Quotes About Customer

Look, I think that when we started Virgin Atlantic 30 years ago, we had one 747 competing with the airlines that had an average of 300 planes each. Every single one of those have gone bankrupt because they didn't have customer service. They had might, but they didn't have customer service, so customer service is everything in the end.

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

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

It's not enough to be close to the customer. You've got to be glued to the customer.

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.

Based on the timely and helpful responses to my support issues, I feel that I made the right decision to become a customer earlier this year. LuxSci is definitely a quality, customer-oriented business.

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.

Our social mission as a manufacturer is only realized when products reach, are used by, and satisfy the customer . . . We need to take the customer's skin temperature daily.

We want to have a diverse workforce that mirrors our customer base. Diversity of thought, we believe, is crucial to business success. We also are a tech company. And when we look at the skills that we need going forward, software engineers, electrical engineers, strong technology backgrounds, that's key for success as well.

Son, you can't go around painting yourself black, you hear?" "Why not, Papa?" "Because they'll take you away." "Why?" "Because you shouldn't want to be like black people or Jewish people or anyone who is...not us." "Who are Jewish people?" "You know my oldest customer, Mr. Kaufmann? Where we bought your shoes?" "Yes." "Well, he's Jewish." "I didn't know that. Do you have to pay to be Jewish? Do you need a license?" ..... "...you've got beautiful blond hair and big safe blue eyes. You should be happy with that; is that clear?

Customer complaints are the schoolbooks from which we learn.

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.

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.

The intellectual's hostility to the businessman presents no mystery, as the two have, by function, wholly different standards. While the businessman's motto is the customer is always right, the intellectual's task is to preserve his perceived standards against the weight of popular opinion.

We decided that if we get the culture right, most of the stuff, like building a brand around delivering the very best customer service, will just take care of itself.

I don't like to dictate the style to the customer, I believe people give something their own trend.

Entrepreneursh ip is not about getting one over on the customer. It’s not about working on your own. It’s not about looking out for number one. It’s not necessarily about making a lot of money. It is absolutely not about letting work take over your life. On the contrary, it’s about turning what excites you in life into capital, so that you can do more of it and move forward with it.

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.

Any seeming deception in a statement is costly, not only in the expense of the advertising but in the detrimental effect produced upon the customer, who believes she has been misled.

Unless you are building a new company from the ground up and can install caring as your businesses' cornerstone, you have to be willing to embark on a completely cultural overhaul so that, like a local mom and pop shop, every employee is comfortable engaging in customer service, and does it authentically.

If what we're really trying to do is stop the spread of HIV, we need to think about the customer.

Only a few businesses will succeed by having the lowest price, so most will need a strategy that includes customer services.

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.

When people talk about successful retailers and those that are not so successful, the customer determines at the end of the day who is successful and for what reason.

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

The experience would be that a customer would have total access to Burberry across any device, anywhere, and they would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand.

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.

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.

The first time formal customer research is done, executives frequently are surprised by the sizeable percentage of customers who defect for service-related reasons.

It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.

The oil industry is a stunning example of how science, technology, and mass production can divert an entire group of companies from their main task. ... No oil company gets as excited about the customers in its own backyard as about the oil in the Sahara Desert. ... But the truth is, it seems to me, that the industry begins with the needs of the customer for its products. From that primal position its definition moves steadily back stream to areas of progressively lesser importance until it finally comes to rest at the search for oil.

When a customer asks what no one else has ever asked, pay close attention.

At a car dealership, the person who sells the car is the hero, and also gets the commission. But if the mechanics don't service that car well, the customer won't return.

Courteous treatment will make a customer a walking advertisement.

It's ironic that retailers and restaurants live or die on customer service, yet their employees have some of the lowest pay and worst benefits of any industry. That's one reason so many retail experiences are mediocre for the public.

Service standards keep rising. As competitors render better and better service, customers become more demanding. Their expectations grow. When every company's service is shoddy, doing a few things well can earn you a reputation as the customer's savior. But when a competitor emerges from the pack as a service leader, you have to do a lot of things right. Suddenly achieving service leadership costs more and takes longer. It may even be impossible if the competition has too much of a head start. The longer you wait, the harder it is to produce outstanding service.

There are only three measurements that tell you nearly everything you need to know about your organization's overall performance: employee engagement, customer satisfaction, and cash flow...It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.

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 can never go too far wrong by thinking like a customer who’s new to the business.

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.

That customer service representative is crazy, if he think I am going to pay that bill.

The two critical questions to ask are: "Who is my customer?" and "What value am I adding?" Unfortunately, many workers cannot answer these questions. They tend to blindly do things, and develop bad habits of doing things over and over for no good reasons.

If you wish to prosper, let your customer prosper.

I'm making a case against how money managers are handling customers' money. The objective of the customer is not being met if the fund managers are diversifying their assets into hundreds of businesses. If they do this, they are typically performing close to the indexes. But that's not the way wealth is created.

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.

Bill Gates' Success Factors for Microsoft 1. Long-term Approach 2. Passion for Products and Technology 3. Teamwork 4. Results 5. Customer Feedback 6. Individual Excellence