Quotes About Customer

It is said if an organization listens to the complaint of a customer and the problem is fixed, the customer remains a loyal customer and tells approximately seven others about the experience. Conversely, if a person is ignored and the problem not fixed, that customer will not deal with that organization anymore and will tell approximately twenty other people about the negative experience.

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.

The Starbucks customer and the Teavana customer are two very different customers, two different need states that are highly complimentary.

At age nine, I got a paper route. Sixty-six papers had to be delivered to sixty-six families every day. I also had to collect thirty cents a week from each customer. I owed the paper twenty cents per customer per week, and got to keep the rest. When I didn't collect, the balance came out of my profit. My average income was six dollars a week.

Your business should be defined, not in terms of the product or service you offer, but in terms of what customer need your product or service fulfills. While products come and go, basic needs and customer groups stay around, i.e., the need for communication, the need for transportation, etc. What market need do you supply?

The media is the only business in the world where the customer is always wrong. If you're a news consumer, if you're a customer, and you complain to them, they will tell you that you are not sophisticated enough to understand what they do, and they're tell you to go listen or watch somewhere else. They're not even really doing the news for you. They're doing news for other journalists and other people in government because that's their real audience.

It's not enough to be close to the customer. You've got to be glued to the customer.

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

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."

The best feature of a product should really be the customer service.

Only your customers can define quality, because it's meeting your customers' expectations the first time every time. Simply put, it's performance to the standards of the customer.

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.

Focus on something the customer wants, and then deliver it.

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

The best customer of American industry is the well paid worker.

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.

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?

People will buy anything that is one to a customer.

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.

Make something happen today, before you go home, before the end of the week. Launch that idea, post that post, run that ad, call that customer. Go the edge, that edge you've been holding back from... and do it today. Without waiting for the committee or your boss or the market. Just go.

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.

No one hangs up the phone until the customer buys or dies.

At SAP, we see a dream for a simpler world, for a simpler SAP, and for a simpler customer experience.

The closer you get to your ultimate customer, the more you learn about your business.

T-Mobile is a young, consumer-driven business, and the average age of my customer outside of Bellevue is 27 or 28. They like outspoken, frank discussion. There was an event where it started to come together, I thought the audience would only care about the MLB guys, but they wanted to know what was on my mind. And I literally snapped about the state of the wireless industry. Over the next 24 hours, there was a lot of stuff that was coming out of my mouth that was meant to stay in Vegas, but it hit a chord. It was an action statement for me that I was going to fix this industry.

Even when I ran my bar I followed the same policy. A lot of customers came to the bar. If one in ten enjoyed the place and said he'd come again, that was enough. If one out of ten was a repeat customer, then the business would survive. To put it another way, it didn't matter if nine out of ten didn't like my bar. This realization lifted a weight off my shoulders. Still, I had to make sure that the one person who did like the place.

The job can't be finished only improved to please the customer.

For in some ways the world was like a shopping centre, and he himself was a doubtful customer, often ineffectual, being talked into buying things he didn't want, things indeed which nobody in their right mind would want to buy.

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

Perception is all there is. If the customer think he's right, he's right.

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.

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.

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.

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'.

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

The strong and undeniable fundamentals of low-cost clean energy and the cheapest petrochemical feed-stocks in the world will prevail we believe and we're seeing the demand pool beginning to grow. We have continued to position ourselves in a way that will catch this very sustainable and fundamentally supported wave of volume growth and at the same time, help our customer base achieve their lofty goals of growth as well.

What Sam Walton did was to go into one of the most mature industries of all and find a way to make it grow, grow, grow, double-digit, month after month, year after year. He did it by innovation, customer focus, and above all, speed.

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.

Success Comes from listening to your customer.

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

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.

Highly engaged employees make the customer experience. Disengaged employees break it.

If you were a customer, would you come back to buy your products or services?

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

If we have 99% [market] share of Ford Company, the question to us is 'How do we improve the customer satisfaction in order to get that additional 1% share?

All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.

I don't like Amazon (wearing my author hat, not my customer hat).