Quotes About Customer

All the businesses from the beginning of history have struggled with product development (assuming there is a market, doing the market testing and so on). But now they start with customer development. Get the customer who says, "Yes. I want that. I need it. I wanna use it. I'll pay for it." And then you go back and work with your engineers. It is changing the world!

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.

The only way to build a good company is one satisfied customer at a time. However, to build a great company, we must add one raving fan at a time. The difference is this...a satisfied customer will come back, but a raving fan not only comes back, but becomes part of your sales team. There's a big difference!

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?

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

The media is the only business in the world where the customer is always wrong. If you're a news consumer, if you're a customer, and you complain to them, they will tell you that you are not sophisticated enough to understand what they do, and they're tell you to go listen or watch somewhere else. They're not even really doing the news for you. They're doing news for other journalists and other people in government because that's their real audience.

We are superior to the competition because we hire employees who work in an environment of belonging and purpose. We foster a climate where the employee can deliver what the customer wants. You cannot deliver what the customer wants by controlling the employee.

If your users have many questions, it's a failure of your primary site design. It becomes not so much customer support, as much as customer complaints.

Most customer service people are great. It's that one customer service person from hell that drives me crazy!

But most automotive dealerships are set up for customer acquisition - which is crazy when you consider the average cost of customer acquisition is $1,000 or more.

The best investor is your customer.

Customer complaints are the schoolbooks from which we learn.

You can't delegate growth or customer satisfaction.

Customer service will become the primary value added function of every business.

The customer is always what inspires me first! I love talking to everyone on Instagram and seeing feedback on SnapChat! I can ask a question like "What product do you wanna see next??" and they give you immediate answers. I will never make a product I personally wouldn't wear every day! But I think it's important to be in tune with your audience and see their expectations.

Remember,' she'd tell her staff, 'every customer wants to feel like a princess, and princesses are selfish and overbearing.

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

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.”

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 not always right.

I'm starting to believe that part of the solution regarding the devices is that they have a role to play in engaging the customer and keeping our product in front of them during the pre-show. They certainly have a role to play in ticket sales. Inside the movie auditorium, though, during the feature presenation there's no place for them. Every single weekend two out of the top three reasons people contact us are: somebody's being disruptive, with a device most of the time, or a dirty bathroom.

Remember that, in the end, the customer doesn't know, or care, if you are small or large as an organization - she or he only focuses on the garment hanging on the rail in the store.

No one hangs up the phone until the customer buys or dies.

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

An industry begins with the customer and his or her needs, not with a patent, a raw material, or a selling skill

We've already seen shifts happening in some of the big companies - Google, Apple - that now understand how vulnerable their customer data is, and that if it's vulnerable, then their business is, too, and so you see a beefing up of encryption technologies. At the same time, no programs have been dismantled at the governmental level, despite international pressure.

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

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.

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.

Once, in my father's bookshop, I heard a regular customer say that few things leave a deeper mark on a reader than the first book that finds its way into his heart. Those first images, the echo of words we think we have left behind, accompany us throughout our lives and sculpt a palace in our memory to which, sooner or later—no matter how many books we read, how many worlds we discover, or how much we learn or forget—we will return.

Statistics suggest that when customers complain, business owners and managers ought to get excited about it. The complaining customer represents a huge opportunity for more business.

Follow the customer, if they change, we change.

As a man I'd been a cool customer. As a woman I was a hot tamale.

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.

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.

User interface is customer service for the computer.

Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.

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'd rather spend money on things that improve the customer experience than on marketing.

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.

We innovate by starting with the customer and working backwards. That becomes the touchstone for how we invent.

A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so.

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.

Focusing on the customer makes a company more resilient.

We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better.

It's actually as simple as this. New authors, building their customer base, need physical bookshops. Physical bookshops are lovely tactile, friendly, expert, welcoming places. Physical books, which can only be seen and handled in physical bookshops, are lovely, tactile things. Destroy those bookshops, and the very commercial and cultural base to the book industry is destroyed. Once and for all. Like Humpty Dumpty, it can never be put together again.

Industry jargon may not be a language your customer understands.