Quotes About Customer

Loyal customers, or customers who recommend their friends, give me the most pride. I think that is the biggest compliment I can get. I think in the restaurant business, it takes patience from the customer to spark up a relationship with the restaurateur, but it takes also work from the restaurateur to spark up a relationship with his customer.

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.

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.

We have the best customer satisfaction record, based on Transportation Dept. statistics, of any airline in America, the fewest complaints filed per 100,000 passengers carried. So you're not just getting low fares, you're also getting wonderful customer service.

Sam Walton's values are: treat the customer right, take care of your people, be honest in your dealings, pass savings along to the customer, keep things simple, think small, control costs and continuously improve operations.

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.

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.

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.

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".

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."

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.

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.

You can't delegate growth or customer satisfaction.

Lure him out. Send in a 'customer' with a message from me needing to meet him. I'm not the kind of person he can ignore-well, that he used to not-never mind. Once he's out, we can get him to a place we choose." I nodded. "I can do that." "No," said Dimitri. "You can't." "Why not?" I asked, wondering if he thought it was too dangerous for me. "Because they'll know you're a dhampir the instant they see you. They'll probably smell it first. No Strigoi would have a dhampir working for him-only humans." There was an uncomfortable silence in the car. "No!" said Sydney. "I am not doing that!

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

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

The customer moved on long before the industry reacted to what she wanted. She doesn't want to buy things four months in advance, she wants to buy something today and wear it tomorrow. She cares less about seasons and collections and really what she's looking for is price, quality, and convenience.

I think maybe 50 years ago people and businesses felt like they had to choose between maximizing profits and making customers happy or making employees happy, and I think we're actually living in a special time where everyone's hyperconnected, whether through Twitter or blogs and so on. Information travels so quickly that it's actually possible to have it all, to make customers happy through customer service, to make employees happy through strong company cultures, and have that actually drive growth and profits.

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

Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.

Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.

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

The easiest way to figure out who the customer is in an online space is to figure out who is paying for the thing. Usually, the people paying are the customers. So on Facebook, the people paying are marketers. That makes them the customers. And it means we are the product being delivered to those customers.

Treat customer support as a product.

If you work just for money, you'll never make it, but if you love what you're doing and you always put the customer first, success will be yours.

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

At SAP, we see a dream for a simpler world, for a simpler SAP, and for a simpler customer experience.

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.

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 favorite word is clarity...clarity...clarity. And the critical clarity is what is the transformation that is going to take place in the customer's life or work when they buy and use your product? And how profound is that? How important is that? You know the old saying, "If you could come up with a cure for cancer you'd be a billionaire by the end of the week" because of that profound result.

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.

I believe that all brands will become storytellers, editors and publishers, all stores will become magazines, and all media companies will become stores. There will be too many of all of them. The strongest ones, the ones who offer the best customer experience, will survive.

Convincing isn't really possible in an age of customer control. Customers hold most of the cards today. They have good visibility into their choices, and they can easily share information with each other. Not only that, they don't like to be sold. But they do like to buy. Your job shouldn't be to convince customers to buy, but to help them buy what they want.

The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer.

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.

The Russians right now require a customer coming in and spending about six months or so in Russia and they have to learn some Russian. They have to learn some critical words so they can, in an emergency, at least have minimum communication with the Russian commander of the Soyuz. They also have to learn systems and I think this just evolved that way. They just thought, what is the minimum set of things we think we can train someone to be more or less competent in our systems? And so that's what these guys go through. So, it's not just like buying a ticket and getting on an airliner.

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

If there’s one reason we have done better than of our peers in the Internet space over the last six years, it is because we have focused like a laser on customer experience.

That's the name of the game ... pleasing the customer. If we ever lose sight of that fact, we've lost the ball game.

The Malcolm Baldrige National Quality Award, which highlights customer satisfaction, workforce empowerment, and increased productivity, has come to symbolize America's commitment to excellence.

We will ensure that associates continue to possess unsurpassed product knowledge and maintain their dedication to customer service and respect for their colleagues and for the communities in which they work and live.

A great brand is a promise, a compact with a customer about quality, reliability, innovation, and even community. And while the concept of brand is intangible, brand equity is far from it.

Most ads are ignored because every customer has a mental filter that evaluates and dismisses both of these languages of Ad-Speak with a single question: What are they not telling me?

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.

Focusing on the customer makes a company more resilient.

I think being able to sit in the shoes of a woman and being able to manage products that are mostly sold to women, alongside a lot of female employees, is really helpful because you hold that empathy to the situation. You can understand where the customer is coming from.

Have passion for what you do; believe in yourself and your product and your customer; persevere; delegate; listen. Have fun. Today, I add: "Do good".