Quotes About Customers

Governments will ultimately have little choice but to treat populations in territories they serve more like customers, and less in the easy that organized criminals treat the victims of a shakedown racket.

Hollerith was at heart an academic inventor whose commercial success, though not his technological achievement, had in a sense been something of an accident. Watson believed that in business, as in life, things did not happen by accident but because you willed them to happen and took the practical steps to turn your wishes into reality. For Watson, making customers happy was the most serious thing in the world. Hollerith, though, was much more interested in technical issues.

The idea that Bill Gates has appeared like a knight in shining armor to lead all customers out of a mire of technological chaos neatly ignores the fact that it was he who, by peddling second-rate technology, led them into it in the first place.

Because you were wearing a badge, customers assumed you were an oracle. 'What aisle is the desiccated coconut' 'How long do you cook a butternut squash?' 'What would you have with a pan fried red mullet?' 'Where can I find the holy grail?' Enough already! Some people obviously misread the 'Here to help' as 'Hello I'm your bitch!

Employee ideas illustrate the profound understanding of a company's capabilities and customers that only people working on the front-lines can possess.

There are lots of things about Amazon for which they deserve credit. They're innovative. There are lots of very, very happy Amazon customers. I'm not here to dispute that Amazon has been personally good for me or to say that they haven't been, so far, good to their customers.

My pet hate, with customers, is those that think it's all about wallets.

That's a very critical phase in customer service because you can start to really understand what part of customer service has value to customers and what part is bothering customers.

Once, Naseeruddin Shah told me that the wafer shop was the best acting school that I could have attended. And I completely agree. I observed every customer very minutely and picked up some quirk or the other. Later, I used those experiences while playing different characters.

If we take care of the customers and associates and grow the business, Wall Street will be pleased.

Unlike the Tea Party, who see themselves as the customers of government, people in the Occupy Wall Street movement understand that we are the government. Stated most simply, we are trying to run a 21st-century society on a 13th-century economic operating system. It just doesn't work.

The minute a Wall Street firm purchases your debt, your bank no longer has it on its financial statement, which then allows the bank to look for more credit card customers. That's one reason why you get so many credit card offers.

For many years, we have repeated that the direct-to-consumer channel is growing and capturing a larger share of our customers' wallet.

Compared to Uber, we have a much local business model. We allow the customers to pay in cash as well as use our prepaid wallet. We allow them to book through call centres and pre-book for future travels.

I'm still very bullish on emerging markets. There's an emerging middle class. They're a growing group of customers. And frankly, they want Walmart. They want everyday low price. And that's why we are continuing to grow in the emerging markets around the world, too.

Customers want a broad assortment, especially with e-commerce. If you pull up your mobile app to look for something at Walmart, we want you to be able to find it.

What new technology does is create new opportunities to do a job that customers want done.

We get a lot of overseas people wanting to order cakes.

We have, of course, all of our Oracle technologies in our cloud. But I don't think you're going to see customers wanting to deal with 50 clouds or 40 clouds or anything like that.

At its core, all authentic growth depends on more customers wanting more of what your company offers. Any other drivers - pricing gimmicks, heroic marketing efforts, forced acquisitions - are ultimately destructive.

We recruit our people for personality. We look for the people person, with innate warmth, sweetness, and intelligence. These are the people who are sending your message out to the customers and potential customers, so we recruit for personality first and foremost.

The advertising men made it clear that there were two ways of looking at ideas in a war against fascism. Those of us who were working on the project believed ideas were to be fought for; the advertising men believed they were to be sold. The audience, those at home in wartime, were not 'citizens' or 'people.' They were 'customers.'

We provide food that customers love, day after day after day. People just want more of it.

If anyone stood to gain by our success and suffer if we failed, it was our suppliers. They knew McDonald's restaurants possessed the potential of becoming super customers, and they knew we played straight.