Quotes About Customer

Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles, which gave good light.

Look, I think that when we started Virgin Atlantic 30 years ago, we had one 747 competing with the airlines that had an average of 300 planes each. Every single one of those have gone bankrupt because they didn't have customer service. They had might, but they didn't have customer service, so customer service is everything in the end.

The customer is number one, the employee is number two and the shareholder is number three. If the customer is happy, the business is happy, and the shareholders are happy.

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?

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."

Welcome to the Customer Revolution, where you are no longer in charge. Your customer is.

The media is the only business in the world where the customer is always wrong. If you're a news consumer, if you're a customer, and you complain to them, they will tell you that you are not sophisticated enough to understand what they do, and they're tell you to go listen or watch somewhere else. They're not even really doing the news for you. They're doing news for other journalists and other people in government because that's their real audience.

Customer satisfaction is worthless. Customer loyalty is priceless.

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.

I have a sense of respect: respect for my suppliers, respect for the staff, respect for the customer - as long as they respect us. When we have a customer who is playing a provocative, disrespectful game, then we just prefer to just throw him out, rather than deal with it. Some people, sometimes, are unhappy themselves. And that can really create a frustrating performance to us and to the staff and all that. I don't throw customers out as much as I used to. In the old days, "You don't like it? Get out!" I'm much nicer now.

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.

Our social mission as a manufacturer is only realized when products reach, are used by, and satisfy the customer . . . We need to take the customer's skin temperature daily.

Companies cannot really see beyond their current customer base. They explicitly or implicitly do things to protect their current customers. And the last person to want real change is your customer. This is why most new ideas come from small companies that have nothing to lose.

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

Fact is, the work place to a great extent is "where we live." We need star accountants. Boffo saleswomen. Over-the-top creatives in marketing and new product development. And so on. But, since we're effectively talking about "where we live," good sense and good business and "good" engagement throughout the "supply chain," from vendor's vendor to customer's customer, we would benefit mightily-including on the P & L-if we insisted (!) on: "Pleasant." "Caring." "Engaged."

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.

Son, you can't go around painting yourself black, you hear?" "Why not, Papa?" "Because they'll take you away." "Why?" "Because you shouldn't want to be like black people or Jewish people or anyone who is...not us." "Who are Jewish people?" "You know my oldest customer, Mr. Kaufmann? Where we bought your shoes?" "Yes." "Well, he's Jewish." "I didn't know that. Do you have to pay to be Jewish? Do you need a license?" ..... "...you've got beautiful blond hair and big safe blue eyes. You should be happy with that; is that clear?

Their attitude is, 'okay, I am the customer. You are supposed to entertain me.' It's kind of a passive attitude they're taking, and to me it's kind of a pathetic thing. They do not know how interesting it is if you move one step further and try to challenge yourself with more advanced games.

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

A customer is the most important visitor on our premises, he is not dependent on us. We are dependent on him.

Having to call your customer service department is like falling off a six story building.

Branding is not merely about differentiating products; it is about striking emotional chords with consumers. It is about cultivating identity, attachment, and trust to inspire customer loyalty. Chinese brands score low on attributes such as “sophisticated,” “desirable,” “innovative,” “friendly,” and “trustworthy.”

Businesses once grew by one of two ways; grass roots up, or by acquisition... Today businesses grow through alliances - all kinds of dangerous alliances. Joint ventures and customer partnerings which, by the way, very few people understand.

Because Microsoft seems to sometimes not trust customer choice, they salt XP with all these little gizmos and trap doors to get people to try Microsoft stuff. But the reality is that we're downloading more players than we ever have on a worldwide basis.

I don't like to dictate the style to the customer, I believe people give something their own trend.

The most dangerous question a prospect or customer asks is "Why should I?" And he may ask it more than once... The product and its communication stream must continue to provide him with both rational and emotional answers.

Oh no. I got a customer service person from another country.

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.

Shampoo doesn’t have to foam, but we add foaming chemicals because people expect it each time they wash their hair. Same thing with laundry detergent. And toothpaste—now every company adds sodium laureth sulfate to make toothpaste foam more. There’s no cleaning benefit, but people feel better when there’s a bunch of suds around their mouth. Once the customer starts expecting that foam, the habit starts growing.

When something online is free, you're not the customer, you're the product.

Any seeming deception in a statement is costly, not only in the expense of the advertising but in the detrimental effect produced upon the customer, who believes she has been misled.

Treat customer support as a product.

Honesty was a tough customer... Once you started allowing yourself some honesty, it couldn't easily be contained or limited to one part of your life. It was like poison ivy or a bossy houseguest. Once it was there, you couldn't tell it what to do. You had to really fight to keep it from taking over.

Innovation comes from the producer - not from the customer.

An industry begins with the customer and his or her needs, not with a patent, a raw material, or a selling skill

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.

Software: These programs give instruction to the CPU, which processes billions of tiny facts called bytes, and within a fraction of a second it sends you an error message that requires you to call the customer-support hot line and be placed on hold for approximately the life-span of a caribou.

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.

I have a feeling-as compelling as a religious conviction-that if industry will constantly pass on to the worker and the customer all the savings of labor-saving machinery and invention, rather than siphon them off into the pools of watered securities, it will by that process keep distribution and production in balance and go as far toward Utopia as our poor human natures will go or be driven.

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

It is the customer that pays the wages

Statistics suggest that when customers complain, business owners and managers ought to get excited about it. The complaining customer represents a huge opportunity for more business.

But the customer is the final, final filter. What survives the whole process is what people wear. I'm not interested in making clothes that end up in some dusty museum.

Quality is not an absolute measure. It doesn't mean 'deluxeness' or 'perfection'. It means keeping the promise the customer wants you to make.

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.

It's very logical: There is proven ROI in doing whatever you can to turn your customers into advocates for your brand or business. The way to create advocates is to offer superior customer service.

So if you want a culture where people work hard, & pay attention to detail, focus on the customer, are frugal: you have to do it yourself.