Quotes About Customer

Remember, your output is not a work of art; it's a work product designed to help the customer – whoever the customer is.

You want to make sure this particular car is going to please the customer and then you're going to be rewarded with something that is going to please the shareholder.

The most important component to the Apple experience is that the staff isn't focused on selling stuff. It's focused on building relationships and trying to make people's lives better.

Disney's mission isn't to build theme parks. It's to "create happiness." The Ritz-Carlton isn't in the business of providing beds for heads, but it's in the business of fulfilling the expressed and unexpressed wishes of their guests. Starbucks isn't in the business of coffee as much as it's in the business to inspire and nurture the human spirit.

The goal is not to impress customers with knowledge. The goal is to leave customers feeling special and to enrich their lives.

Apple, your products are expensive and your shops a bit weird, but I love your customer service.

I had a very interesting experience with P.C.Chatterjee, one of my investment advisors. His concept was to look at technology companies as asset-rich companies, where the customer was treated as an asset. If a company had a strong customer base, it could be worth a lot even though it had a lousy management and a lack of products. And he felt that with a little push, these values could be unlocked. It proved to be a valid concept.

When you stop talking, you've lost your customer.

He profits most who serves best.

Many merchants who try to write their own advertising make a fizzle of it because they are too close to their own business to see it in the proper perspective. They look at it from their own standpoint rather than from the standpoint of the public.

People are fans of Dunkin' Donuts. They have a relationship with the company, they go there every day. Dunkin' Donuts is using Twitter to communicate with those people. There are people who are finding value in that. There's thousands of people, I don't know how many thousands now, following Dunkin' Donuts.

So much of what we decide to carry in our stores is based on what we hear through the Dylan's Candy Bar Facebook Page and Twitter feeds.

If you want to invest in us, we believe customer number one, employee number two, shareholder number three. If they don't want to buy that, that's fine. If they regret, they can sell us.

Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.

Our typical customer is a local guy who needs the money to get by for the week.

The ultimate goal is to be the leader in mobile commerce. I'm not just saying revenues; if you're trying to find a good experience of buying something on your phone, I want you to automatically think, 'Boxed has one of the best, if not the best, experiences of buying something on your mobile device.'

Knowing your customer inside and out is mission-critical, and it takes time. It's impossible to hit on the insights that will ultimately decide your company's fate without putting them to the test - literally - even if that takes longer than you'd have liked.

Customer-centricity is unbelievably important.

I am convinced that companies should put staff first, customers second and shareholders third - ultimately that's in the best interest of customers and shareholders.

The bitterness of poor quality remains long after low pricing is forgotten.

All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes.

The first person a customer speaks with has the greatest impact on that customer's impression of Safeway.

Your premium brand had better be delivering something special, or it's not going to get the business.

At URBN, we see ourselves as customer specialists, a collection of brands, each one specializing in one particular customer group, a particular lifestyle or a life stage. We offer her things she wants in environments that inspire her. We talk to her and listen to her ideas and opinions.