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.

Customer conversion is dependent on the right customer conversation.

We mocked that concept ['movies are better than ever'] by doing a sketch that was about a theater trying to get one customer to come in...and that customer was Jerry Lewis. It generated so much controversy that Dean [Martin] and Jerry [Lewis] had to apologize in a full page ad in Variety.

The entire customer or user experience - from raising awareness, to buying a product / taking action, to getting customer support - is going digital.

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!

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.

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.

Only institutions that go about the old-fashioned business of taking in deposits from customer A and lending them out to customer B should be called banks. The rest should call themselves what they are. 'Parlors' would be appropriate, or 'dens' - words more suitable to venerable betting pursuits.

What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.

IF YOUR JOB IS CUSTOMER SATISFACTION, YOUR REAL JOB TITLE IS PROBLEM SOLVER.

Yesterday, I tried to call Northwest Airlines' customer-service line over a couple of hours. I couldn't get through. The recording said, "Due to a high volume of calls" Well, you could put it that way - "Due to a high volume of calls". Or you could say, "Due to an insufficient number of employees..."

Customer complaints are the schoolbooks from which we learn.

I have a three-legged milk stool in my office perched on top of a cabinet. It is a great symbol for how to succeed in business. There are three legs: Take care of the customer, have a little fun, make a little money. If you don't do that, it doesn't work, but if you do, it comes together easily.

My customer isn't wrapped up in labels and money.

Wal-Mart, with its legendary focus on customer value in terms of price, is innovating in sustainability. Now, we're beginning to see the mirror image, a convergence, as the not-for-profit sector is beginning to serve more effectively by applying private sector accountability and efficiencies to social needs. This reflects a rising recognition that to serve others best requires more than good intentions; it mandates a focus on real-world results. Bill Gates and Warren Buffett are among the most conspicuous advocates and representatives of this transformation.

In an organization of any significant size, the executives cannot create the future single-handedly. They must develop the enterprise in a constellation of teams within the overall team if they hope to bring the special talents and resources to bear on the challenge of creating superior customer value and sustaining a competitive advantage in the eyes of its customers.

I like my customer to be fierce.

Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.

The service in L.A. is the best. You don't get sarcastic, surly, fed-up waiters and waitresses like you do in England. They're good at their job and they're there for the customer. The only depressing thing is a lot of them have written more screenplays than me.

You always get that one customer that decides that your name is boy. Or something. It certainly reinforces a respect I already had for people that are in the hospitality industry.

If you turn your back on a customer, you turn your back on success.

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.

Once you create a loyal customer base, it's tough for a competitor to take that away.

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.

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

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.

One should always try to do the best you possibly can. I'm not in a race to the finish line - I won't put anything out until it's completely ready. You want to keep it special and unique for the customer.

The first step in exceeding your customer's expectations is to know those expectations.

Like the effect of advertising upon the customer, the methods of political propaganda tend to increase the feeling of insignificance of the individual voter.

Put yourself in your customer's place.

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

Most ads are about the product or the company that makes it...the best ads are about the customer and how the product will change his life.

The web is the ultimate customer-empowering environment. He or she who clicks the mouse gets to decide everything. It is so easy to go elsewhere; all the competitors in the world are but a mouseclick away.

Our business is about technology, yes. But it's also about operations and customer relationships.

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

Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer.

A great brand is a promise, a compact with a customer about quality, reliability, innovation, and even community. And while the concept of brand is intangible, brand equity is far from it.

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.

I always want to know whether the customers are satisfied; customer satisfaction is, after all, my ultimate goal!

In software, we rarely have meaningful requirements. Even if we do, the only measure of success that matters is whether our solution solves the customer's shifting idea of what their problem is.

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.

The city is not changing anything, ... increases in the cost of natural gas will be passed through to the customer.

The golden rule for every business man is this: 'Put yourself in your customer's place.'

You're headed in the right direction when you realize the customer viewpoint is more important than the company viewpoint. It's more productive to learn from your customers instead of about them.

The fundamental law of the market is: the customer is always right.

My experience of coming out was very much centered around the bar scene. And what happened for me is that when I turned 18 and was old enough to get into certain gay bars in the French Quarter, I became a regular customer.