Quotes About Customer

The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.

Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.

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.

The best customer service is if the customer doesn't need to call you, doesn't need to talk to you. It just works.

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.

To quote a recent customer email, “I really appreciate your thoughtful and professional response. I don’t get that a lot from customer service. Usually, it’s scripted nonsense that makes it seem like I’ve done something wrong. You’ve single-handedly improved my perception tenfold. Someone there ought to give you a pay raise."

My view is that everything begins with the customer. If you know the customer, then you can match the merchandise and then you can market it. The marketing is kind of the icing. The foundation is the cake. That's the merchandise. Then the question is, "Do the customers want cake, or do they want cupcakes or donuts. What is it?"

So, always start with a product, always start with a customer, always start with a service and how this product or service will dramatically improve the quality of the life or the work of the customer.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

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.

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

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!

No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.

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

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?

The customer is not always right.

Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.

Entrepreneursh ip is not about getting one over on the customer. It’s not about working on your own. It’s not about looking out for number one. It’s not necessarily about making a lot of money. It is absolutely not about letting work take over your life. On the contrary, it’s about turning what excites you in life into capital, so that you can do more of it and move forward with it.

I’m a Verizon customer. I don’t mind Verizon turning over records to the government if the government is going to make sure that they try to match up a known terrorist phone with somebody in the United States. I don’t think you’re talking to the terrorists. I know you’re not. I know I’m not. So we don’t have anything to worry about.

Our belief is that if you get the culture right, most of the other stuff, like great customer service, or building a great long-term brand or empowering passionate employees and customers, will happen on its own.

Treat customer support as a product.

My definition of innovative is providing value to the customer.

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

The customer is always right.

One of the key things that we did at Bank of North Dakota that I worked to try to do with our state economic development is make sure we are customer-service oriented.

The best way to do business with a liar is confront them with the truth. Tell them that you do business as a partner. If your lying customer still can't see the light, tell him that you may not be the best choice for business, and that you think you have someone that can serve him better. Then, refer him to the competitor that you hate the most.

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'

It's so important your customer can rely on you for your classics.

The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer.

I'm trying to think of other ones. Oh, yeah, I'd say - somebody would buy something and we'd say, and because you are our hundredth customer today, you get a free paperback.

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

If there’s one reason we have done better than of our peers in the Internet space over the last six years, it is because we have focused like a laser on customer experience.

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.

Making changes to better appeal to customer is INNOVATION.

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.

With businesses, you go to the same places because you like the service, you like the people and they take care of you. They greet you with a smile. That's how people want to be treated, with respect. That's what I tell my employees - customer service is very important.

Any small business owner wears many hats. We [New View Window Cleaning] are the salesman, bookkeeper, scheduler, cleaner, customer complaint department, etc. If you aren't organized and willing to do all these things (at least in the beginning) you are better off working for someone.

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.

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

I feel constantly the tension of the quarterly cycles, the drive to produce shareowner value at the cost sometimes of customer value and employee value. [But] if you take equal care of the employees, they will take equal care of the customers and then we will get an equal or better opportunity for our shareowners.

That customer service representative is crazy, if he think I am going to pay that bill.

Today's customer journey is an iterative, complex, pinball of touchpoints.

If customer ignorance is a profit centre for you, you're in trouble.

In 2000, when my partner Ben Horowitz was CEO of the first cloud computing company, Loudcloud, the cost of a customer running a basic Internet application was approximately $150,000 a month.

Any job that allows me to use my pure water cleaning system and water fed pole is one I love. The wow factor for the customer after we [New View Window Cleaning] are done and they can't believe what we did with "just water and a brush" is something I never tire of.