Quotes About Customer

Big Data will spell the death of customer segmentation and force the marketer to understand each customer as an individual within eighteen months, or risk being left in the dust.

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

We mocked that concept ['movies are better than ever'] by doing a sketch that was about a theater trying to get one customer to come in...and that customer was Jerry Lewis. It generated so much controversy that Dean [Martin] and Jerry [Lewis] had to apologize in a full page ad in Variety.

The Customer isn't always right. Sometimes the customer is an a**hole. That's the first rule of retail.

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?"

The most important single thing is to focus obsessively on the customer. Our goal is to be earth's most customer-centric company.

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.

What's Your Purple Goldfish? busts a myth and reveals a simple truth about customer service. Stan uncovers the recipe for creating signature added value that increases customer satisfaction and drives positive word of mouth.

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

Bargain... anything a customer thinks a store is losing money on.

Always give your customer something.

Our new attitude is how can we put you in front of our customer.

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

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

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.

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

Once you have sold a customer, make sure he is satisfied with your goods. Stay with him until the goods are used up or worn out. Your product may be of such long life that you will never sell him again, but he will sell you and your product to his friends.

Right or wrong, the customer is always right.

Listen to your customers. Can the sales pitches and the product babble. Let your customer talk and show him that you are listening by making the appropriate responses, such as suggesting how to solve the problem.

You always get that one customer that decides that your name is boy. Or something. It certainly reinforces a respect I already had for people that are in the hospitality industry.

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

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.

Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.

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.

Advertising is, of course, important because advertise is the final design. It's the last layer that speaks to the customer, that tells them what you have.

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.

As Starbucks' CEO Howard Shultz explains, the high-quality customer service that makes it possible for his company to charge a premium for its coffee results from the investments it makes in employee welfare and training.

The oil industry is a stunning example of how science, technology, and mass production can divert an entire group of companies from their main task. ... No oil company gets as excited about the customers in its own backyard as about the oil in the Sahara Desert. ... But the truth is, it seems to me, that the industry begins with the needs of the customer for its products. From that primal position its definition moves steadily back stream to areas of progressively lesser importance until it finally comes to rest at the search for oil.

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.

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.

Making changes to better appeal to customer is INNOVATION.

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.

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'.

Every moment in front of a customer is a gorgeous opportunity to live your values.

We asked ourselves what we wanted this company to stand for. We didn't want to just sell shoes. I wasn't even into shoes - but I was passionate about customer service.

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

I'm constantly amazed that owners and managers of all businesses don't train their people to call the person who pays by credit card by name. It definitely makes the customer feel good and will be a factor in bringing them back to your place of business.

I think the most important thing that a company can do, not just in the customer space but the employee space, is to be completely open and completely honest. Don't pretend that you're doing something that you can not do. There's an old saying in Silicon Valley, "It's not a bug. It's a feature."

Everyone is a customer for somebody, or a supplier to somebody.

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.

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.

We have a constantly-changing portfolio of social media experiments. The first time we tried applying social technologies in a customer service department it became the most productive department in the company.

It is in the ordinary events of every day that we develop the proactive capacity to handle the extraordinary pressures of life. It's how we make and keep commitments, how we handle a traffic jam, how we respond to an irate customer or a disobedient child. It's how we view our problems and where we focus our energies. It's the language we use.

Am I an Apple bigot? No. I can critique their products and their customer service philosophy. But overall, they do better than any other player.

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.

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.