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.

The most customer-centric organizations can answer any question by deciding what's best for the customer, without ever having to ask.

True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, "What do we want to sell?" It asks, "What does the customer want to buy?"

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?

To see like a customer, be like a customer.

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.

What's Your Purple Goldfish? busts a myth and reveals a simple truth about customer service. Stan uncovers the recipe for creating signature added value that increases customer satisfaction and drives positive word of mouth.

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.

The most important adage and the only adage is, the customer comes first, whatever the business, the customer comes first.

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.

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."

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?

Throughout our history, Microsoft has won by making big, bold bets. I believe that now is not the time to scale back the scope of our ambition or the scale of our investment. While our opportunities are greater than ever, we also face new competitors, faster-moving markets and new customer demands.

Our new attitude is how can we put you in front of our customer.

The conception of perfect service is constantly expanding and must be handled by broad and liberal minded men who put equity and fairness above gain-who put a proper valuation upon a satisfied customer as an asset running into the thousands of dollars, and who love a job thoroughly well done and get a kick out of doing it.

Like any small business owner, I experienced the pressures of building a company from the ground up - developing a business plan, balancing the books, meeting payroll and building a customer base

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.

Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.

Businesses are interacting with consumers to socialize rather than learn about customer expectations to in turn, deliver tangible value, improve product experiences, and invest in long-term relationships.

I like keeping music in front of people. I try to sell at shows as much as I can - setting up a distro table and bringing out crates of vinyl and some CDs. That's my favorite way to sell because you're actually face-to-face with the customer.

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

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

Make something happen today, before you go home, before the end of the week. Launch that idea, post that post, run that ad, call that customer. Go the edge, that edge you've been holding back from... and do it today. Without waiting for the committee or your boss or the market. Just go.

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.

Keep the customer actively involved throughout your presentation, and watch your results improve.

What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.

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

Treat customer support as a product.

Tomorrow when you come to work, if it doesn't make the customer happy, move the business forward, and save us money - don't do it.

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

Everybody is looking at their base business and saying, "What else is it? Sure, we do this, but while we're doing that, what else do we know about our customer, and what does that enable us to do?" That comes from the access to information and the ability to analyze it with a speed they never had. I think everybody is thinking that way.

In Sales, you have to satisfy two people: One, your customer. Two, your Boss.

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.

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.

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

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

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

The next time you face a customer who has every right to be upset, say something like this: 'I don't blame you for feeling as you do. If I were you, I'd feel exactly the same way. What would you like for me to do?' These are magical, healing words, and you'll be surprised at how reasonable people become when they believe you are on their side.

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.

User interface is customer service for the computer.

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

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.

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

Demo: presentation of a specific set of capabilities needed to solve the customer's critical business issue.

Any time a customer comes into contact with any aspect of a business, however remote, is an opportunity to form an impression.

If you want to gain market share at your competitor's expense - look for a customer that's suffering from too much complexity and simplify it.

pulled into my convenient neighborhood fast food restaurant. I ordered shrimp salad, onion rings, and a beer. The shrimp were straight out of the freezer, the onion rings soggy. Looking around the place, though, I failed to spot a single customer banging on a tray or complaining to a waitress. So I shut up and finished my food. Expect nothing, get nothing.