Quotes About Customer

We're not competitor obsessed, we're customer obsessed. We start with the customer and we work backwards.

Every time a customer calls or you call a customer, you have an opportunity and a choice. What choice are you making?

Once you know what you want and what is important for you to achieve, also define the values associated with it. What is important? That is something a lot of entrepreneurs pass by too quickly. For us, the things that were important were, No. 1, customer success. Nothing is more important to us than making sure every customer is successful in our service.

I remember back in the early days of Microsoft that from the day that you decided that you were just going to put out an ad to a customer - and all you were usually able to tell them was that a new product was available - it was about nine months before you could actually reach the first customer.

The most important single thing is to focus obsessively on the customer. Our goal is to be earth's most customer-centric company.

What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.

The reader is not the customer. The retailer is the customer. So I try to have as much interaction with the retailers as possible because those are my customers.

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.

The customer is always right' may have become a standard motto in the world of business, but the idea that 'the audience is always right,' has yet to make much of an impression on the world of presentation, even though for the duration of the presentation at least, the audience is the speaker's only customer.

Setting customer expectations at a level that is aligned with consistently deliverable levels of customer service requires that your whole staff, from product development to marketing, works in harmony with your brand image.

So, always start with a product, always start with a customer, always start with a service and how this product or service will dramatically improve the quality of the life or the work of the customer.

A friend who used to be my customer told me one day: "I promise I am going to help you to be relocated." He's a realtor and after he bought two buildings in the business district in Boston, he said: "Are you ready for your next place?" I could not believe it.

Even in the face of massive competition, don't think about the competition. Just think about the customer.

Lure him out. Send in a 'customer' with a message from me needing to meet him. I'm not the kind of person he can ignore-well, that he used to not-never mind. Once he's out, we can get him to a place we choose." I nodded. "I can do that." "No," said Dimitri. "You can't." "Why not?" I asked, wondering if he thought it was too dangerous for me. "Because they'll know you're a dhampir the instant they see you. They'll probably smell it first. No Strigoi would have a dhampir working for him-only humans." There was an uncomfortable silence in the car. "No!" said Sydney. "I am not doing that!

My biggest complaint about customer service is that I am put on hold too long.

When a customer enters my store, forget me. He is king.

Quality and service are important, if you want to make a sale. If you want to keep a customer for life, keep your promises.

There's a strength to being able to look at products through a customer's eyes, but it is also dangerous.

I’m a Verizon customer. I don’t mind Verizon turning over records to the government if the government is going to make sure that they try to match up a known terrorist phone with somebody in the United States. I don’t think you’re talking to the terrorists. I know you’re not. I know I’m not. So we don’t have anything to worry about.

Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.

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.

The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.

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.

Observe that for the programmer, as for the chef, the urgency of the patron may govern the scheduled completion of the task, but it cannot govern the actual completion. An omelette, promised in two minutes, may appear to be progressing nicely. But when it has not set in two minutes, the customer has two choices - wait or eat it raw. Software customers have had the same choices.

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

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.

Think like a customer

All business success rests on something labeled a sale, which at least momentarily weds company and customer.

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

My favorite word is clarity...clarity...clarity. And the critical clarity is what is the transformation that is going to take place in the customer's life or work when they buy and use your product? And how profound is that? How important is that? You know the old saying, "If you could come up with a cure for cancer you'd be a billionaire by the end of the week" because of that profound result.

As a customer service representative; it is hard to deal with people who has an attitude when I pick up the phone.

Even when I ran my bar I followed the same policy. A lot of customers came to the bar. If one in ten enjoyed the place and said he'd come again, that was enough. If one out of ten was a repeat customer, then the business would survive. To put it another way, it didn't matter if nine out of ten didn't like my bar. This realization lifted a weight off my shoulders. Still, I had to make sure that the one person who did like the place.

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.

The customer service representative hung up on me when I asked to talk to a supervisor.

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.

It is the customer that pays the wages

I'm trying to think of other ones. Oh, yeah, I'd say - somebody would buy something and we'd say, and because you are our hundredth customer today, you get a free paperback.

But the customer is the final, final filter. What survives the whole process is what people wear. I'm not interested in making clothes that end up in some dusty museum.

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.

Too many people think only of their own profit. But business opportunity seldom knocks on the door of self-centered people. No customer ever goes to a store merely to please the storekeeper.

In the world of Internet Customer Service, it's important to remember your competitor is only one mouse click away.

The purpose of a business is to get and keep a customer. Without customers, no amount of engineering wizardry, clever financing, or operations expertise can keep a company going.

There are a lot of nice details that are exclusive to C. Wonder, which are the status C. Wonder gold buttons and the tassels. We want the customer and the loyal client to just really know that when they come to C. Wonder they're getting something that's super wearable but is also really luxurious.

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

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.