Quotes About Customers

In the quest for perfect protection of Sony's intellectual property, the company threw the privacy and security of their customers under the bus.

Our community in North Texas is fortunate to have two thriving airports. We serve millions of satisfied customers and employ hundreds of thousands of North Texans. We should not jeopardize that which is working well already.

Mobile gaming is the largest and fastest-growing opportunity for interactive entertainment, and we will have one of the world's most successful mobile game companies and its talented teams providing great content to new customers, in new geographies, throughout the world.

The business aspect and the social aspect of FEED go hand in hand. The more we can strengthen our business, the more we are able to give. And the more we can focus on giving back, the more customers will want to buy our products, thus strengthening our business.

Products are sold because they solve a problem or fill a need. Understanding problems and needs involves understanding customers and what makes them tick.

The ivory tower analogy is no joke – is it any coincidence that top management is often on the top floor? That's physically about as far away from customers as you can get.

Sometimes a company wants to create an un-Passionate experience for strategic reasons. Shopping malls contain an intentionally unfascinating environment in the middle, so that customers are more likely to flock to the stores. That's also why you won't see a clock in a mall (so you lose track of time and stay there longer). And it's also why the acoustics are bad in malls, so that stores seem like a comforting alternative.

For my whole career in retail, I have stuck by one guiding principle. It's a simple one, and I have repeated it over and over and over in this book until I'm sure you're sick to death of it. But I'm going to say it again anyway: the secret of successful retailing is to give your customers what they want.

I helped with customers who raced through the front door in a mad search for the perfect gift. One that looked as if they'd put hours of thought into their choice. And yes, you're right. They were mostly men." -- Abby Shaw, Sucker Punched

Take some time to play around with segmentation. If you can pinpoint your best and worst customers it's well worth the time.

Most of my career has been in sales. I spend 50% or more of my time with customers and employees, and I can't wait for it to be more than 50%.

By all means, fire the customers who aren't worth the time and the trouble. But understand that the moment you insist the customer is wrong, you've just started the firing process.

America's greatest revelation was not the atom bomb, not Fundamentalism, not fat farms, not Elvis, not even the quite astute observation that gentlemen prefer blondes, but the great heights to which she has propelled ice cream, Dad was fond of commenting while standing with the freezer door open and inspecting every flavor of Ben and Jerry's, oblivious to the customers swarming around him, waiting for him to move.

A 50-deck PowerPoint presentation of the strategy may impress the board of directors, but it won't impress the competition or angry customers. Execution is the only competitive advantage. Strategy can only be realized through execution.

I do believe states' rights was a sound doctrine that got hijacked by some unsavory customers for a while - like, 150 years or so. I'm professionally obliged to believe that knowledge is better than ignorance, but some kinds of forgetting are OK with me.

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The price is high for not defining requirements or not doing it well. Poorly defined requirements result in requirements defects—errors in requirements caused by incorrect, incomplete, missing, or conflicting requirements. Defective requirements may result in: • Cost overruns, • Expensive rework, • Poor quality, • Late delivery, • Dissatisfied customers, and • Exhausted and demoralized team members.

And, of course, customers really need to feel safe and are seeking reassurance when they fly.

We have some inherent cost and infrastructure issues that are difficult to deal with, no questions. From my perspective, we have to work on the revenue side primarily. We've lost some customers. We need to rebuild the trust with those customers and get them back.

When we opened our office in Santa Ana, California, in 2016, I could not have envisioned this level of growth, although I always knew our products would be well received by customers in North America.

The exposure from 'Iron Chef' has been helpful, but at the end of the day your product and your service determine whether you get customers or not. If people decide to eat out less during a recession, the first restaurants that they will cut out are the ones that don't do a great job.

I've always waitressed between roles. When 'Black Mirror' was on, I was still flipping burgers. Customers would recognise me while asking for extra ketchup, which was pretty embarrassing.

Amazon has a good record with customers, who are confident the retailer will give them the lowest price. Entering their home will be another thing altogether.

The classic problem as an entrepreneur is that they have a hard time delegating. But that's really crazy. Recruiting other executives is critical, so is dealing with customers and dealing with regulators. Those are functions that only the top founders can do.