Quotes About Customer

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.

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

Loyal customers, or customers who recommend their friends, give me the most pride. I think that is the biggest compliment I can get. I think in the restaurant business, it takes patience from the customer to spark up a relationship with the restaurateur, but it takes also work from the restaurateur to spark up a relationship with his customer.

True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, "What do we want to sell?" It asks, "What does the customer want to buy?"

What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.

Sales is the most important aspect of a company, which in turn is about how well you treat your customer and stay ahead of your customer's requirements.

To see like a customer, be like a customer.

The reader is not the customer. The retailer is the customer. So I try to have as much interaction with the retailers as possible because those are my customers.

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

What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.

But most automotive dealerships are set up for customer acquisition - which is crazy when you consider the average cost of customer acquisition is $1,000 or more.

You can't delegate growth or customer satisfaction.

You will deal with ignorant, opinionated and innocent people. You will often have an opportunity to cheat them. If they could, they would cheat you, or force you to sell at less than cost. You must be wise, but not too wise. You must never actually cheat the customer, even if you can. You must make her happy and satisfied, so she will come back.

Lure him out. Send in a 'customer' with a message from me needing to meet him. I'm not the kind of person he can ignore-well, that he used to not-never mind. Once he's out, we can get him to a place we choose." I nodded. "I can do that." "No," said Dimitri. "You can't." "Why not?" I asked, wondering if he thought it was too dangerous for me. "Because they'll know you're a dhampir the instant they see you. They'll probably smell it first. No Strigoi would have a dhampir working for him-only humans." There was an uncomfortable silence in the car. "No!" said Sydney. "I am not doing that!

The customer is always what inspires me first! I love talking to everyone on Instagram and seeing feedback on SnapChat! I can ask a question like "What product do you wanna see next??" and they give you immediate answers. I will never make a product I personally wouldn't wear every day! But I think it's important to be in tune with your audience and see their expectations.

Top-down leaders, by withholding power from those in the ranks, deprive them of the ability to use the expertise and information vested in them to respond directly and with speed to customer concerns.

Wal-Mart, with its legendary focus on customer value in terms of price, is innovating in sustainability. Now, we're beginning to see the mirror image, a convergence, as the not-for-profit sector is beginning to serve more effectively by applying private sector accountability and efficiencies to social needs. This reflects a rising recognition that to serve others best requires more than good intentions; it mandates a focus on real-world results. Bill Gates and Warren Buffett are among the most conspicuous advocates and representatives of this transformation.

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.

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 . . .

Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.

When you buy bananas all you want is the fruit not the skin, but you have to pay for the skin also. It is a waste. And you the customer should not have to pay for the waste.

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.

I don't like to dictate the style to the customer, I believe people give something their own trend.

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

Any customer that walks away, disrespected and defeated, represents tens of thousands of dollars out the door, in addition to the failure of a promise the brand made in the first place. You can't see it but it's happening, daily.

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

What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.

Customer service is just a day-in, day-out ongoing, never-ending, unremitting, persevering, compassionate, type of activity.

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.

An industry begins with the customer and his or her needs, not with a patent, a raw material, or a selling skill

As a customer service representative; it is hard to deal with people who has an attitude when I pick up the phone.

I believe that all brands will become storytellers, editors and publishers, all stores will become magazines, and all media companies will become stores. There will be too many of all of them. The strongest ones, the ones who offer the best customer experience, will survive.

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.

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.

Every contact we have with a customer influences whether or not they'll come back. We have to be great every time or we'll lose them.

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 web is the ultimate customer-empowering environment. He or she who clicks the mouse gets to decide everything. It is so easy to go elsewhere; all the competitors in the world are but a mouseclick away.

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.

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

Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer.

We will ensure that associates continue to possess unsurpassed product knowledge and maintain their dedication to customer service and respect for their colleagues and for the communities in which they work and live.

A great brand is a promise, a compact with a customer about quality, reliability, innovation, and even community. And while the concept of brand is intangible, brand equity is far from it.

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.

The nature of any human being, certainly anyone on Wall Street, is 'the better deal you give the customer, the worse deal it is for you'.

Focusing on the customer makes a company more resilient.

pulled into my convenient neighborhood fast food restaurant. I ordered shrimp salad, onion rings, and a beer. The shrimp were straight out of the freezer, the onion rings soggy. Looking around the place, though, I failed to spot a single customer banging on a tray or complaining to a waitress. So I shut up and finished my food. Expect nothing, get nothing.

Of course if you are launching a new business you can thinking about revenues, profits, and so on, but metrics such as customer satisfaction or employee retention might be meaningful if you are focusing more internally.