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?

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.

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.

Welcome to the Customer Revolution, where you are no longer in charge. Your customer is.

To see like a customer, be like a customer.

Our social mission as a manufacturer is only realized when products reach, are used by, and satisfy the customer . . . We need to take the customer's skin temperature daily.

I have a three-legged milk stool in my office perched on top of a cabinet. It is a great symbol for how to succeed in business. There are three legs: Take care of the customer, have a little fun, make a little money. If you don't do that, it doesn't work, but if you do, it comes together easily.

Always give your customer something.

Like any small business owner, I experienced the pressures of building a company from the ground up - developing a business plan, balancing the books, meeting payroll and building a customer base

Because Microsoft seems to sometimes not trust customer choice, they salt XP with all these little gizmos and trap doors to get people to try Microsoft stuff. But the reality is that we're downloading more players than we ever have on a worldwide basis.

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

Every businessman enjoying customer patronage, whether he be a baker, banker, or barber is conferring a public benefit, raising production, and reducing unemployment; businessmen earn their livelihood by producing products and rendering services where ever they are needed.

No amount of advertising can repair the damage done by failing to properly address a customer's concern.

One springs to mind: one of our very first gigs in a small East Texas town was not well promoted. At least, that was our conclusion. After the band loaded in and the curtain opened, we realized there was exactly one paying customer in the audience. We kind of made the best of it playing through the first set, took a break and bought him a Coke and then went on to perform for the remainder of the night. It wasn't exactly a catastrophe but it certainly stands as legendary.

I like my customer to be fierce.

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

Oh no. I got a customer service person from another country.

The service in L.A. is the best. You don't get sarcastic, surly, fed-up waiters and waitresses like you do in England. They're good at their job and they're there for the customer. The only depressing thing is a lot of them have written more screenplays than me.

A social contract is the way out of this dilemma for corporations that want to lead in the 21st century by showing consumers how seriously they take customer loyalty and goodwill.

Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.

Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.

My definition of innovative is providing value to the customer.

The experience would be that a customer would have total access to Burberry across any device, anywhere, and they would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand.

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.

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 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.

Don't reinvent the wheel. Focus on winning one customer at a time. Be honest and sincere. Do what's right. There's nothing magical about this. That's been my guiding principle. To make it work, you have to live it every day. Make it your mindset.

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

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

The game of business used to be like football: size mattered. Then it changed to basketball: speed and agility. Today, business is more like chess. Customer priorities change continually, and the signals given by these changes are vital clues to the next cycle of growth.

There are a lot of nice details that are exclusive to C. Wonder, which are the status C. Wonder gold buttons and the tassels. We want the customer and the loyal client to just really know that when they come to C. Wonder they're getting something that's super wearable but is also really luxurious.

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

Contact with the customer is what business is all about.

I’m busy sorting through our new collection of rhinestone jewelry. Should anyone be in the market for sparkly accessories the size of a hubcap, this is the place to get them. Earlier today, a customer picked up one of the enormous chandelier-style offerings and asked, 'Do those be genuine rhimestones?' I couldn’t even begin to explain everything that was wrong with her sentence, so I simply replied, 'Yes. They do be genuine.

If you want to gain market share at your competitor's expense - look for a customer that's suffering from too much complexity and simplify it.

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.

Have passion for what you do; believe in yourself and your product and your customer; persevere; delegate; listen. Have fun. Today, I add: "Do good".

The #1 guideline to success is you must be in business for yourself. When you work for someone else, you sell your time at wholesale to your employer, who then re-sells it at retail to the customer.

Success Comes from listening to your customer.

A customer votes everyday with his dollar. Our job is make sure he votes for us.

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

In software, we rarely have meaningful requirements. Even if we do, the only measure of success that matters is whether our solution solves the customer's shifting idea of what their problem is.

How do we professionally manage content? We don’t. We shouldn’t manage content in the same way that we shouldn’t manage technology. Content and technology are merely a means to an end. What is the end? The end is the task the customer wishes to complete. That is what we should manage.

The golden rule for every business man is this: 'Put yourself in your customer's place.'

You're headed in the right direction when you realize the customer viewpoint is more important than the company viewpoint. It's more productive to learn from your customers instead of about them.

Your brand is a story unfolding across all customer touch points.

Everything you need to know about a customer has been written by them or about them. And it lives on the Internet. All you have to do is uncover it. And use it.