Quotes About Customers

As stated before, I am always tempted to tell marketing people that "I would rather be different than better," knowing full well that if a product is truly different in some ways important to some customers, they will automatically perceive the product as better. Being different and offering customers features and services they cannot get anywhere else is one of the most important things a company can do.

It's all part of the bartender's creed: make them fresh, make them cold, but most of all, if they're a little overeager, make them wait.

For startups, SM is now crucial: it has never been cheaper and easier to reach one's customers. Entrepreneurs should thank God for Twitter, Facebook.

This is one of the innovator's dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.

JPMorgan is a very good franchise. And the way you should look at a franchise, a business, is from the standpoint of the customers.

Good companies will meet needs; great companies will create markets.

If you do build a great experience, customers tell each other about that. Word of mouth is very powerful.

Nothing is more valuable to people than health care, and by paying, they feel less like beggars and more like 'customers' who can and should demand quality care.

Great salespeople are relationship builders who provide value and help their customers win.

Publicly, they claim to be thrilled to have the opportunity to engage directly with their customers; privately, they suspect, maybe even fervently hope, that Facebook and its spawn are fads.

Your number one customers are your people. Look after employees first and then customers last.

Good service leads to multiple sales. If you take good care of your customers, they will open doors you could never open by yourself.

If we don't take care of our customers, someone else will.

Until you understand your customers - deeply and genuinely - you cannot truly serve them.

You have to treat your employees like your customers. When you treat them right they will treat your outside customers right.

All companies have customers. Lucky companies have fans. But the most fortunate companies have audiences.

What's our market share? Don't know, don't care. It's irrelevant. Do we have enough customers paying us enough money to cover our costs and generate a profit? Yes. Is that number increasing every year? Yes. That's good enough for us. Doesn't matter if we're 2 percent of the market or 4 percent or 75 percent. What matters is that we have a healthy business with sound economics that work for us. Costs under control, profitable sales.

Plus, there's an even darker side to goal setting. Chasing goals often leads companies to compromise their morals, honesty, and integrity to reach those fake numbers. The best intentions slip when you're behind. Need to improve margins by a few points? Let's turn a blind eye to quality for a while. Need to find another $800,000 this quarter to hit that number? Let's make it harder for customers to request refunds.

We've rejected the per-seat business model from day one. It's not because we don't like money, but because we like our freedom more! The problem with per-seat pricing is that it makes your biggest customers your best customers. With money comes influence, if not outright power.

You can absolutely run a great business without a single goal. You don't need something fake to do something real. And if you must have a goal, how about just staying in business? Or serving your customers well? Or being a delightful place to work? Just because these goals are harder to quantify does not make them any less important.

Everyone on your team should be connected to your customers—maybe not every day, but at least a few times throughout the year. That's the only way your team is going to feel the hurt your customers are experiencing. It's feeling the hurt that really motivates people to fix the problem. And the flip side is true too: The joy of happy customers or ones who have had a problem solved can also be wildly motivating. So

You wind up building what investors want instead of what customers want.

If you encourage people to share, then sharing will be built into your culture. If you reward trust, then trust will be built in. If you treat customers right, then treating

Culture is the byproduct of consistent behavior. If you encourage people to share, then sharing will be built into your culture. If you reward trust, then trust will be built in. If you treat customers right, then treating customers right becomes your culture.