Quotes About Customer

A motivated employee treats the customer well. The customer is happy, so they keep coming back. It's not one of the enduring green mysteries of all time; it is just the way it works.

In Delhi, where I grew up, commerce is brusque. You don't ask each other how your day has been. You might not even smile. I'm not saying this is ideal - it's how it is. You're tied together by a transaction. The customer doesn't tremble before complaining about how cold his food is.

My view of AMD is that we have a tremendous set of technology assets, people, capability, customer relationships. We're not going to define ourselves in somebody else's shadow.

In order to seize the opportunity presented by the acceleration of 5G, we plan to invest approximately €100 million in 2018 to meet near-term customer requirements for early 5G trials.

So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.

That was an important rule of any game: always make it easy for people to give you money.

I am just a businessman, giving the people what they want.

Exceed your customer's expectations. If you do, they'll come back over and over. Give them what they want - and a little more.

When you buy bananas all you want is the fruit not the skin, but you have to pay for the skin also. It is a waste. And you the customer should not have to pay for the waste.

Know what your customers want most and what your company does best. Focus on where those two meet.

Nobody who bought a drill actually wanted a drill. They wanted a hole. Therefore, if you want to sell drills, you should advertise information about making holes – NOT information about drills!

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.

When the customer makes contact, he does not want a quote. He wants a commitment.

find creative ways to engage our customers. That's the key word: engage.

One reason that it's difficult to understand is that twentieth-century managers had learned to parrot phrases like "The customer is number one!" while continuing to run the organization as an internally focused, top-down bureaucracy interested in delivering value to shareholders.

In the Agile organization, "customer focus" means something very different. In firms that have embraced Agile, everyone is passionately obsessed with delivering more value to customers. Everyone in the organization has a clear line of sight to the ultimate customer and can see how their work is adding value to that customer—or not. If their work isn't adding value to any customer or user, then an immediate question arises as to why the work is being done at all.

The task of delighting customers is thus the job of everyone. It requires the efforts of everyone in the corporation—and beyond—to share insights and figure out ways to handle a challenge that is much more difficult than merely delivering a product or service.

A product is something made in a factory; a brand is something that is bought by the customer. A product can be copied by a competitor; a brand is unique. A product can be quickly outdated; a successful brand is timeless.

I had a hard time at the bank today. I tried to take out a loan, and they pulled a real attitude with me. Apparently, they won't accept the voices in my head as references.

It took us three years to build the NeXT computer. If we'd given customers what they said they wanted, we'd have built a computer they'd have been happy with a year after we spoke to them - not something they'd want now.

You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.

Our DNA is as a consumer company - for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not up to par, it's our fault, plain and simply.

A lot of companies have chosen to downsize, and maybe that was the right thing for them. We chose a different path. Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.

This is what customers pay us for - to sweat all these details so it's easy and pleasant for them to use our computers. We're supposed to be really good at this. That doesn't mean we don't listen to customers, but it's hard for them to tell you what they want when they've never seen anything remotely like it.