Quotes About Customers

No matter what your job is, the key is your context, your beliefs about your responsibility to customers and the relationships you intend to enjoy or endure with them.

The tantalizing scent transported me to a white, sandy beach lapped by a turquoise sea under a tropical sun. Lime and coconut were the getaway flavors my bakery customers needed in April, tax time.

I think technology, on one side, you can look at it; it's disrupted a lot of industries and businesses. On the other side, it's enabled us to do things that we never thought possible in being able to engage customers.

When you look at the Chevrolet Volt, those customers are some of the most satisfied across the industry.

If you're successful in the market, it should be because you have the best products. Then your customers like you, not because then you cut corners, or you get a tax break, or you don't inform authorities about how things actually are.

Customers are very demanding and well informed.

Thermostats are made by very large companies with no incentive to innovate. Their customers are contractors or HVAC wholesalers, not consumers. So why spend to make them better? It's a good business.

We don't have a free market in health care. We need to connect customers up with the cost of care. And to drive innovation that way.

A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

Boeing is always looking at innovative ways to offer customers the highest level of service and support.

Let's hold insurance companies accountable the right way by making them put their whole customer base on the line.

What we see is that we actually have digital channels through which the customers interact, but we also take the absolute brick channels, which is the branch, and convert that experience into a more digitised experience.

My entrepreneurial spirit happened all day long because I got to think of things that kids would interact with. I was in front of my customers for 6-8 hours a day. I got to see what they like, what they don't like, what they connected with, and most importantly, did they learn something from this?

People love to play expectations games, and that is always bad for collaboration internal to a team, with your manager, or externally with customers.

We offer love to our customers. And in return, we receive the finest smiles. And even if we cannot return their affection, at least we can offer a rose.

their distributors: The more you sell, the more they sell. But, ironically, the most intense pressure often comes from two sources that both determine and define your success as a business, namely, your employees and your customers.

be successful over the long term, the company has to have and maintain: (1) steady gross margins that it protects; (2) a healthy balance sheet, as reflected in the current, cash-to-debt, and debt-to-equity ratios, among other measures; and (3) a sound business model governing how the company delivers value to customers and earns a profit in the process.

The concept of value disciplines was popularized by consultants Michael Treacy and Fred Wiersema in their 1995 bestseller, The Discipline of Market Leaders, which was the expanded version of an earlier article they'd written in Harvard Business Review. They argued that, to be really successful, a company had to focus on providing one of three types of value to its customers: the best price, the best product, or the best overall solution.

Your income is determined by how many people you serve and how well you serve them.

I mean...um... they are Web 2.0 savvy consumers whose engagement with their own personal brands make them willing to join the conversation in an interactive way that leverages social media to become engaged customers for life. You know, that kind of thing. Well, whatever the hell they are, they got money and we want it! Remember, engaging content is how you engage their engagement.

I'm afraid I have a very old guy opinion. You want customers raving about your brand? Sell them a good fucking product.

But don't be worried about our competitors because they`re never going to send us any money anyway. Let's be worried about our customers and stay heads-down focused."15

Steve Jobs was known for the clarity of his insights about what customers wanted, but he was also known for his volatility with coworkers. Apple's founder reportedly fired employees in the elevator and screamed at underperforming executives. Perhaps there is something endemic in the fast-paced technology business that causes this behavior, because such intensity is not exactly rare among its CEOs.

That either-or mentality, that if you are doing something good for customers it must be bad for shareholders, is very amateurish," he said in our interview that summer.