Quotes About Customers

Consumers are statistics. Customers are people.

Customers are the reason we open our doors every day, and keep the machines humming all night long. Customers determine what we eat, where we live, whether we stay in business.

I get so many requests for interviews. If I talk to everyone, we can't do our job with our customers and work on our software. It would be hard to stay focused.

RelayRides and WhipCar, AirBnB, Roomorama and One Fine Stay are all stellar examples of how new, access-based offers entice and provoke insurance companies and banks to re-think risk, value, customers and deal terms.

A Big Three auto executive in the 1930s once lamented, "It's not that we build such bad cars; it's that they are such lousy customers.

Sir, we're maiming both our employees and our customers. Our legal department can't keep up with the suits. Something needs to be done." "You're right," Dempsey finally conceded. "Increase our contributions for tort reform.

Making loans accessible to millions of the previously unbankable customers is a noble goal. Getting them hooked to such loans isn't.

Learning about and from your customers isn't always easy and requires a commitment to continual observation.

The next step in the process is to measure the impact that these increases in reach have on your number of new transacting customers. The secret to a company's reach strategy lies in the program's ability not only to acquire fans, followers, subscribers and connections, but to convert them through its use of social media into transacting customers.

These arcades, a recent invention of industrial luxury, are glass-roofed, marble-panelled corridors extending through whole blocks of buildings, whose owners have joined together for such enterprises. Lining both sides of the corridors, which get their light from above, are the most elegant shops, so that the arcade is a city, a world in miniature, in which customers will find everything they need.

They were still walking and talking when the stores opened at 10, and they went into Eddie Bauer. It had an entrance off the mall and another off the parking lot. Jobs decided that Apple stores should have only one entrance, which would make it easier to control the experience. And the Eddie Bauer store, they agreed, was too long and narrow. It was important that customers intuitively grasp the layout of a store as soon as they entered. There were no tech stores in the mall

And you can't win on innovation unless you have a way to communicate to customers.

If Apple is going to succeed, he told me, we're going to win on innovation. And you can't win on innovation unless you have a way to communicate to customers.

When I see a merchant overpolite to his customers, begging them to taste a little brandy and throwing half his goods on the counter—thinks I, that man has an ax to grind.

The phones were ringing off the hook, and the sweetness in Allan Vasey's voice was almost purely a matter of routine. Had to be nice to the customers, man. At all costs. You had to keep them happy. In fact, just this morning, he'd pinned a bogus memo up over the dispatch desk: it said BE POLITE, OR WE'LL KILL YOU. Signed, The Management. At least two of the people who came into the office weren't sure that it was a joke.

But people can not move a company toward competitive excellence if they are rewarded for meeting top-down accounting-based targets, not for continuously seeking better ways to satisfy customers, internal and external.

What I believe has happened in American businesses since the 1950s is that managers and operating personnel at all levels have lost sight of people, customers, and processes as top management has turned everyone's attention to accounting results.

When companies discuss their problems, they talk about themselves. It's not ego at work. It's just that people talk about what they know, and what people know is their company. But what people really need to know—what you really need to know—is your customers and prospects. Get out, climb out, have someone pull you out of the tunnel.

Tal vez parezca una locura, pero estamos trabajando en ello. […] Nos gustaría ser capaces un día de fabricar nuevos productos única y exclusivamente a partir de materiales reciclados, incluyendo entre ellos los viejos productos de los clientes. Se trata de un experimento de tecnología del reciclaje que nos está enseñando muchas cosas, y confiamos en que este tipo de pensamiento inspire a los demás integrantes de nuestro sector470

p.35: Tom Peters. En un mundo de cambio rápido y aun explosivo, las compañías tienen que construir una organización comparativamente dinámica que REÚNA A LOS CLIENTES, EMPLEADOS Y SOCIOS ESTRATÉGICOS EN BUSCA DE RELACIONES, PRODUCTOS Y AMBIENTES DE TRABAJO QUE CREEN GRAN ENTUSIASMO, CREATIVIDAD Y SATISFACCIÓN.

Like Disneyland, luxury retailers have long had to figure out how to overcome customers' natural inertia. Unlike less pricey stores, they tend not to attract idle browsers who make impulse purchases.

I call it dark energy. If you are unreliable, customers just disappear.

It's not so unusual for me to have a week of meetings that includes not only my employees, not only my customers, not only media, but could also include principals of local K-12 schools; it could include non-governmental organizations or nonprofit organizations or members of the community.

First and deadliest of all is a founder's unwavering belief that he or she understands who the customers will be, what they need, and how to sell it to them.