fraud, isn't one dollar of earnings as good as another? Certainly, accountants can't tell the difference between good and bad profits. They all look the same on an income statement. While bad profits don't show up on the books, they are easy to recognize. They're profits earned at the expense of customer relationships.

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.

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.

The customer rarely buys what the business thinks it sells him.

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.

Truly world-class firms are always examining their business processes and continuously seeking solutions to improve in key areas, such as lead time reduction, cost cutting, exceeding customer expectations, streamlining processes, shortening time to market for new products, and managing the global operation.

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

We innovate by starting with the customer and working backwards. That becomes the touchstone for how we invent.

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.

If your customer base is aging with you, then eventually you are going to become obsolete or irrelevant. You need to be constantly figuring out who are your new customers and what are you doing to stay forever young.

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

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

Success Comes from listening to your customer.

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

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.

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

Integrated marketing communications is a way of looking at the whole marketing process from the view point of the customer.

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

Firms need to ensure that their ability to provide effective customer service keeps pace with their growth. If you're marketing your firm to new customers, you better be able to provide them service when they do business with you.

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