Quotes About Customer

The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.

When you can show concern about what matters to your customer, that's Business to Customer Loyalty, and you can bet on it, you've just acquired a customer for life.

The decision-makers should communicate the customer pictures and the logic of the strategies and actions. That communication allows employees throughout the organization to implement the strategies and actions, tweaking them appropriately in response to variations in the marketplace. It also allows employees to recognize information in the marketplace that contradicts the customer pictures, either because the pictures were not entirely correct or because customers have changed.

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?

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

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.

The most important adage and the only adage is, the customer comes first, whatever the business, the customer comes first.

Proper business planning demands that you focus on the self-interest of the customer at all times.

It's through neglecting all other values to bring the customer the lowest price that Wal-Mart ended up with such a horrible sex discrimination problem, but that model produces lots and lots of other problems as well, which I think are possibly going to be more difficult to fix.

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

You will deal with ignorant, opinionated and innocent people. You will often have an opportunity to cheat them. If they could, they would cheat you, or force you to sell at less than cost. You must be wise, but not too wise. You must never actually cheat the customer, even if you can. You must make her happy and satisfied, so she will come back.

Don't try to be all things to all people. Concentrate on selling something unique that you know there is a need for, offer competitive pricing and good customer service.

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.

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.

Good regulation should be conducive to business and to customer protection.

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.

In just 200 tweets we can assess and identify 52 different personality traits of a customer. We ran an analysis over 500,000 people and we really nailed this. Think of providing this powerful insight to a retailer. We can see what they value, not just what they are buying. We have found a 40-45% increase in sales when you recommend upsales based on values instead of past buying behavior.

At SAP, we see a dream for a simpler world, for a simpler SAP, and for a simpler customer experience.

The closer you get to your ultimate customer, the more you learn about your business.

One of the key things that we did at Bank of North Dakota that I worked to try to do with our state economic development is make sure we are customer-service oriented.

The best way to do business with a liar is confront them with the truth. Tell them that you do business as a partner. If your lying customer still can't see the light, tell him that you may not be the best choice for business, and that you think you have someone that can serve him better. Then, refer him to the competitor that you hate the most.

A product is something made in a factory; a brand is something that is bought by the customer. A product can be copied by a competitor; a brand is unique. A product can be quickly outdated; a successful brand is timeless.

It is the customer that pays the wages

The good things at the U.S. health care system are that we have a well-trained labor force, particularly physicians; I don't think any nation trains doctors better. We have the latest technology, simply because we throw so much money at it. We are really technology-hungry in this country. That's a good thing. Our system more treats patients like customers, which is a good thing; that it's very customer-friendly. And it's very innovative, both in the products we use, in the techniques we use and the organizational structures we use. Those are all very good things, highly competitive.

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.

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.

Better service for the customer is for the good of the public, and this is the true purpose of enterprise.

I'm usually the sparkle in a closet full of conservative clothes. Either that or my customer has a closet full of my clothes and a few conservative suits from Calvin Klein. I think you've got to give a girl what's missing from her closet. If something jazzy, tacky or sexy is what's missing, I provide it.

We will ensure that associates continue to possess unsurpassed product knowledge and maintain their dedication to customer service and respect for their colleagues and for the communities in which they work and live.

What you find is, you have to deliver a product that has value to the customer. When you do, and I think the wind community is getting much closer to that, customers will want it.

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.

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.

The customer is the final inspector.

You must never actually cheat the customer, even if you can. You must make her happy and satisfied, so she will come back.

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

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

You cant drag people from understanding to action. A customer isnt actually at the last mile if youre the one dragging her to the finish line.

If we have 99% [market] share of Ford Company, the question to us is 'How do we improve the customer satisfaction in order to get that additional 1% share?

Deal with complaints. If you give the complaint your attention, you may be able to please this one person this one time - and position your business to reap the benefits of good customer service.

By all means, fire the customers who aren't worth the time and the trouble. But understand that the moment you insist the customer is wrong, you've just started the firing process.

Companies have long gathered data to break down their customer base into specific segments. Now political parties have become adept at micro-targeting, too, using data on shopping habits, leisure activities, voting histories, charity donations, and so on, in order to pinpoint likely supporters and the type of appeal most likely to win them over.

Treat the customer as an appreciating asset.

Unless you have 100% customer satisfaction, you must improve.

Getting service right is more than just a nice to do; it's a must do. American consumers are willing to spend more with companies that provide outstanding service - ultimately, great service can drive sales and customer loyalty.

Spinning out of my neuromarketing work where, based on scanning the brains of 2,000 respondents' brains using fMRI, we learned that there's a huge correlation between religion and branding - and thus the way that brands intend to generate customer evangelism are to be constructed.

Over the last 25 years, the American free enterprise system created the most diverse video programming on earth with the best value for the customer. It is disappointing that the updated report relies on assumptions that are not in line with the reality of the marketplace.

I balance my natural drive for speed and impact with a counterbalancing drive for significance, innovation and sustained customer intimacy. This involves slowing down and moving from transactive management, which focuses on speed, content, accuracy and productivity, to transformative leadership, which focuses on significance, context, authenticity and purpose. This critical shift requires constant diligence, discipline and practice.