Quotes About Customers

She was always losing customers; it was a miracle she had any left. New ones were always appearing, that was the thing. Her supernatural velocity attracted them, like moths to a candle.

The bar offered no food or big-screen TVs and catered to hard customers. From the outside it looked as inviting as a prison cell except with neon beer signs—Ranier, Pabst—filling the square windows. Three Harleys sat out front pointed out toward the street, front wheels cocked to the side.

Day's innovation was to realize that his readers could become his product and the advertisers his customers. His goal became to sell as many minutes of his readers' attention as possible to the advertisers.

I look at this man, who doesn't know me, or anything about me, but who knows, like Ira always knew, like all the best booksellers know, not just what their costumers want, but what they need.

Lean defines two types of customers that we must design for: the external customer (who most likely pays for the service we are delivering) and the internal customer (who receives and processes the work immediately after us). According to Lean, our most important customer is our next step downstream. Optimizing our work for them requires that we have empathy for their problems in order to better identify the design problems that prevent fast and smooth flow.

DevOps shows how we optimize the IT value stream, converting business needs into capabilities and services that provide value for our customers.

The principles of Flow, which accelerate the delivery of work from Development to Operations to our customers The principles of Feedback, which enable us to create ever safer systems of work The principles of Continual Learning and Experimentation foster a high-trust culture and a scientific approach to organizational improvement risk-taking as part of our daily work

We are clueless about what our customers want! We have too much product that will never sell and never enough of the ones that do.

delayed because of external commitments made to Wall Street or customers. Then you add a bunch of developers who use up all the time in the schedule, leaving no time for testing or operations deployment. And because no one is willing to slip the deployment date, everyone after Development has to take outrageous and unacceptable shortcuts to hit the date.

customers often bend over backward to give market share leaders second and third chances, bringing cries of anguish from their competitors who would never be granted such grace.

definition onto market, which we will define, for the purposes of high tech, as • a set of actual or potential customers • for a given set of products or services • who have a common set of needs or wants, and • who reference each other when making a buying decision.

Despite the hour, customers already flooded the market, men, women, and children of every color and race looking for the magic cure to their problems. They were what allowed the poachers to exist. They'd stop poaching if people stopped buying.

Digital companies can reach new customers immediately and at virtually zero marginal cost. They can compete in new sectors by collaborating with peers and competitors. They can massively improve quality and productivity by converging technologies and sources of data.

With tough interpretation of taxi and zoning regulations, neither Uber nor Airbnb would have gotten started. By the time many cities recognized their existence, both were fairly large and had the political support of their customers.

I've noticed the customers in health food stores. They are pale, skinny people who usually look half dead. In a steak house, you see robust, ruddy people. They're dying, of course, but they look terrific.

I try to make myself happy, no, because I know that if I'm not happy, my colleagues are not happy and my shareholders are not happy and my customers are not happy.

Not being in tune with your customers is like living in an alternate reality; the way you think your customers feel about your product is not always the same as what your customers really think about your product.

Giving builds loyal customers and turns those customers into supporters... You can find passion and profit and meaning all at once, right now.

Permission marketing turns strangers into friends and friends into loyal customers. It's not just about entertainment - it's about education. Permission marketing is curriculum marketing.

I don't think we treat people very well in the media, both as customers - and I call them customers - of newspapers and magazines, or TV news, and we don't understand that the greatest story that we could tell, each and every day, is the story of the people around us.

The fact is that surveys which media people openly admit to show that fewer than twelve percent of their customers believe they're doing a good job, while the average profit margin in television is in the neighborhood of eighty percent.

The reality is customers lie - not because they want to want to deceive you, but because they don't do a good job of predicting what they will do in the future.

The idea that comics stores, distributors and publishers simply 'give the customers what they want' is nonsense. What the customers wanted they didn't get - and they left.

Who comes first? Don't be silly, says King Hal; it's employees. That is - and this dear Watson, is elementary - if you genuinely want to put customers first, you must put employees more first.