Quotes About Customer

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 best time to do great customer service is when a customer is upset.

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.

The customer is always right' may have become a standard motto in the world of business, but the idea that 'the audience is always right,' has yet to make much of an impression on the world of presentation, even though for the duration of the presentation at least, the audience is the speaker's only customer.

Most customer service people are great. It's that one customer service person from hell that drives me crazy!

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."

Son, you can't go around painting yourself black, you hear?" "Why not, Papa?" "Because they'll take you away." "Why?" "Because you shouldn't want to be like black people or Jewish people or anyone who is...not us." "Who are Jewish people?" "You know my oldest customer, Mr. Kaufmann? Where we bought your shoes?" "Yes." "Well, he's Jewish." "I didn't know that. Do you have to pay to be Jewish? Do you need a license?" ..... "...you've got beautiful blond hair and big safe blue eyes. You should be happy with that; is that clear?

Customer complaints are the schoolbooks from which we learn.

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.

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer'; anything else is waste.

Don't try to be all things to all people. Concentrate on selling something unique that you know there is a need for, offer competitive pricing and good customer service.

When leaders of a professional team perform a scan, they examine the trends dominating their customer demographics, education, government policy, and especially their competition.

Customer research produces bland products. We're producing a piece of art.

Having to call your customer service department is like falling off a six story building.

Thank you,” Simon said. “It’s a joke, Isabelle. He’s the Count. He likes counting. You know. ‘What did the Count eat today, children? One chocolate chip cookie, two chocolate chip cookies, three chocolate chip cookies . . .’” There was a rush of cold air as the door of the restaurant opened, letting in another customer. Isabelle shivered and reached for her black silk scarf. “It’s not realistic.” “What would you prefer? ‘What did the Count eat today, children? One helpless villager, two helpless villagers, three helpless villagers . . .

I am committed to doing customer service for Craigslist for the rest of my life. The exit strategy is death.

Businesses are interacting with consumers to socialize rather than learn about customer expectations to in turn, deliver tangible value, improve product experiences, and invest in long-term relationships.

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?

I like my customer to be fierce.

There's a strength to being able to look at products through a customer's eyes, but it is also dangerous.

When something online is free, you're not the customer, you're the product.

People need to understand: Businesses are going to make mistakes. They shouldn't be shot and hung every time. We should apologize for it. We should make up for it. My shareholders paid for it. No customer was hurt, which is critical to me. But I hurt my shareholders, and I wish I hadn't.

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.

Corporations invest in sophisticated CRM, or Customer Relationship Management, programs to effectively oversee their relationship with their customers at every point during the buying process.

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

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.

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'

The Russians right now require a customer coming in and spending about six months or so in Russia and they have to learn some Russian. They have to learn some critical words so they can, in an emergency, at least have minimum communication with the Russian commander of the Soyuz. They also have to learn systems and I think this just evolved that way. They just thought, what is the minimum set of things we think we can train someone to be more or less competent in our systems? And so that's what these guys go through. So, it's not just like buying a ticket and getting on an airliner.

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.

It's important to feel what the customer is feeling when he enters the shop.

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.

Our business is about technology, yes. But it's also about operations and customer relationships.

Better service for the customer is for the good of the public, and this is the true purpose of enterprise.

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.

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.

If you wish to prosper, let your customer prosper. When people have learned this lesson, everyone will seek his individual welfare in the general welfare. Then jealousies between man and man, city and city, province and province, nation and nation, will no longer trouble the world.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.

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 think being able to sit in the shoes of a woman and being able to manage products that are mostly sold to women, alongside a lot of female employees, is really helpful because you hold that empathy to the situation. You can understand where the customer is coming from.

If Franz Kafka were alive today he'd be writing about customer service.

When you focus on results, you will very seldom see a change in your culture. But, if you focus on a customer-centric culture, you will realize long-term results.

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

The city is not changing anything, ... increases in the cost of natural gas will be passed through to the customer.

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.

A natural adversary is a customer service representative.

One customer well taken care of could be more valuable than $10,000 worth of advertising.

The only thing that counts is a satisfied customer.

Customer will create most value for you at point he thinks you're creating most value for him.