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.

I'm obsessed with the customer. I am the customer. I really don't think you can go wrong if you don't take your eye off of that. Serving the customer. How does she feel? I feel like the fashion industry has cared a lot about how we look but not about how we feel.

Big Data will spell the death of customer segmentation and force the marketer to understand each customer as an individual within eighteen months, or risk being left in the dust.

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.

When you obsess about the customer, you end up defeating your competition as a byproduct. When you are just obsessed about the competition, you end up killing yourself, because you are not focused on the customer.

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.

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.

If your users have many questions, it's a failure of your primary site design. It becomes not so much customer support, as much as customer complaints.

We are reinventing ourselves as a company. Compaq is taking ownership of its customer relationships and accountability of our customer's needs.

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

The best investor is your customer.

Customer complaints are the schoolbooks from which we learn.

I have a three-legged milk stool in my office perched on top of a cabinet. It is a great symbol for how to succeed in business. There are three legs: Take care of the customer, have a little fun, make a little money. If you don't do that, it doesn't work, but if you do, it comes together easily.

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

Throughout our history, Microsoft has won by making big, bold bets. I believe that now is not the time to scale back the scope of our ambition or the scale of our investment. While our opportunities are greater than ever, we also face new competitors, faster-moving markets and new customer demands.

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

A customer is the most important visitor on our premises, he is not dependent on us. We are dependent on him.

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

Don Keough's (CEO Coca-Cola) 11 Rules on "HOW TO LOSE": 1. Stop taking risks 2. Be content 3. Never deviate from what the founder did 4. Be inflexible 5. Rely totally on research and experts 6. Concentrate on competitors instead of your customers 7. Put yourself - not the customer - first 8. Solve administrative concerns first 9. Let others do your thinking for example, headquarters 10. Rely on T-G-E: "That's Good Enough" and T-N-M-J: "That's Not My Job!" 11. Rationalize slow growth

We did start with a simple manifesto, as we called it, which was a description of what we were about, and it was the Un-carrier. It was about finding and solving customer pain points in an attempt to fix a stupid, broken, arrogant industry. It was something we felt passionate about. It was our goal to make changes and have the industry make the same ones.

The more a prospective customer clicks on you and your stuff, the easier it is for them to make a buying decision in your favor.

I think a lot of people overlook the importance of the menu as a marketing tool and a way of communicating to the customer what the ambition of their restaurant is. Not only the typeface and the design, but what is it printed on? Is it cheap-looking? Is it the right kind of paper for that restaurant?

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.

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.

If we can help an advertiser refine a message so it works for our consumers, we should be doing that, but at the same time, you never want to do it by confusing the customer about what the experience is. If we fail in that regard, we do our brand and our customers a disservice.

You're a pretty cool customer, huh?" says Agent Hunt. "I hide my inner pain under my stoic visage." Agent Hunt looks like he would like to put his fist through my stoic visage.

Once you create a loyal customer base, it's tough for a competitor to take that away.

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.

The customer is always right.

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.

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.

As a customer service representative; it is hard to deal with people who has an attitude when I pick up the phone.

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.

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.

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

Everyone is in the business of customer satisfaction.Wh o are your customers and how are they doing?

Any time a customer comes into contact with any aspect of a business, however remote, is an opportunity to form an impression.

If you wish to prosper, let your customer prosper. When people have learned this lesson, everyone will seek his individual welfare in the general welfare. Then jealousies between man and man, city and city, province and province, nation and nation, will no longer trouble the world.

Every moment in front of a customer is a gorgeous opportunity to live your values.

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.

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

The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution

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.

Everyone is a customer for somebody, or a supplier to somebody.

It's actually as simple as this. New authors, building their customer base, need physical bookshops. Physical bookshops are lovely tactile, friendly, expert, welcoming places. Physical books, which can only be seen and handled in physical bookshops, are lovely, tactile things. Destroy those bookshops, and the very commercial and cultural base to the book industry is destroyed. Once and for all. Like Humpty Dumpty, it can never be put together again.

Firms need to ensure that their ability to provide effective customer service keeps pace with their growth. If you're marketing your firm to new customers, you better be able to provide them service when they do business with you.

It's still so rare for anyone to be personally acknowledged by a brand that the impact of such a simple, polite gesture on a customer's buying habits could be huge.