Quotes About Customer

Traditional sales and marketing involves increasing market shares, which means selling as much of your product as you can to as many customers as possible. One-to-one marketing involves driving for a share of customer, which means ensuring that each individual customer who buys your product buys more product, buys only your brand, and is happy using your product instead of another to solve his problem. The true, current value of any one customer is a function of the customer's future purchases, across all the product lines, brands, and services offered by you.

Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles, which gave good light.

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 Customer isn't always right. Sometimes the customer is an a**hole. That's the first rule of retail.

Customer service should not be a department, customer service is everyone's job.

The customer is number one, the employee is number two and the shareholder is number three. If the customer is happy, the business is happy, and the shareholders are happy.

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!

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?

Companies cannot really see beyond their current customer base. They explicitly or implicitly do things to protect their current customers. And the last person to want real change is your customer. This is why most new ideas come from small companies that have nothing to lose.

We are reinventing ourselves as a company. Compaq is taking ownership of its customer relationships and accountability of our customer's needs.

Fact is, the work place to a great extent is "where we live." We need star accountants. Boffo saleswomen. Over-the-top creatives in marketing and new product development. And so on. But, since we're effectively talking about "where we live," good sense and good business and "good" engagement throughout the "supply chain," from vendor's vendor to customer's customer, we would benefit mightily-including on the P & L-if we insisted (!) on: "Pleasant." "Caring." "Engaged."

The best feature of a product should really be the customer service.

Make the customer the hero of your brand's story.

The Winter Kate-House of Harlow 1960 customer is a multi-tasker, therefore it’s important that they are able to put together an outfit with ease and elegance. Pieces that are easy to mix within their own wardrobe. Easy dressing while maintaining a well put together look.

Always give your customer something.

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

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.

There is only one boss. The customer.

The great thing is the start - to see an opportunity for service, and to start doing it, even though in the beginning you serve but a single customer - and him for nothing.

Best way to succeed is to do things for the customer, not to the competition. Very few people buy a product in order to help you hurt the competition. To think otherwise is lunacy.

The more a prospective customer clicks on you and your stuff, the easier it is for them to make a buying decision in your favor.

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

The complaining customer represents a huge opportunity for more business.

Your customer is anyone who depends on you, or who you depend on for success.

Industrial design keeps the customer happy, his client in the black and the designer busy.

Any customer that walks away, disrespected and defeated, represents tens of thousands of dollars out the door, in addition to the failure of a promise the brand made in the first place. You can't see it but it's happening, daily.

Contractors always pursue large profit, the customer - a high-quality end product in due time and at a lower cost. This struggle never ends, but this is natural.

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.

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.

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.

There is one other business where the customer is always wrong and that's the media.

To your enemy, forgiveness. To an opponent, tolerance. To a friend, heart. To a customer, service. To all, charity. To every child, a good example. To you, respect.

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

Treat customer support as a product.

If you work just for money, you'll never make it, but if you love what you're doing and you always put the customer first, success will be yours.

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

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.

Most DRM solutions diminish the value of the product by either directly restricting a customer's use or by creating uncertainty.

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.

My advice for an entrepreneur just starting out is to differentiate yourself. Why are you different? What’s important about you? Why does the customer need you?

Perception is all there is. If the customer think he's right, he's right.

Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'.

As Starbucks' CEO Howard Shultz explains, the high-quality customer service that makes it possible for his company to charge a premium for its coffee results from the investments it makes in employee welfare and training.

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.

User interface is customer service for the computer.

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

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.

Customer service shouldn't just be A department, it should be the entire company.