Quotes About Customer

When I read that letter, I thought, we don't make money when we sell things. We make money when we help customers make purchase decisions."5

There was little science to Amazon's earliest distribution methods. The company held no inventory itself at first. When a customer bought a book, Amazon ordered it, the book would arrive within a few days, and Amazon would store it in the basement and then ship it off to the customer. It took Amazon a week to deliver most items to customers, and it could take several weeks or more than a month for scarcer titles.

The membership fee is a onetime pain, but it's reinforced every time customers walk in and see forty-seven-inch televisions that are two hundred dollars less than anyplace else," Sinegal said. "It reinforces the value of the concept. Customers know they will find really cheap stuff at Costco.

obsessão pelo cliente; simplicidade; propensão à ação; propriedade; e padrões elevados de talento.

Bezos said. "When I read that letter, I thought, we don't make money when we sell things. We make money when we help customers make

Amazon customers who joined Prime doubled, on average, their spending on the site, according to a person familiar with the company's internal finances at the time. A Prime member was like a shopper who walked into a Costco warehouse for a case of beer and walked out with the beer plus an armful of DVDs, a nine-pound smoked ham, and a flat-screen television.

it was never about the seventy-nine dollars. it was really about changing people's mentality so they wouldn't shop anywhere else

rag doll that they often prop up in an empty chair during meetings. the doll is meant to represent the student they are trying to help - just as bezos once had a habit of keeping a chair empty in meetings to represent the customer

Most companies are not those things. They are focused on the competitor, rather than the customer. They want to work on things that will pay dividends in two or three years, and if they don't work in two or three years they will move on to something else.

Alexa execs, like leaders elsewhere in Amazon, became frequent recipients of the CEO's escalation emails, in which he forwarded a customer complaint accompanied by a single question mark and then expected a response within twenty-four hours.

Management must think of itself not as producing products but as providing customer-creating value satisfactions. It must push this idea (and everything it means and requires) into every nook and cranny of the organization. It has to do this continuously and with the kind of flair that excites and stimulates the people in it.

The key distinction between a traditional and a customer-cultivating company is that one is organized to push products and brands whereas the other is designed to serve customers and customer segments.

The measurement system cost more than $4 million per year, but the company made such significant progress in building customer loyalty that the company's management considers it one of the company's best investments.

if management lets itself drift, it invariably drifts in the direction of thinking of itself as producing goods and services, not customer satisfactions.

To compete in an aggressively interactive environment, companies must shift their focus from driving transactions to maximizing customer lifetime value.

the organization must learn to think of itself not as producing goods or services but as buying customers

The seller takes cues from the buyer in such a way that the product becomes a consequence of the marketing effort, not vice versa.

The most dramatic change will be the marketing department's reinvention as a "customer department." The first order of business is to replace the traditional CMO with a new type of leader—a chief customer officer. The

Is that not what consumer research is for—to find out before the fact what is going to happen? The answer is that Detroit never really researched customers' wants. It only researched their preferences between the kinds of things it had already decided to offer them. For Detroit is mainly product oriented, not customer oriented.

The profit lure of mass production obviously has a place in the plans and strategy of business management, but it must always follow hard thinking about the customer.

Job-defined markets are generally much larger than product category-defined markets. Marketers who are stuck in the mental trap that equates market size with product categories don't understand whom they are competing against from the customer's point of view. Notice

a deep investigation of the decision journey often reveals the need for a plan that will make the customer's experience coherent—and

In short, a customer feedback program should be viewed not as "market research" but as an operating management tool.

There is one other business where the customer is always wrong and that's the media.