Quotes About Customer

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer' anything else is waste.

We must learn what customers really want, not what they say they want or what we think they should want.

Success is not delivering a feature; success is learning how to solve the customer's problem.

If we do not know who the customer is, we do not know what quality is.

What if we found ourselves building something that nobody wanted? In that case what did it matter if we did it on time and on budget?

The point is not to find the average customer but to find early adopters: the customers who feel the need for the product most acutely. Those customers tend to be more forgiving of mistakes and are especially eager to give feedback.

Anything those customers experience from their interaction with a company should be considered part of that company's product.

This is an important rule: a good design is one that changes customer behavior for the better.

The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible.

the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

Most of the time customers don't know what they want in advance.)

Lean thinking defines value as providing benefit to the customer; anything else is waste. In

Startup, I have always been a bit of a troublemaker at the companies at which I have worked, pushing for rapid iteration, data-driven decision making, and early customer involvement.

we must focus our energies exclusively on producing outcomes that the customer perceives as valuable.

we were much more likely to run experiments on our customers than we were to cater to their whims.

a new breed of designers is developing brand-new techniques under the banner of Lean User Experience (Lean UX). They recognize that the customer archetype is a hypothesis, not a fact. The customer profile should be considered provisional until the strategy has shown via validated learning that we can serve this type of customer in a sustainable way.

I was finally ready to turn to the last resort: talking to customers. Armed

As diretorias de crescimento também elevaram o poder do Citi de atuar de acordo com seu compromisso de servir ao cliente. "Esse processo nos deu a linguagem para falar de validação e clientes de uma maneira completamente diferente do que apenas dizer: 'Vamos focar no cliente'", diz Colella. "Temos um processo e um sistema para validar o que nossos clientes precisam, mesmo que, em muitos casos, eles ainda não saibam do que precisam.

The next few months are where the true story of IMVU begins, not with our brilliant assumptions and strategies and whiteboard gamesmanship but with the hard work of discovering what customers really wanted and adjusting our product and strategy to meet those desires. We adopted the view that our job was to find a synthesis between our vision and what customers would accept; it wasn't to capitulate to what customers thought they wanted or to tell customers what they ought to want.

Lean thinking defines value as providing benefit to the customer; anything else is waste. In a manufacturing business, customers don't care how the product is assembled, only that it works correctly. But in a startup, who the customer is and what the customer might find valuable are unknown, part of the very uncertainty that is an essential part of the definition of a startup.

As Cook says, "Success is not delivering a feature; success is learning how to solve the customer's problem."4

Instead of working in separate departments, engineers and designers would work together side by side on one feature at a time. Whenever that feature was ready to be tested with customers, they immediately would release a new version of the product, which would go live on our website for a relatively small number of people.

companies using the sticky engine of growth track their attrition rate or churn rate very carefully. The churn rate is defined as the fraction of customers in any period who fail to remain engaged with the company's product.

The rules that govern the sticky engine of growth are pretty simple: if the rate of new customer acquisition exceeds the churn rate, the product will grow. The speed of growth is determined by what I call the rate of compounding, which is simply the natural growth rate minus the churn rate.