Quotes About Customer

I invite you all to visit our new Harold Square or Space 98 stores in New York. I think you'll agree with me that these stores have a distinct Urban Outfitters personality, with fresh, exciting product and an experience that resonates with the 18 to 28 year old urban-dwelling customer.

The Kitchen was a really great concept; it just wasn't at the price point that made it accessible to people. People could visit occasionally, and some people were coming regularly. It just wasn't a novel concept for every customer.

I believe that the concept of 'design' encompasses every aspect of customers's exposure to a brand, from the moment they hear about us to the first time they visit our store to the process of ordering and anticipating the arrival of their glasses.

I've been a regular customer at CVS Pharmacy, the country's second-largest drugstore chain, for 20 years. I've spent a small fortune there over that span, visiting several times a week to pick up everything from milk to toothpaste to prescriptions.

If you can serve everyone who visits you, you must be doing well in business.

I'm not some beg voiceover. I'm a serious customer.

Trying to move the volume of products we're talking about from place to place to get it ultimately into the customer's hands, to price these items, to market these items, I think the retail business is incredibly complex. But if you get it right, it's a beautiful thing.

The 'No.1 IT company' isn't by volume, it's in relation to business customers because those are my customers, not the consumer. Who do they view as their most important partner? That's my definition of the 'No.1 IT company.'

The 1970s crystallized the service mantra as we now know it.

I'm not from a retail background, but I am a shopper.

A lot of people don't love their bank.

Banks are really bad when it comes to building consumer-centred products.

Your product has a voice — and it's talking to your customers 24 hours a day.

If I had asked my customers what they wanted, they would have said a faster horse." Instead, creators ought to build a car and see if customers will drive it.

The customer isn't always right. Employees have rights, too.

The big-ticket hardware folks invest the capital, take all the risks—which are huge—suffer the losses and the write-downs, and then let somebody else capture the business that has predictability, lower price sensitivity, higher margins, recurring revenue, and the opportunity to create an ongoing customer relationship, because the frequency of purchase is ten times greater than the frequency of the initial transaction. "So

I took to heart the instructions my father drilled into my head. Respect the customer. Pay attention to her. Take her package to her car. You broke your neck to get what she wanted because you never knew when the next customer would come along.

If you stay very focused on customers and customer success, people pay attention to that - and in turn, they also want that same type of success.

The easiest way to figure out who the customer is in an online space is to figure out who is paying for the thing. Usually, the people paying are the customers. So on Facebook, the people paying are marketers. That makes them the customers. And it means we are the product being delivered to those customers.

On Amazon, you find retailers that want Amazon to do part of their services. Those, you don't find to the same degree on Google Shopping. On Google Shopping, you find sort of the bigger brands, those who want to have the customer relationship themselves - the data, the payment details, the search patterns.

If I were a customer, and I was given a dish with peppers, I would hate it. I also don't like blood sausage.

Nobody is in sales anymore; they're in customer relationship management. Nobody is in marketing, they're in customer engagement.

Also, it's a little odd to assume all your patrons are thieves.

Shopping would be a relationship between the customer and the goods, with nothing and no one mediating between them.