A Quote by Aneel Bhusri
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.
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I have connected by phone with customers who have left negative reviews and had a chance to get to know them. Not only was I able to solve their problems, a lot of the customers were so happy with the customer service that they become repeat customers.
Only by moving away from the comforts of your conference room to truly engage with and listen to your customers can you learn in depth about their problems, produce features to solve those problems, and learn what drives customers to recommend, approve, and purchase products.
Spend a lot of time talking to customers face to face. You'd be amazed how many companies don't listen to their customers.
Customers are a great way to finance a business for many reasons. First, customer financing is typically non dilutive. They want something from you other than equity in your business. Customers also help you fit your product to the market. And customers will help debug and improve the quality of the product.
Major brands don't know what to do with happy customers. They make it hard for customers to say thanks and way too often companies don't celebrate and embrace customers' positive gestures.
Every business needs to get out of their own mindset and into the aspirational mindsets of their customers and clients and create services and products that are beyond their customers' imagination but will be what they 'gotta have' in the future.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
I think technology advanced faster than anticipated. In that whirlwind, a lot of companies didn't survive. The reason we have done well is because, even in that whirlwind, we kept heads-down focused on the customers. All the metrics that we can track about customers have improved every year.
Sometimes there are customers who get in difficulty because of situations that are out of their control. These are customers with genuine needs, and the role of the bank is to accommodate these customers, and there is a real need to reschedule the loans of these customers.
We have invested in many of our customers in the health care business by lending or leasing money for equipment purchases or investing in some customers to help them grow business.
Often, very talented technical people find it extraordinarily difficult to take the viewpoint of customers, who are often ignorant about the technology and who may have strong and perhaps incorrect prejudices about it. The technical people may believe, deep down, that they know better what customers "should" need. Customers, of course, have a different perspective. They want products that will solve customer problems and provide other customer benefits, and will do so without undue risk or cost. Not infrequently, customers view advanced technology itself as a risk.
I want you to say to me right from the start, "We are here to serve customers. We're not here for me to make a lot of money. We're not here to bet on interest rates or credit spreads. We are here to serve our customers really well over a long period of time, and that's how you build a successful business." And so I want to see that, too, you know?
One of the great strengths of American culture is this empowerment of individual, is the individual being able to be entrepreneurial, create new things. But you create a whole group of people to make great companies. It's employees and investors and customers and partners. The fabric of society, of a network of relations, is key to being successful.
The Mesh is reshaping how we go to market, who we partner with and how we invite participation and engage new customers. . . . If you embrace the Mesh youll discover how your business can inspire customers in a world where access trumps ownership.
Customers will always be nervous about lock-in, and I think the experience they had particularly with a company like Oracle, where it's a really hard thing to get out of, and they're so hostile to their customers, that I think it's a concern for every enterprise.
The jewelry business is a very, very tough business - tougher than the computer business. You truly have to understand how to take care of your customers.
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