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.

We grow by letting the customer tell us. So when the customer tells us that they're frustrated, that they just got their catalogue and we're already out of a product they wanted, then it tells me that we're not making enough. We let the customer tell us instead of creating an artificial demand for our products. Any time you're making products that people don't need, you're at the mercy of the economy, you're at the mercy of whatever is going on. So we tried to avoid that situation.

Foremost is the principle that the purpose of consumer research is to understand the customer's needs and wishes, and thus design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer.

Customer conversion is dependent on the right customer conversation.

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.

It is possible to tell a customer "no", and have the customer thank you for doing it

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.

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.

But most automotive dealerships are set up for customer acquisition - which is crazy when you consider the average cost of customer acquisition is $1,000 or more.

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

The best investor is your customer.

I think the way design was practiced for most of the 20th century was very declarative. A designer came up with a solution for a project and put it in place and shipped the solution and it landed in a reader or a customer's hands as a brochure. They would see it as a poster, or as a piece of signage. And that was sort of it. That was the end of it. I think Internet technology has really upended that whole equation because in some ways a designer's work is never really done online.

...while everyone's focusing on keeping the boss happy, who's focusing on keeping the customer happy?

An underpaid man is a customer reduced in purchasing power. He cannot buy. Business depression is caused by weakened purchasing power. Purchasing power is weakened by uncertainty or insufficiency of income. The cure of business depression is through purchasing power, and the source of purchasing power is wages.

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.

Having to call your customer service department is like falling off a six story building.

Businesses once grew by one of two ways; grass roots up, or by acquisition... Today businesses grow through alliances - all kinds of dangerous alliances. Joint ventures and customer partnerings which, by the way, very few people understand.

Consumers fall in love with a brand and it's important for a brand to develop and stretch itself to provide for their consumers. I don't suspect that a customer will walk into a store to buy a pair of jeans and end up buying a sofa, but it's about providing loyal consumers with a choice to create a lifestyle.

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.

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

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.

A social contract is the way out of this dilemma for corporations that want to lead in the 21st century by showing consumers how seriously they take customer loyalty and goodwill.

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.

The well-satisfied customer will bring the repeat sale that counts.

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.

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.

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.

The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer.

When the customer makes contact, he does not want a quote. He wants a commitment.

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

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.

Approach each customer with the idea of helping him or her solve a problem or achieve a goal, not of selling a product or service.

The impact on a customer of a bad buying decision is usually greater than the impact of a salesperson of a lost deal.

I'd rather spend money on things that improve the customer experience than on marketing.

I'm a capitalist by conviction and profession. I believe the best economic system is one that rewards entrepreneurship and risk-taking, maximizes customer choice, uses markets to allocate scarce resources and minimizes the regulatory burden on business.

I didn't go to college, but if I did, I would've taken all my tests at a restaurant, 'cause 'The customer is always right'.

Have passion for what you do; believe in yourself and your product and your customer; persevere; delegate; listen. Have fun. Today, I add: "Do good".

The customer is an object to be manipulated, not a concrete person whose aims the businessman is interested to satisfy.

Of course if you are launching a new business you can thinking about revenues, profits, and so on, but metrics such as customer satisfaction or employee retention might be meaningful if you are focusing more internally.

Integrated marketing communications is a way of looking at the whole marketing process from the view point of the customer.

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.

Good customer service begins at the top. If your senior people don't get it, even the strongest links further down the line can become compromised.

Customers are a great way to finance a business for many reasons. First, customer financing is typically non dilutive. They want something from you other than equity in your business. Customers also help you fit your product to the market. And customers will help debug and improve the quality of the product.

We're taking requests from customers who are looking for certain used copies. We already found 18 to 20 Louis L'Amour books that were on a customer's request list.

There's a battle between what the cook thinks is high art and what the customer just wants to eat.

I'm not shy about asking the customer, because I want to talk about who she is and what she wants from me.

I balance my natural drive for speed and impact with a counterbalancing drive for significance, innovation and sustained customer intimacy. This involves slowing down and moving from transactive management, which focuses on speed, content, accuracy and productivity, to transformative leadership, which focuses on significance, context, authenticity and purpose. This critical shift requires constant diligence, discipline and practice.