Quotes About Customer

The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.

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 achieve consistently terrific customer service, you must hire wonderful people who believe in your company's goals, habitually do better than the norm and who will love their jobs; make sure that their ideas and opinions are heard and respected; then give them the freedom to help and solve problems for your customers. Rather than providing rules or scripts, you should ask them to treat the customer as they themselves would like to be treated - which is surely the highest standard.

What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.

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."

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

There is only one boss. The customer.

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.

Good regulation should be conducive to business and to customer protection.

At the end of the day, I want to create collections that, although I am inspired by very creative women, I want my customer to walk away with a silhouette that she doesn't even know what collection it comes from. That it just lasts in her wardrobe and makes her feel strong and confident and hopefully happy.

Entrepreneursh ip is not about getting one over on the customer. It’s not about working on your own. It’s not about looking out for number one. It’s not necessarily about making a lot of money. It is absolutely not about letting work take over your life. On the contrary, it’s about turning what excites you in life into capital, so that you can do more of it and move forward with it.

Any customer can have a car painted any colour that he wants so long as it is black.

Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.

What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.

In Sales, you have to satisfy two people: One, your customer. Two, your Boss.

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

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

One should always try to do the best you possibly can. I'm not in a race to the finish line - I won't put anything out until it's completely ready. You want to keep it special and unique for the customer.

The customer service representative hung up on me when I asked to talk to a supervisor.

I'm trying to think of other ones. Oh, yeah, I'd say - somebody would buy something and we'd say, and because you are our hundredth customer today, you get a free paperback.

The web is the ultimate customer-empowering environment. He or she who clicks the mouse gets to decide everything. It is so easy to go elsewhere; all the competitors in the world are but a mouseclick away.

Help! The customer service representative doesn't understand my problem.

Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'.

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 purpose of a business is to create and keep a customer. All business activities must be focused on this central purpose.

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.

To gain customer insights, we must understand that we are prisoners of what we know and what we believe.

Sometimes you're wrong, but if I'm a repeat customer, it means I must have valued the past experiences.

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.

Demo: presentation of a specific set of capabilities needed to solve the customer's critical business issue.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.

With businesses, you go to the same places because you like the service, you like the people and they take care of you. They greet you with a smile. That's how people want to be treated, with respect. That's what I tell my employees - customer service is very important.

If your customer base is aging with you, then eventually you are going to become obsolete or irrelevant. You need to be constantly figuring out who are your new customers and what are you doing to stay forever young.

There are only three measurements that tell you nearly everything you need to know about your organization's overall performance: employee engagement, customer satisfaction, and cash flow...It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.

We need to reengineer companies to focus on figuring out who the customer is, what's the market and what kind of product you should build.

Success Comes from listening to your customer.

Unknown customer, unstated need - that is bleeding edge of innovation!

If Franz Kafka were alive today he'd be writing about customer service.

This customer service person doesn't understand that this bill was paid and I am not going to pay it again.

I'm constantly amazed that owners and managers of all businesses don't train their people to call the person who pays by credit card by name. It definitely makes the customer feel good and will be a factor in bringing them back to your place of business.

I've always believed the best measure of a product's worth is customer acceptance in the marketplace.

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.

The two critical questions to ask are: "Who is my customer?" and "What value am I adding?" Unfortunately, many workers cannot answer these questions. They tend to blindly do things, and develop bad habits of doing things over and over for no good reasons.

We have a constantly-changing portfolio of social media experiments. The first time we tried applying social technologies in a customer service department it became the most productive department in the company.

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

In the South, we tell stories. We tell stories if you're in a sales position, if you're in a retail position, you lure your customer by telling a story. You just do.

I worked at Sears in the Woodfield Mall as a gift wrapper. I'm actually a great gift wrapper, and the customers were so nice to me. I was only 16, and eventually Sears put me in customer service because I was so friendly.

Since I begrudgingly started my Instagram account and my social media exposure/connection. I say begrudgingly because I just didn't want to take the plunge, but when I realized it was just a direct connection to our customer and these women, I did it. I like listening to their stories and their feedback.