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.

Customer conversion is dependent on the right customer conversation.

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.

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!

When you obsess about the customer, you end up defeating your competition as a byproduct. When you are just obsessed about the competition, you end up killing yourself, because you are not focused on the customer.

Setting customer expectations at a level that is aligned with consistently deliverable levels of customer service requires that your whole staff, from product development to marketing, works in harmony with your brand image.

The most important adage and the only adage is, the customer comes first, whatever the business, the customer comes first.

Companies cannot really see beyond their current customer base. They explicitly or implicitly do things to protect their current customers. And the last person to want real change is your customer. This is why most new ideas come from small companies that have nothing to lose.

Fact is, the work place to a great extent is "where we live." We need star accountants. Boffo saleswomen. Over-the-top creatives in marketing and new product development. And so on. But, since we're effectively talking about "where we live," good sense and good business and "good" engagement throughout the "supply chain," from vendor's vendor to customer's customer, we would benefit mightily-including on the P & L-if we insisted (!) on: "Pleasant." "Caring." "Engaged."

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

An underpaid man is a customer reduced in purchasing power. He cannot buy. Business depression is caused by weakened purchasing power. Purchasing power is weakened by uncertainty or insufficiency of income. The cure of business depression is through purchasing power, and the source of purchasing power is wages.

To succeed in business, put the interest of the customer ahead of your own.

Thank you for calling customer service. If you're calm and rational, press 1. If you're a whiner, press 2. If you're a hot head, press 3

A customer is the most important visitor on our premises, he is not dependent on us. We are dependent on him.

I like my customer to be fierce.

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.

Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.

A customer is never out of warranty, even if his product is.

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.

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.

If you get into a customer service fight with a hooker, even if you're in the right, you're in the wrong.

Yes, e-commerce is a strange situation for an old guy like me. You can buy a TV online, OK, but to buy a dress or shoes? Ugh. The customer has to go back to the store and breathe and smell and have a good time. Because shopping is a good time - like going to a nice restaurant.

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.

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

The Malcolm Baldrige National Quality Award, which highlights customer satisfaction, workforce empowerment, and increased productivity, has come to symbolize America's commitment to excellence.

Service standards keep rising. As competitors render better and better service, customers become more demanding. Their expectations grow. When every company's service is shoddy, doing a few things well can earn you a reputation as the customer's savior. But when a competitor emerges from the pack as a service leader, you have to do a lot of things right. Suddenly achieving service leadership costs more and takes longer. It may even be impossible if the competition has too much of a head start. The longer you wait, the harder it is to produce outstanding service.

I feel I'm able to serve my customer by knowing what she or he wants. One of the ways I'm able to do this is through my website, and email: people give me great ideas, tell me what they want, what they don't want. It's really instrumental, and helps me stay in touch with people.

But there's still so much you can do with technology to improve the customer experience. And that's the sense in which I believe it's still Day One, and that it's early in the day. If anything, the rate of change is accelerating.

We need to reengineer companies to focus on figuring out who the customer is, what's the market and what kind of product you should build.

The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution

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

It's still so rare for anyone to be personally acknowledged by a brand that the impact of such a simple, polite gesture on a customer's buying habits could be huge.

Screw the competition - focus on good customer service.

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.

It turns out that is exactly what product strategy is all about—figuring out the right product is the innovator’s job, not the customer’s job.

Deal with complaints. If you give the complaint your attention, you may be able to please this one person this one time - and position your business to reap the benefits of good customer service.

We're taking requests from customers who are looking for certain used copies. We already found 18 to 20 Louis L'Amour books that were on a customer's request list.

Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.

When the customer is wrong it is not a good idea to tell them.

Since I begrudgingly started my Instagram account and my social media exposure/connection. I say begrudgingly because I just didn't want to take the plunge, but when I realized it was just a direct connection to our customer and these women, I did it. I like listening to their stories and their feedback.

The customer’s always right.

Unless you have 100% customer satisfaction, you must improve.

Never criticize, condemn or complain in a conversation with a customer or prospect.

It doesn't take much to produce a good merchant of cash-and-carry love: just courage, an infinite capacity for perpetual suspicion, stamina on a 24-hour-a-day basis, the deathless conviction that the customer is always wrong, a fair knowledge of first and second aid, do-it-yourself gynecology, judo - and a tremendous sense of humor.

The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

In the new American ghetto, the nightmare engine is bubble economics, a kind of high-tech casino scam that kills neighborhoods just like dope does, only the product is credit, not crack or heroin. It concentrates the money of the population in just a few hands with brutal efficiency, just like narco-business, and just as in narco-business the product itself, debt, steadily demoralizes the customer to the point where he’s unable to prevent himself from being continually dominated.

As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.