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.

We're not competitor obsessed, we're customer obsessed. We start with the customer and we work backwards.

The customer demands simplicity, that organizations organize around them. Easy to use is a customer tsunami ripping across the world. Ease of use and simplicity must now be at the heart of organizational strategy.

The Starbucks customer and the Teavana customer are two very different customers, two different need states that are highly complimentary.

Demonstrate to your customer the difference between price and cost. The price is what it takes to purchase the item. The cost is the amount the customer eventually pays. They are not the same.

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

At age nine, I got a paper route. Sixty-six papers had to be delivered to sixty-six families every day. I also had to collect thirty cents a week from each customer. I owed the paper twenty cents per customer per week, and got to keep the rest. When I didn't collect, the balance came out of my profit. My average income was six dollars a week.

All the businesses from the beginning of history have struggled with product development (assuming there is a market, doing the market testing and so on). But now they start with customer development. Get the customer who says, "Yes. I want that. I need it. I wanna use it. I'll pay for it." And then you go back and work with your engineers. It is changing the world!

The only way to build a good company is one satisfied customer at a time. However, to build a great company, we must add one raving fan at a time. The difference is this...a satisfied customer will come back, but a raving fan not only comes back, but becomes part of your sales team. There's a big difference!

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."

When you lose a customer, it can be tempting to tell each other, "That customer's not very sharp. They just made the wrong decision".

I think the way design was practiced for most of the 20th century was very declarative. A designer came up with a solution for a project and put it in place and shipped the solution and it landed in a reader or a customer's hands as a brochure. They would see it as a poster, or as a piece of signage. And that was sort of it. That was the end of it. I think Internet technology has really upended that whole equation because in some ways a designer's work is never really done online.

I think the opposite version of me is the one we don't see, which is there are tens of thousands of outrageously successful businesses of very quiet, very calculated, calm executors who are confident. You can't be successful without being confident. They believe in themselves. They have their own version of assertiveness ... I think confidence matters and I think other things matter, like I would tell you empathy is probably why I'm more successful than confidence. I'm empathic to the customer, to my business partners, to my employees.

You will deal with ignorant, opinionated and innocent people. You will often have an opportunity to cheat them. If they could, they would cheat you, or force you to sell at less than cost. You must be wise, but not too wise. You must never actually cheat the customer, even if you can. You must make her happy and satisfied, so she will come back.

Even in the face of massive competition, don't think about the competition. Just think about the customer.

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

My biggest complaint about customer service is that I am put on hold too long.

The customer is always what inspires me first! I love talking to everyone on Instagram and seeing feedback on SnapChat! I can ask a question like "What product do you wanna see next??" and they give you immediate answers. I will never make a product I personally wouldn't wear every day! But I think it's important to be in tune with your audience and see their expectations.

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

Like any small business owner, I experienced the pressures of building a company from the ground up - developing a business plan, balancing the books, meeting payroll and building a customer base

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.

The complaining customer represents a huge opportunity for more business.

The customer is the immediate jewel of our souls. Him we flatter, him we feast, compliment, vote for, and will not contradict.

Keep the customer actively involved throughout your presentation, and watch your results improve.

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.

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.

Treat customer support as a product.

If what we're really trying to do is stop the spread of HIV, we need to think about the customer.

The well-satisfied customer will bring the repeat sale that counts.

The customer is always right.

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.

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

Corporations invest in sophisticated CRM, or Customer Relationship Management, programs to effectively oversee their relationship with their customers at every point during the buying process.

Even when I ran my bar I followed the same policy. A lot of customers came to the bar. If one in ten enjoyed the place and said he'd come again, that was enough. If one out of ten was a repeat customer, then the business would survive. To put it another way, it didn't matter if nine out of ten didn't like my bar. This realization lifted a weight off my shoulders. Still, I had to make sure that the one person who did like the place.

There has been a fundamental paradigm shift. Today's customer expectations are: If i can imagine it, it simply has to be there; if not, I'll invent it myself'

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.

Too many companies these days can't tell the difference between good profits and bad.... By now you're probably wondering how in heaven's name profit, that holy grail of the business enterprise, can ever be bad. Short of outright fraud, isn't one dollar of earnings as good as another? Certainly, accountants can't tell the difference between good and bad profits. They all look the same on an income statement. While bad profits don't show up on the books, they are easy to recognize. They're profits earned at the expense of customer relationships.

The true purpose of a business is to create and keep a customer, not to make you money.

I think of customer service as an offense and not a defense

There are a lot of nice details that are exclusive to C. Wonder, which are the status C. Wonder gold buttons and the tassels. We want the customer and the loyal client to just really know that when they come to C. Wonder they're getting something that's super wearable but is also really luxurious.

Approach each customer with the idea of helping him or her solve a problem or achieve a goal, not of selling a product or service.

Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.

Truly world-class firms are always examining their business processes and continuously seeking solutions to improve in key areas, such as lead time reduction, cost cutting, exceeding customer expectations, streamlining processes, shortening time to market for new products, and managing the global operation.

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

Contact with the customer is what business is all about.

Courteous treatment will make a customer a walking advertisement.

We innovate by starting with the customer and working backwards. That becomes the touchstone for how we invent.

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.