Quotes About Customer

What the customer demands is last year's model, cheaper. To find out what the customer needs you have to understand what the customer is doing as well as he understands it. Then you build what he needs and you educate him to the fact that he needs it.

I'm obsessed with the customer. I am the customer. I really don't think you can go wrong if you don't take your eye off of that. Serving the customer. How does she feel? I feel like the fashion industry has cared a lot about how we look but not about how we feel.

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.

Customer conversion is dependent on the right customer conversation.

The best time to do great customer service is when a customer is upset.

To achieve consistently terrific customer service, you must hire wonderful people who believe in your company's goals, habitually do better than the norm and who will love their jobs; make sure that their ideas and opinions are heard and respected; then give them the freedom to help and solve problems for your customers. Rather than providing rules or scripts, you should ask them to treat the customer as they themselves would like to be treated - which is surely the highest standard.

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 see like a customer, be like a customer.

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

A manufacturer is not through with his customer when a sale is completed. He has then only started with his customer.

Customer complaints are the schoolbooks from which we learn.

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

It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages.

The customer moved on long before the industry reacted to what she wanted. She doesn't want to buy things four months in advance, she wants to buy something today and wear it tomorrow. She cares less about seasons and collections and really what she's looking for is price, quality, and convenience.

Having your own store is one of the most immediate ways to connect with the customer, to really get to know her and develop a more intimate relationship.

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.

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.

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

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.

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.

You're a pretty cool customer, huh?" says Agent Hunt. "I hide my inner pain under my stoic visage." Agent Hunt looks like he would like to put his fist through my stoic visage.

The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.

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.

Everyone is now a customer or client, and every relationship is ultimately judged in bottom-line, cost-effective terms. Freedom is no longer about equality, social justice, or the public welfare, but about the trade in goods, financial capital, and commodities.

When people talk about successful retailers and those that are not so successful, the customer determines at the end of the day who is successful and for what reason.

Think like a customer

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.

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.

Most DRM solutions diminish the value of the product by either directly restricting a customer's use or by creating uncertainty.

The customer service representative hung up on me when I asked to talk to a supervisor.

The first time formal customer research is done, executives frequently are surprised by the sizeable percentage of customers who defect for service-related reasons.

When the customer makes contact, he does not want a quote. He wants a commitment.

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.

Employees are given the chance to help shape their company by participating in a company-wide communications program making suggestions on waste reduction, environmental improvement, customer satisfaction, quality improvement, and safety issues.

It's ironic that retailers and restaurants live or die on customer service, yet their employees have some of the lowest pay and worst benefits of any industry. That's one reason so many retail experiences are mediocre for the public.

At the start of any program, asking questions is the most important part of the process. If you get [the customer's] requirements wrong, then you don't have a successful product.

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.

There are only three measurements that tell you nearly everything you need to know about your organization's overall performance: employee engagement, customer satisfaction, and cash flow...It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.

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.

Be dramatically willing to focus on the customer at all costs, even at the cost of obsoleting your own stuff.

Unknown customer, unstated need - that is bleeding edge of innovation!

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

When you focus on results, you will very seldom see a change in your culture. But, if you focus on a customer-centric culture, you will realize long-term results.

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.

I'm making a case against how money managers are handling customers' money. The objective of the customer is not being met if the fund managers are diversifying their assets into hundreds of businesses. If they do this, they are typically performing close to the indexes. But that's not the way wealth is created.

Good customer service begins at the top. If your senior people don't get it, even the strongest links further down the line can become compromised.