Quotes About Customer

The best way to apologize is to let the customer vent first. Don't interrupt, just take notes and make empathetic noises. You can even tell the customer that it makes you mad too. Second, ask the customer what their speed of need is. Tell them what they ant to hear. That you apologize, that you understand how they feel, that you are meeting with the appropriate people to get a resolve, and that it will be done in 24-hours.

The Customer isn't always right. Sometimes the customer is an a**hole. That's the first rule of retail.

The best time to do great customer service is when a customer is upset.

The customer is number one, the employee is number two and the shareholder is number three. If the customer is happy, the business is happy, and the shareholders are happy.

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.

Your business should be defined, not in terms of the product or service you offer, but in terms of what customer need your product or service fulfills. While products come and go, basic needs and customer groups stay around, i.e., the need for communication, the need for transportation, etc. What market need do you supply?

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.

My view is that everything begins with the customer. If you know the customer, then you can match the merchandise and then you can market it. The marketing is kind of the icing. The foundation is the cake. That's the merchandise. Then the question is, "Do the customers want cake, or do they want cupcakes or donuts. What is it?"

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.

If you innovate broadly, focus on the customer experience, and deliver everyday a great product, you will gain share.

...while everyone's focusing on keeping the boss happy, who's focusing on keeping the customer happy?

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 customer isn't wrapped up in labels and money.

It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages.

There is only one boss. The customer.

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.

In writing advertising it must always be kept in mind that the customer often knows more about the goods than the advertising writers because they have had experience in buying them.

Because Microsoft seems to sometimes not trust customer choice, they salt XP with all these little gizmos and trap doors to get people to try Microsoft stuff. But the reality is that we're downloading more players than we ever have on a worldwide basis.

Once you have sold a customer, make sure he is satisfied with your goods. Stay with him until the goods are used up or worn out. Your product may be of such long life that you will never sell him again, but he will sell you and your product to his friends.

In an organization of any significant size, the executives cannot create the future single-handedly. They must develop the enterprise in a constellation of teams within the overall team if they hope to bring the special talents and resources to bear on the challenge of creating superior customer value and sustaining a competitive advantage in the eyes of its customers.

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

If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow.

A lot of people have fancy things to say about customer service, but it's just a day-in, day-out, ongoing, never-ending, persevering, compassionate kind of activity.

If you make the customer a promise... make sure you deliver it.

The customer is the immediate jewel of our souls. Him we flatter, him we feast, compliment, vote for, and will not contradict.

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

Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.

Treat customer support as a product.

The customer is always right.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

Software: These programs give instruction to the CPU, which processes billions of tiny facts called bytes, and within a fraction of a second it sends you an error message that requires you to call the customer-support hot line and be placed on hold for approximately the life-span of a caribou.

You know, if you make a customer unhappy they won't tell five friends, they'll tell 5,000 friends. So, we are at a point now where we have all of the things we need to build an important and lasting company, and if we don't, it will be shame on us.

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

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.

I have a feeling-as compelling as a religious conviction-that if industry will constantly pass on to the worker and the customer all the savings of labor-saving machinery and invention, rather than siphon them off into the pools of watered securities, it will by that process keep distribution and production in balance and go as far toward Utopia as our poor human natures will go or be driven.

The customer is usually wrong, but statistics indicate that it doesn't pay to tell him so

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.

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.

Advertising is, of course, important because advertise is the final design. It's the last layer that speaks to the customer, that tells them what you have.

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.

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.

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 unsuccessful manager blames failure on his obligations; the effective manager turns them to his own advantage. A speech is a chance to lobby...a visit to an important customer a chance to extract trade information.

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

If you make a sale, you can make a living. If you make an investment of time and good service in a customer, you can make a fortune.

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.

I’m busy sorting through our new collection of rhinestone jewelry. Should anyone be in the market for sparkly accessories the size of a hubcap, this is the place to get them. Earlier today, a customer picked up one of the enormous chandelier-style offerings and asked, 'Do those be genuine rhimestones?' I couldn’t even begin to explain everything that was wrong with her sentence, so I simply replied, 'Yes. They do be genuine.