Quotes About Customer

Don't build a bar for yourself. Build it for your customers. It's all about them: the walls, the finishes, the textures, the food, the beverages, literally everything has to be for them.

Low prices at Walmart are a given. Customers almost take that for granted. But they also want to save time, and that goal is increasing in importance relative to just saving money.

We've done both. We can do both. We can raise the quality and still have Walmart prices.

We want everybody to feel comfortable shopping at Walmart.

Walmart and other big-boxers could become the center of gravity for the conservation of goods, employ people with actual know-how, and develop deeper, longer term, more profitable relationships with their customers.

You walk into a retail store, whatever it is, and if there's a sense of entertainment and excitement and electricity, you wanna be there.

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.

As an Old Navy style attendant, I'm all about upgrading your bare basics and presenting them to your customer as basics you need to have in your wardrobe.

I worked in the warehouse, and I would pick up orders. I would go to the computer screen, print off the order from a customer and then it would have where all the stuff was located in the warehouse. I'd go get a big gray cart, and you had to fill up these bins with all the parts. And it wasn't air-conditioned in there.

I don't care if a flight attendant is fat as long as she doesn't sneak back to the galley for a gossip when she should be pushing down the food trolley. I get annoyed when the food trays are slapped down on my seat by bored and disinterested men and women. I look for warmth and comfort, not cold efficiency.

Launch Fast" is Paul Graham's mantra. Move from the idea to a minimally functional product as quickly as possible. Only by getting a product into the hands of customers, even if the product is only a prototype, is it possible to know what customers want.1 Launching fast is how to make something people want. Judging by the advice that they

If you work just for money, you'll never make it, but if you love what you're doing and you always put the customer first, success will be yours.

I'd have a store with a row of vending machines in it. You'd push some buttons and out would come your Big Mac, shake, and fries, all prepared automatically. We could do that; I'm sure Jim Schindler could work it out. But we never will. McDonald's is a people business, and the smile on that counter girl's face when she takes your order is a vital part of our image.

One time a McDonald's operator came to me with the idea he'd dreamed up to cut costs by producing a doughnut-shaped patty. His notion was to plug the hole with condiments, and cover it with a pickle so the customer wouldn't notice the hole. I told him we wanted to feed our customers, not fleece them, but I couldn't suppress a chuckle at the outrageous con artistry of the idea; a real Chicago fast one. We

I had spent the previous summer and lunch hours during the school year working in my uncle Earl Edmund Sweet's drugstore soda fountain in Oak Park. That was where I learned that you could influence people with a smile and enthusiasm and sell them a sundae when what they'd come for was a cup of coffee.

For the practices pioneered or perfected by McDonald's under Ray Kroc's leadership have revolutionized an entire food service industry, changed eating habits throughout the world, and raised customer expectations. Who among us is not now less tolerant of slow service, overpriced meals, soggy french fries, or a lack of cleanliness in eating places? Mr.

Look after the customer and the business will take care of itself.

New models based on direct personalized communication with the customer will transform every industry, resulting in massive disintermediation of the middle layers that have traditionally separated the customer from the ultimate source of products and services.

If you don't have women working for you, you really don't know what the people who are buying from you really want.

I learned from McDonald's that we can do great things from a marketing and advertising perspective, but if the experience at the restaurant isn't superior, it might not matter.

Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.

In a two-sided market, focusing on the customer will increase a business's ability to extract value from the supply side.

Discovering your purpose doesn't have to be complicated. Look at what you do and why you do it. Is it to support your family? That's your purpose. Is it to make a difference in your customer's life? That's your purpose.

It was our belief we should have a customer base and that the catwalk was actually supporting and increasing the business.