Quotes About Customer-centric

The way in which you accomplish your goals and help your customers needs to be very flexible depending upon how those customers are reacting in real time.

At VMware, the engineers worked very closely with our customers, closely with the field, and it was exciting for everyone. So, one of things I did here at Google when I arrived was to combine sales, marketing, engineering, and product.

We need to become less like an elephant and more like a customer-friendly Tyrannosaurus rex

F.W. Woolworth, the founder of the largest retail chain of its time, said, "I'm the world's worst salesman. Therefore, I must make it easy to buy.

The CEO and VP of product, instead of building their business, are engaged in the drudgery of solving just one customer's problem. Instead of marketing themselves to millions, they sold themselves to one.

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

We do everything wrong: instead of spending years perfecting our technology, we build a minimum viable product, an early product that is terrible, full of bugs and crash-your-computer-yes-really stability problems. Then we ship it to customers way before it's ready. And we charge money for it. After securing initial customers, we change the product constantly—much too fast by traditional standards—shipping new versions of our product dozens of times every single day.

We do everything wrong: instead of spending years perfecting our technology, we build a minimum viable product, an early product that is terrible, full of bugs and crash-your-computer-yes-really stability problems. Then we ship it to customers way before it's ready.

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

In the '80's my gut feeling was that airlines were crap. I hated spending time on planes. I thought we could create the kind of airline I'd like. So we got a secondhand 747 and gave it a go.

A head start is rarely large enough to matter, and time spent in stealth mode-away from customers-is unlikely to provide a head start. The only way to win is to learn faster than anyone else.

When we talk about earth's most customer-centric company ... we want other companies to look at Amazon and see us as the standard bearer for obsessive focus on the customer as opposed to obsessive focus on the competitor.

If you have a customer-centric culture, that cures a lot of ills. Let's say you're the leader in a particular arena, if you're competitor-focused and you're already the leader, then where does your energy come from? Whereas, if you're customer focused, and you're already the leader, customers are never satisfied.

Every employee at Workday thinks about how they are going to help customers be successful. It is a simple formula, but a lot of companies go out, and they don't listen to their customers; they don't try to solve hard problems, making it tougher for themselves to create a great business.

If you want to get to the truth about what makes us different, it's this," Bezos says, veering into a familiar Jeffism: "We are genuinely customer-centric, we are genuinely long-term oriented and we genuinely like to invent.

We are genuinely customer-centric, we are genuinely long-term oriented and we genuinely like to invent

Later Bezos recalled speaking at an all-hands meeting called to address the assault by Barnes & Noble. "Look, you should wake up worried, terrified every morning," he told his employees. "But don't be worried about our competitors because they`re never going to send us any money anyway. Let's be worried about our customers and stay heads-down focused."15

We try not to spend money on things that don't matter to customers. Frugality breeds resourcefulness, self-sufficiency and invention. There are no extra points for headcount, budget size or fixed expense.

The biggest needle movers will be things that customers don't know to ask for," he would write years later in a letter to shareholders. "We must invent on their behalf. We have to tap into our own inner imagination about what's possible.

He says Bezos takes a red pen to press releases, product descriptions, speeches, and shareholder letters, crossing out anything that does not speak simply and positively to customers.

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

The question you need to keep asking yourself is: How can I give my customer the results he wants systematically rather than personally? Put

We are genuinely customer-centric, we are genuinely long-term oriented and we genuinely like to invent. Most companies are not those things. They are focused on the competitor, rather than the customer.

When you let travelers vote with their clicks, and you put that at the center of your decision-making, you build the product they want, and ultimately, their business will follow.