A Quote by Alan Rickman

You can lull the paying customers as long as they get slapped. — © Alan Rickman
You can lull the paying customers as long as they get slapped.
The easiest way to figure out who the customer is in an online space is to figure out who is paying for the thing. Usually, the people paying are the customers. So on Facebook, the people paying are marketers. That makes them the customers. And it means we are the product being delivered to those customers.
If you ask who are the customers of education, the customers of education are the society at large, the employers who hire people, things like that. But ultimately I think the customers are the parents. Not even the students but the parents. The problem that we have in this country is that the customers went away. The customers stopped paying attention to their schools, for the most part.
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.
As a snow-drift is formed where there is a lull in the wind, so, one would say, where there is a lull of truth, an institution springs up.
Customers get vested in certain paradigms of computing, and those large vendors will try to keep those customers in those paradigms of computing for as long as possible. That's where you basically get the term cash cow.
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.
Customers who are merely satisfied remain your customers only as long as everything goes their way.
It's an open secret that if a debtor is willing to wait long enough, he can probably get away with paying almost nothing, as long as he doesn't mind hurting his credit score.
Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.
A lot of tech people are afraid to get on the phone and talk to their customers, or get on Zoom, or whatever. But I think a great place to start is just be calling your customers all the time.
Customers are the reason we open our doors every day, and keep the machines humming all night long. Customers determine what we eat, where we live, whether we stay in business.
After she's gone, another brief lull sets in. This one is probably the last. But what good is a lull? It's only a breathing spell in which to get more frightened. Because anticipatory fear is always twice as strong as present fear. Anticipatory fear has both fears in it at once - the anticipatory one and the one that comes simultaneously with the dread happening itself. Present fear only has the one, because by that time anticipation is over.
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.
The number one thing small business needs is to get more customers. Spend more time serving existing customers and getting new ones. The challenge for small business is knowing where customers are and reaching them effectively.
The boss is not paying you. They just keep the money for you only. New customers who actually paid
I was married to someone who had more money than me, but because I was the stronger earner and we lived in California - a shocking thing slapped me in the face when we divorced and I had to end up paying him my earnings.
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