Quotes About Customer

If the employees come first, then they're happy. A motivated employee treats the customer well. The customer is happy so they keep coming back, which pleases the shareholders. It's not one of the enduring green mysteries of all time, it is just the way it works.

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.

If you own the problem, you own the customer. If you lose the problem, you lose the customer. It's that simple.

The pendulum of cookery techniques became more significant than the actual experience. And when that happens, the customer's satisfaction becomes secondary to the chef's satisfaction. And in that case, you have an upside-down equation. Because the customer is the basis of our restaurant, first of all, and if the chef becomes the most important person at the table - even more so than the guests - then suddenly you're left with something that doesn't really work.

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.

Research is an organized method of trying to find out what you are going to do after you cannot do what you are doing now. It may also be said to be the method of keeping a customer reasonably dissatisfied with what he has. That means constant improvement and change so that the customer will be stimulated to desire the new product enough to buy it to replace the one he has.

Only your customers can define quality, because it's meeting your customers' expectations the first time every time. Simply put, it's performance to the standards of the customer.

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.

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

The intellectual's hostility to the businessman presents no mystery, as the two have, by function, wholly different standards. While the businessman's motto is the customer is always right, the intellectual's task is to preserve his perceived standards against the weight of popular opinion.

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

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

Wal-Mart, with its legendary focus on customer value in terms of price, is innovating in sustainability. Now, we're beginning to see the mirror image, a convergence, as the not-for-profit sector is beginning to serve more effectively by applying private sector accountability and efficiencies to social needs. This reflects a rising recognition that to serve others best requires more than good intentions; it mandates a focus on real-world results. Bill Gates and Warren Buffett are among the most conspicuous advocates and representatives of this transformation.

Consumers fall in love with a brand and it's important for a brand to develop and stretch itself to provide for their consumers. I don't suspect that a customer will walk into a store to buy a pair of jeans and end up buying a sofa, but it's about providing loyal consumers with a choice to create a lifestyle.

The great thing is the start - to see an opportunity for service, and to start doing it, even though in the beginning you serve but a single customer - and him for nothing.

Sometimes when I walk into one of my own stores, I look at the display and say, "This looks so good - I want to buy it." Yet other times I walk in and the displays and mannequins will be all wrong, and I don't want to buy anything. When a customer walks into a store, she's looking for inspiration. So I'm tuned in to people, and I care about what they need and who they are.

The customer is the most important part of the production line.

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.

If the customer loves you, the government will have to love you.

I have to be really careful, because I have nothing but love for this entity known as "the customer" in entertainment. I would never, ever, ever put myself above them and say, "They don't get it, but it's funny, believe me." If they're not laughing, I'm doing my job wrong.

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.

No one ever delighted a customer by being 'good enough'.

T-Mobile is a young, consumer-driven business, and the average age of my customer outside of Bellevue is 27 or 28. They like outspoken, frank discussion. There was an event where it started to come together, I thought the audience would only care about the MLB guys, but they wanted to know what was on my mind. And I literally snapped about the state of the wireless industry. Over the next 24 hours, there was a lot of stuff that was coming out of my mouth that was meant to stay in Vegas, but it hit a chord. It was an action statement for me that I was going to fix this industry.

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.

The greatest accomplishment of a bartender lies in his ability to exactly suit his customer. . .

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.

Our business is about technology, yes. But it's also about operations and customer relationships.

When a customer asks what no one else has ever asked, pay close attention.

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.

The impact on a customer of a bad buying decision is usually greater than the impact of a salesperson of a lost deal.

I always say this to the young chefs and mean it: The customer is excited, he says you are an artist, but we are not, just craftspeople with a little talent. If the chef is an artist, he doesn’t succeed. Why? Because he is inspired today but not tomorrow. We cannot do that.

Courteous treatment will make a customer a walking advertisement.

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.

The nature of any human being, certainly anyone on Wall Street, is 'the better deal you give the customer, the worse deal it is for you'.

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.

I feel I'm able to serve my customer by knowing what she or he wants. One of the ways I'm able to do this is through my website, and email: people give me great ideas, tell me what they want, what they don't want. It's really instrumental, and helps me stay in touch with people.

Success Comes from listening to your customer.

You are allowed to do this - don't worry about the rules, don't worry about getting into trouble, your job is to take care of the customer. Your job is to make the person leave happy.

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

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.

Customer relationships are defined by customers.

I was working in customer service and had a verbally abusive boss. One day, I decided to quit and pursue my acting passion with everything I had. One week after quitting, I booked One Life to Live.

Code-sharing, alliances, and connections are all about "how do we screw the poor customer for more money?"

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.

The golden rule for every business man is this: 'Put yourself in your customer's place.'

Customer service is the new marketing.

Your brand is a story unfolding across all customer touch points.