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.

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.

If you do something extraordinary for your customer you will never be forgotten. Customer service heroes get remembered, but legends never die.

Once you know what you want and what is important for you to achieve, also define the values associated with it. What is important? That is something a lot of entrepreneurs pass by too quickly. For us, the things that were important were, No. 1, customer success. Nothing is more important to us than making sure every customer is successful in our service.

The decision-makers should communicate the customer pictures and the logic of the strategies and actions. That communication allows employees throughout the organization to implement the strategies and actions, tweaking them appropriately in response to variations in the marketplace. It also allows employees to recognize information in the marketplace that contradicts the customer pictures, either because the pictures were not entirely correct or because customers have changed.

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?"

Biggest question: Isn't it really 'customer helping' rather than customer service? And wouldn't you deliver better service if you thought of it that way?

Never forget a customer. Never let a customer forget you

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?

Sales is the most important aspect of a company, which in turn is about how well you treat your customer and stay ahead of your customer's requirements.

What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.

Marketing is not the art of finding clever ways to dispose of what you make. It is the art of creating genuine customer value.

Thank you for calling customer service. If you're calm and rational, press 1. If you're a whiner, press 2. If you're a hot head, press 3

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.

Best way to succeed is to do things for the customer, not to the competition. Very few people buy a product in order to help you hurt the competition. To think otherwise is lunacy.

I am committed to doing customer service for Craigslist for the rest of my life. The exit strategy is death.

Your customer is anyone who depends on you, or who you depend on for success.

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.

If you turn your back on a customer, you turn your back on success.

What the fashion system says and what the fashion customer says are really two different things.

dealing with a counter clerk at the phone company who had all the customer service skills of a homicidal sociopath on work release.

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.

In Sales, you have to satisfy two people: One, your customer. Two, your Boss.

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.

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.

I believe that all brands will become storytellers, editors and publishers, all stores will become magazines, and all media companies will become stores. There will be too many of all of them. The strongest ones, the ones who offer the best customer experience, will survive.

Convincing isn't really possible in an age of customer control. Customers hold most of the cards today. They have good visibility into their choices, and they can easily share information with each other. Not only that, they don't like to be sold. But they do like to buy. Your job shouldn't be to convince customers to buy, but to help them buy what they want.

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

In fact, I believe the first companies that make an effort to develop an authentic, transparent, and meaningful social contract with their fans and customers will turn out to be the ones that are the most successful in the future. While brands that refuse to make the effort will lose stature and customer loyalty.

Even in the face of massive competition, don't think about the competition. Literally don't think about them. Every time you're in a meeting and you're tempted to talk about a competitor, replace that thought with one about user feedback or surveys. Just think about the customer.

The purpose of a business is to get and keep a customer. Without customers, no amount of engineering wizardry, clever financing, or operations expertise can keep a company going.

I'd rather spend money on things that improve the customer experience than on marketing.

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

If you make a sale, you can make a living. If you make an investment of time and good service in a customer, you can make a fortune.

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.

New media is ... an amazing form of direct marketing in that you really get a sense of who your customer is, and you also get to know those people who may not be your customers yet but are aspirational and are hoping to be.

Most ads are ignored because every customer has a mental filter that evaluates and dismisses both of these languages of Ad-Speak with a single question: What are they not telling me?

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.

I think being able to sit in the shoes of a woman and being able to manage products that are mostly sold to women, alongside a lot of female employees, is really helpful because you hold that empathy to the situation. You can understand where the customer is coming from.

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.

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.

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.

Memorable customer service can only take place in a human-to-human situation.

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.

Code-sharing, alliances, and connections are all about "how do we screw the poor customer for more money?"

The two critical questions to ask are: "Who is my customer?" and "What value am I adding?" Unfortunately, many workers cannot answer these questions. They tend to blindly do things, and develop bad habits of doing things over and over for no good reasons.

If you wish to prosper, let your customer prosper.

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.