Quotes About Customer

When you can show concern about what matters to your customer, that's Business to Customer Loyalty, and you can bet on it, you've just acquired a customer for life.

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.

I remember back in the early days of Microsoft that from the day that you decided that you were just going to put out an ad to a customer - and all you were usually able to tell them was that a new product was available - it was about nine months before you could actually reach the first customer.

The entire customer or user experience - from raising awareness, to buying a product / taking action, to getting customer support - is going digital.

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

Only institutions that go about the old-fashioned business of taking in deposits from customer A and lending them out to customer B should be called banks. The rest should call themselves what they are. 'Parlors' would be appropriate, or 'dens' - words more suitable to venerable betting pursuits.

But most automotive dealerships are set up for customer acquisition - which is crazy when you consider the average cost of customer acquisition is $1,000 or more.

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."

Only your customers can define quality, because it's meeting your customers' expectations the first time every time. Simply put, it's performance to the standards of the customer.

It's through neglecting all other values to bring the customer the lowest price that Wal-Mart ended up with such a horrible sex discrimination problem, but that model produces lots and lots of other problems as well, which I think are possibly going to be more difficult to fix.

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.

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

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

The intellectual's hostility to the businessman presents no mystery, as the two have, by function, wholly different standards. While the businessman's motto is the customer is always right, the intellectual's task is to preserve his perceived standards against the weight of popular opinion.

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

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.

The federal government said today they've begun training sessions for airport security workers to provide what they call more customer satisfaction to the travels, they want to make it easier for us. They're instructing security guards to glance at your luggage tags so that they can call you by your first name. Isn't that creepy? The guy touching your wife, calling her by her first name.

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

Unless you are building a new company from the ground up and can install caring as your businesses' cornerstone, you have to be willing to embark on a completely cultural overhaul so that, like a local mom and pop shop, every employee is comfortable engaging in customer service, and does it authentically.

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.

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.

My view is that you never argue with the customer about your name.

The experience would be that a customer would have total access to Burberry across any device, anywhere, and they would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand.

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

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

As a man I'd been a cool customer. As a woman I was a hot tamale.

The greatest accomplishment of a bartender lies in his ability to exactly suit his customer. . .

One of the ironies of the stock market is the emphasis on activity. Brokers, using terms such as 'marketability' and 'liquidity,' sing the praises of companies with high share turnover... but investors should understand that what is good for the croupier is not good for the customer. A hyperactive stock market is the pick pocket of enterprise.

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

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.

The game of business used to be like football: size mattered. Then it changed to basketball: speed and agility. Today, business is more like chess. Customer priorities change continually, and the signals given by these changes are vital clues to the next cycle of growth.

The #1 guideline to success is you must be in business for yourself. When you work for someone else, you sell your time at wholesale to your employer, who then re-sells it at retail to the customer.

But there's still so much you can do with technology to improve the customer experience. And that's the sense in which I believe it's still Day One, and that it's early in the day. If anything, the rate of change is accelerating.

Of course if you are launching a new business you can thinking about revenues, profits, and so on, but metrics such as customer satisfaction or employee retention might be meaningful if you are focusing more internally.

Without a customer, you don't have a business - all you have is a hobby.

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

Clear content, simple navigation and answers to customer questions have the biggest impact on business value. Advanced technology matters much less.

I always want to know whether the customers are satisfied; customer satisfaction is, after all, my ultimate goal!

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.

Screw the competition - focus on good customer service.

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.

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.

If you were a customer, would you come back to buy your products or services?

When the customer is wrong it is not a good idea to tell them.

As a customer service representative; I deal with people all day. Some really are guilty of not paying their bill.

My mother's work ethic, her attitude, and the way she treated each and every customer as if they were her best friend were better lessons than could be found in all the text books in the world.