Quotes About Customers

Consideration for the sales staff and fellow shoppers was paramount. "Do not endlessly consume the time of the clerk and keep other customers waiting,

But, he feigned not to notice the two strangers, and fell into discourse with the triumvirate of customers who were drinking at the counter.

And here you see me working out, as cheerfully and thankfully as I may, my doom of sharing in the glass a constant change of customers, and of lying down and rising up with the skeleton allotted to me for my mortal companion.

The three customers pulled off their hats to Madame Defarge, with three flourishes. She acknowledged their homage by bending her head, and giving them a quick look. Then she glanced in a casual manner round

Having made, at least, this one hit, whatever it might prove to be worth, and no customers coming in to help him to any other, Mr. Barsad paid for what he had drunk, and took his leave: taking occasion to say, in a genteel manner, before he departed, that he looked forward to the pleasure of seeing Monsieur and Madame Defarge again.

How many companies can say that the amount of customers who use their services second most often, and spend the second most amount of money with them, are "very negative"?

Principled Entrepreneurship™—creating superior value for our customers while consuming fewer resources and always acting lawfully and with integrity. Good profit comes from making a contribution in society—not from corporate welfare or other ways of taking advantage of people.

By "good profit," I don't mean high margins or high return on capital, or lots of profit by just any means. What I consider to be good profit comes from Principled Entrepreneurship™—creating superior value for our customers while consuming fewer resources and always acting lawfully and with integrity. Good profit comes from making a contribution in society—not from corporate welfare or other ways of taking advantage of people.

The jewelry business is a very, very tough business - tougher than the computer business. You truly have to understand how to take care of your customers.

Suppose you did get a job as a saleswoman? What would you get for it? No matter how they figure it up, when you're selling goods you get paid on commission, because it stands to reason if you weren't making commission they wouldn't pay you. But who's buying any goods? You'd have just stood around some store, all day long, waiting for the chance to make a living, and not making it. People eat, though, even now. You'll have something coming in.

I'm a big believer that if you're happy and your employees are happy, your customers are going to be happy. If you're unhappy and your employees are unhappy, there's no way your customers are going to be happy.

God bless those employees at United who somehow continue to be gracious and patient and generous with customers even while bearing the brunt of a broken company themselves.

The demographics and the psychographics show that there should be, over the longer term, a continued growth in the numbers of customers who will be shopping for luxury goods, both domestically - as well, international tourists come to the United States.

It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.

It's easy to see how non-profits become engrossed in catering to donors, which may or may not be the best thing at all times, while if a company is ultra-engaged with its customers, it's universally positive and helpful.

Financial services have always been about trust. Perhaps the biggest barrier to entry has been getting new customers to trust an unknown brand or service, and that's particularly true with digital disruptors who lack a physical presence on the local high street.

I got quite bored, serving in the bar. Since I was there, the customers wouldn't talk about women, and with half their subject matter denied them, it was: horses, silence; horses, silence.

By selling directly to customers, real women, the brand is able to avoid significant retail mark-ups that typically exist in high end fashion.

The Starbucks customer and the Teavana customer are two very different customers, two different need states that are highly complimentary.

Some companies out there quote a start of production that is substantially in advance of when customers get their cars.

Any dispassionate observer would recognize that on Day One, a start-up has no customers, and unless the founder is a true domain expert, he or she can only guess about the customer, problem, and business model.

Learning how to interact with customers is something that anyone starting any business must master. It's an amazing opportunity to be able to learn the ropes at an established company and then employ your expertise at your own company.

A new DAO is like a startup. It requires a product/market fit, business model realization, and a lot of users/customers.

When you're a startup, your edge is that you don't have that many customers. So you can build a really strong relationship with them.