Quotes About Customers

Making everyone work in support forces everyone to take customers seriously, which we should since they pay our salaries.

They decided to force customers to answer three good questions: What did you do? What did you see? What did you expect? These are clever queries. They're often the first questions anyone doing support or first aid might ask someone in trouble.

Only your customers can define quality, because it's meeting your customers' expectations the first time every time. Simply put, it's performance to the standards of the customer.

The irony of good customer service is that over time it will bring in more new customers than promotions and price slashing ever did!

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

He was not well-educated or political, but if nothing else, he was a man who appreciated fairness. A Jew had once saved his life and he couldn't forget that. He couldn't join a party that antagonized people in such a way. Also, much like Alex Steiner, some of his most loyal customers were Jewish. Like many of the Jews believed, he didn't think the hatred could last, and it was a conscious decision not to follow Hitler. On many levels, it was a disastrous one.

the threat of Jewish competition was taken away, but so were the Jewish customers

In the long arc of time, you are only relevant if customers love you.

I missed the customers, their company, and the easy chatter that swelled and dipped gently like a benign sea around me.

The concept of internal customers suits the wimpy organization headed by a wimp who tries to appease everyone and satisfy no-one.

It's not actually the startups that are disrupting your organization, it's your customers' expectations

Law enforcement generally seems a step behind in fighting online crime; if your customers are at risk, evidently you'll need to protect them yourself, and if the Russian mafia targets your company, you're the one who's going to have to defend it.

Customers don't care how much time something takes to build. They care only if it serves their needs.

The ability to learn faster from customers is the essential competitive advantage that startups must possess.

Only 5 percent of entrepreneurship is the big idea, the business model, the whiteboard strategizing, and the splitting up of the spoils. The other 95 percent is the gritty work that is measured by innovation accounting: product prioritization decisions, deciding which customers to target or listen to, and having the courage to subject a grand vision to constant testing and feedback.

Product managers figure out what features are likely to please customers; product designers then figure out how those features should look and feel.

The common tendency of product development is to skip straight to the fourth question and build a solution before confirming that customers have the problem.

Startups also have a true north, a destination in mind: creating a thriving and world-changing business. I call that a startup's vision. To achieve that vision, startups employ a strategy, which includes a business model, a product road map, a point of view about partners and competitors, and ideas about who the customer will be. The product is the end result of this strategy

Startups do not yet know who their customer is or what their product should be.

Like the other engines of growth, the viral engine is powered by a feedback loop that can be quantified. It is called the viral loop, and its speed is determined by a single mathematical term called the viral coefficient. The higher this coefficient is, the faster the product will spread. The viral coefficient measures how many new customers will use a product as a consequence of each new customer who signs

The first step would be to break down the grand vision into its component parts. The two most important assumptions entrepreneurs make are what I call the value hypothesis and the growth hypothesis. The value hypothesis tests whether a product or service really delivers value to customers once they are using it.

For the growth hypothesis, which tests how new customers will discover a product or service, we can do a similar analysis.

In a great market—a market with lots of real potential customers—the market pulls product out of the startup. This is the story of search keyword advertising, Internet auctions, and TCP/IP routers. Conversely, in a terrible market, you can have the best product in the world and an absolutely killer team, and it doesn't matter—you're going to fail.3

Getting a startup's engine of growth up and running is hard enough, but the truth is that every engine of growth eventually runs out of gas. Every engine is tied to a given set of customers and their related habits, preferences, advertising channels, and interconnections. At some point, that set of customers will be exhausted.