Quotes About Customer

What the customer demands is last year's model, cheaper. To find out what the customer needs you have to understand what the customer is doing as well as he understands it. Then you build what he needs and you educate him to the fact that he needs it.

Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles, which gave good light.

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.

Welcome to the Customer Revolution, where you are no longer in charge. Your customer is.

The reader is not the customer. The retailer is the customer. So I try to have as much interaction with the retailers as possible because those are my customers.

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.

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."

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

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 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.

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

There is only one boss. The customer.

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

When a customer enters my store, forget me. He is king.

Right or wrong, the customer is always right.

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.

The service in L.A. is the best. You don't get sarcastic, surly, fed-up waiters and waitresses like you do in England. They're good at their job and they're there for the customer. The only depressing thing is a lot of them have written more screenplays than me.

Let's hold insurance companies accountable the right way by making them put their whole customer base on the line.

What the fashion system says and what the fashion customer says are really two different things.

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

If you're not serving the customer, your job is to be serving someone who is.

Only a few businesses will succeed by having the lowest price, so most will need a strategy that includes customer services.

The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.

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

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

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.

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.

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?

Quality is not an absolute measure. It doesn't mean 'deluxeness' or 'perfection'. It means keeping the promise the customer wants you to make.

It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.

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.

In the world of Internet Customer Service, it's important to remember your competitor is only one mouse click away.

Customer service shouldn't just be A department, it should be the entire company.

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.

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.

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

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

Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer.

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.

Any small business owner wears many hats. We [New View Window Cleaning] are the salesman, bookkeeper, scheduler, cleaner, customer complaint department, etc. If you aren't organized and willing to do all these things (at least in the beginning) you are better off working for someone.

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.

pulled into my convenient neighborhood fast food restaurant. I ordered shrimp salad, onion rings, and a beer. The shrimp were straight out of the freezer, the onion rings soggy. Looking around the place, though, I failed to spot a single customer banging on a tray or complaining to a waitress. So I shut up and finished my food. Expect nothing, get nothing.

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.

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.

The other thing that I love too is the enthusiasm of the QVC customer. She loves fashion, she loves looking great, and she loves discovering something new.

If employees need to stay late in order to curry favor with the boss, what motivation do they have to get work done during normal business hours? After all, they can put in the requisite 'face time' whether they are surfing the Internet or analyzing customer data.