Quotes About Customer

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.

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.

Biggest question: Isn't it really 'customer helping' rather than customer service? And wouldn't you deliver better service if you thought of it that way?

A manufacturer is not through with his customer when a sale is completed. He has then only started with his customer.

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.

Focus on something the customer wants, and then deliver it.

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

There is only one boss. The customer.

Branding is not merely about differentiating products; it is about striking emotional chords with consumers. It is about cultivating identity, attachment, and trust to inspire customer loyalty. Chinese brands score low on attributes such as “sophisticated,” “desirable,” “innovative,” “friendly,” and “trustworthy.”

Having your own store is one of the most immediate ways to connect with the customer, to really get to know her and develop a more intimate relationship.

When you create a business, you create something that improves the life of your customer, of another person, maybe of ten people, of a thousand people, of a million people. There's no higher calling.

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.

As retail goes through a fundamental shift into the digital world, I believe Ocado's model and the high standards of customer service it provides will see it emerge as a powerful online player.

Industrial design keeps the customer happy, his client in the black and the designer busy.

A social contract is the way out of this dilemma for corporations that want to lead in the 21st century by showing consumers how seriously they take customer loyalty and goodwill.

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.

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.

Innovation comes from the producer - not from the customer.

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

I am a fashion designer. I'm not an environmentalist. When I get up in the morning, number one I'm a mother and a wife, and number two I design clothes. So the main thing I need to do is create, hopefully, exquisitely beautiful, desirable objects for my customer.

The job can't be finished only improved to please the customer.

Ask any Ferrari, Porsche or Ray-Ban salesperson about their average customer and you will very likely hear that he is not, as the adverts would have us believe, a virile young footballer with shiny hair, a rippling six pack and a trouser pouch like a new punch bag. He is, in fact, a middle-aged bloke wearing more chins than he started life with and carrying the clear evidence of forty years of beer and pies slung across his midriff.

It is the customer that pays the wages

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 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.

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

If there’s one reason we have done better than of our peers in the Internet space over the last six years, it is because we have focused like a laser on customer experience.

As Starbucks' CEO Howard Shultz explains, the high-quality customer service that makes it possible for his company to charge a premium for its coffee results from the investments it makes in employee welfare and training.

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.

There is no other art medium like tattooing in the world. When the customer comes in with a basic idea, it is up to me to design and translate that idea onto skin. I really appreciate when customers have enough trust in what I can do.

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

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

So if you want a culture where people work hard, & pay attention to detail, focus on the customer, are frugal: you have to do it yourself.

The interesting thing is when we design and architect a server, we don't design it for Windows or Linux, we design it for both. We don't really care, as long as we're selling the one the customer wants.

I'm a capitalist by conviction and profession. I believe the best economic system is one that rewards entrepreneurship and risk-taking, maximizes customer choice, uses markets to allocate scarce resources and minimizes the regulatory burden on business.

I didn't go to college, but if I did, I would've taken all my tests at a restaurant, 'cause 'The customer is always right'.

The #1 guideline to success is you must be in business for yourself. When you work for someone else, you sell your time at wholesale to your employer, who then re-sells it at retail to the customer.

We asked ourselves what we wanted this company to stand for. We didn't want to just sell shoes. I wasn't even into shoes - but I was passionate about customer service.

Express your admiration for the traits, possessions or accomplishments of your customer. Little things mean a lot.

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.

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 think the most important thing that a company can do, not just in the customer space but the employee space, is to be completely open and completely honest. Don't pretend that you're doing something that you can not do. There's an old saying in Silicon Valley, "It's not a bug. It's a feature."

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

I feel constantly the tension of the quarterly cycles, the drive to produce shareowner value at the cost sometimes of customer value and employee value. [But] if you take equal care of the employees, they will take equal care of the customers and then we will get an equal or better opportunity for our shareowners.

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.

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

How do we professionally manage content? We don’t. We shouldn’t manage content in the same way that we shouldn’t manage technology. Content and technology are merely a means to an end. What is the end? The end is the task the customer wishes to complete. That is what we should manage.