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.

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

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.

It is possible to tell a customer "no", and have the customer thank you for doing it

If your users have many questions, it's a failure of your primary site design. It becomes not so much customer support, as much as customer complaints.

The customer is always right! John Wanamaker must be turning in his grave. If you're a customer today, you're an intruder.

Any customer can have a car painted any color that he wants so long as it is black.

We want to have a diverse workforce that mirrors our customer base. Diversity of thought, we believe, is crucial to business success. We also are a tech company. And when we look at the skills that we need going forward, software engineers, electrical engineers, strong technology backgrounds, that's key for success as well.

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer'; anything else is waste.

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.

An underpaid man is a customer reduced in purchasing power. He cannot buy. Business depression is caused by weakened purchasing power. Purchasing power is weakened by uncertainty or insufficiency of income. The cure of business depression is through purchasing power, and the source of purchasing power is wages.

When leaders of a professional team perform a scan, they examine the trends dominating their customer demographics, education, government policy, and especially their competition.

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

Customer service will become the primary value added function of every business.

Make the customer the hero of your brand's story.

Remember,' she'd tell her staff, 'every customer wants to feel like a princess, and princesses are selfish and overbearing.

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

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.

When you create a business, you create something that improves the life of your customer, of another person, maybe of ten people, of a thousand people, of a million people. There's no higher calling.

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

Sometimes when I walk into one of my own stores, I look at the display and say, "This looks so good - I want to buy it." Yet other times I walk in and the displays and mannequins will be all wrong, and I don't want to buy anything. When a customer walks into a store, she's looking for inspiration. So I'm tuned in to people, and I care about what they need and who they are.

Quality and service are important, if you want to make a sale. If you want to keep a customer for life, keep your promises.

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

The customer is not always right.

I like my customer to be fierce.

Right or wrong, the customer is always right.

There's a strength to being able to look at products through a customer's eyes, but it is also dangerous.

I'm starting to believe that part of the solution regarding the devices is that they have a role to play in engaging the customer and keeping our product in front of them during the pre-show. They certainly have a role to play in ticket sales. Inside the movie auditorium, though, during the feature presenation there's no place for them. Every single weekend two out of the top three reasons people contact us are: somebody's being disruptive, with a device most of the time, or a dirty bathroom.

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.

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.

No one hangs up the phone until the customer buys or dies.

Observe that for the programmer, as for the chef, the urgency of the patron may govern the scheduled completion of the task, but it cannot govern the actual completion. An omelette, promised in two minutes, may appear to be progressing nicely. But when it has not set in two minutes, the customer has two choices - wait or eat it raw. Software customers have had the same choices.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

All business success rests on something labeled a sale, which at least momentarily weds company and customer.

Think about how you will start and where you will go. Get the head with logic and the heart with visuals or stories. And think about your core customer and all the other stakeholders as well.

If anything goes wrong, the customer doesn't care whose fault it is. He's the one who's going to suffer anyway.

The job can't be finished only improved to please the customer.

Ask any Ferrari, Porsche or Ray-Ban salesperson about their average customer and you will very likely hear that he is not, as the adverts would have us believe, a virile young footballer with shiny hair, a rippling six pack and a trouser pouch like a new punch bag. He is, in fact, a middle-aged bloke wearing more chins than he started life with and carrying the clear evidence of forty years of beer and pies slung across his midriff.

The customer is usually wrong, but statistics indicate that it doesn't pay to tell him so

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.

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.

Perception is all there is. If the customer think he's right, he's right.

Everything starts with the customer.

We strive to hire and retain only those who embrace our MBM® Guiding Principles, which encompass integrity, compliance, value creation, Principled Entrepreneurship, customer focus, knowledge, change, humility, respect and fulfillment.

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.

It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.

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