Quotes About Customer

It is said if an organization listens to the complaint of a customer and the problem is fixed, the customer remains a loyal customer and tells approximately seven others about the experience. Conversely, if a person is ignored and the problem not fixed, that customer will not deal with that organization anymore and will tell approximately twenty other people about the negative experience.

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 most customer-centric organizations can answer any question by deciding what's best for the customer, without ever having to ask.

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?"

The most important single thing is to focus obsessively on the customer. Our goal is to be earth's most customer-centric company.

Often, very talented technical people find it extraordinarily difficult to take the viewpoint of customers, who are often ignorant about the technology and who may have strong and perhaps incorrect prejudices about it. The technical people may believe, deep down, that they know better what customers "should" need. Customers, of course, have a different perspective. They want products that will solve customer problems and provide other customer benefits, and will do so without undue risk or cost. Not infrequently, customers view advanced technology itself as a risk.

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."

I am always consulted about covers, and give feedback, but I am also aware that what causes a customer to pick a book up off a shelf in the UK is very different from what causes a customer to pick a book up in the US.

You don't need a big close, as many sales reps believe. You risk losing your customer when you save all the good stuff for the end. Keep the customer actively involved throughout your presentation, and watch your results improve.

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.

Setting customer expectations at a level that is aligned with consistently deliverable levels of customer service requires that your whole staff, from product development to marketing, works in harmony with your brand image.

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

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.

I think Amazon is the preeminent pioneer in building a new way of doing commerce: personalized, database-driven commerce, where the big value is not in the purchase fulfillment, but in knowing as much about a customer base of ten or twenty million people as a corner store used to know about a customer base of a few hundred. In today's mass-merchandising world, that's largely gone; Amazon is trying to use computer technology to re-establish it.

Are we going to say sorry for our lack of customer service? Absolutely not.

A friend who used to be my customer told me one day: "I promise I am going to help you to be relocated." He's a realtor and after he bought two buildings in the business district in Boston, he said: "Are you ready for your next place?" I could not believe it.

Worry about being better; bigger will take care of itself. Think one customer at a time and take care of each one the best way you can.

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.

If you innovate broadly, focus on the customer experience, and deliver everyday a great product, you will gain share.

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.

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

Always give your customer something.

Our new attitude is how can we put you in front of our customer.

We're improving and taking our levels of customer satisfaction higher and higher....Our customers are happier than they were before.

Thank you,” Simon said. “It’s a joke, Isabelle. He’s the Count. He likes counting. You know. ‘What did the Count eat today, children? One chocolate chip cookie, two chocolate chip cookies, three chocolate chip cookies . . .’” There was a rush of cold air as the door of the restaurant opened, letting in another customer. Isabelle shivered and reached for her black silk scarf. “It’s not realistic.” “What would you prefer? ‘What did the Count eat today, children? One helpless villager, two helpless villagers, three helpless villagers . . .

Businesses are interacting with consumers to socialize rather than learn about customer expectations to in turn, deliver tangible value, improve product experiences, and invest in long-term relationships.

I like keeping music in front of people. I try to sell at shows as much as I can - setting up a distro table and bringing out crates of vinyl and some CDs. That's my favorite way to sell because you're actually face-to-face with the customer.

The customer is not always right.

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

If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow.

If you make the customer a promise... make sure you deliver it.

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.

When the alarm bell rings, you'd better wake up and realize that the customer expects more from you today than he did the day before. You'd better find ways to be better.

Our belief is that if you get the culture right, most of the other stuff, like great customer service, or building a great long-term brand or empowering passionate employees and customers, will happen on its own.

Some of the best ideas throughout the company's evolution have been from places all throughout the company whether it's an engineer or someone on the customer support team. Just different areas around the company.

My definition of innovative is providing value to the customer.

A customer is never out of warranty, even if his product is.

I am a fashion designer. I'm not an environmentalist. When I get up in the morning, number one I'm a mother and a wife, and number two I design clothes. So the main thing I need to do is create, hopefully, exquisitely beautiful, desirable objects for my customer.

When people talk about successful retailers and those that are not so successful, the customer determines at the end of the day who is successful and for what reason.

For in some ways the world was like a shopping centre, and he himself was a doubtful customer, often ineffectual, being talked into buying things he didn't want, things indeed which nobody in their right mind would want to buy.

Every contact we have with a customer influences whether or not they'll come back. We have to be great every time or we'll lose them.

My advice for an entrepreneur just starting out is to differentiate yourself. Why are you different? What’s important about you? Why does the customer need you?

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.

Our DNA is as a consumer company - for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not up to par, it's our fault, plain and simply.

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.

Employees are given the chance to help shape their company by participating in a company-wide communications program making suggestions on waste reduction, environmental improvement, customer satisfaction, quality improvement, and safety issues.

At a car dealership, the person who sells the car is the hero, and also gets the commission. But if the mechanics don't service that car well, the customer won't return.