A Quote by Andrew Mason

If you're open with people and provide context for the decisions that your making, customers will stick with you. — © Andrew Mason
If you're open with people and provide context for the decisions that your making, customers will stick with you.
It's very hard to establish an economy of trustworthiness. The key is continuing to innovate and to keep your customers through innovation, because the customers can leave. But once you are a dominant player that continues to innovate and provide a good deal, customers will stay with you.
Imagine you're a forty-year-old, Richard," Hamilton said to me around this time, while working as a salesman at a Radio Shack in Lynn Valley,"and suddenly somebody comes up to you saying, 'Hi, I'd like you to meet Kevin. Kevin is eighteen and will be making all of your career decisions for you.' I'd be flipped out. Wouldn't you? But that's what life is all about - some eighteen-year-old kid making your big decisions for you that stick for a lifetime." He shuddered.
As a leader, you absolutely must expend your energy engaging your frontline employees so that they will take care of customers, who will tell stories about how great your company is to other people, who will become new customers.
On most lines, making a sale without making a convert does not count for much. Sales made by conviction - by advertising - are likely to bring permanent customers. People who buy through casual recommendations often do not stick
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.
Poor people aren't making dumb decisions because they are dumb, but because they're living in a context in which anyone would make dumb decisions.
If you're constantly making business decisions on behalf of your investors first, ultimately you're going to wear down your other stakeholders. It's going to be potentially hurtful for your employees and your customers and the community you do business with.
I think all people's lives are controlled by their decisions. You look at people's lives - it's not their conditions, it's their decisions. So everybody has a choice and every moment in your life you're making decisions.
With resilience you are learning to be flexible and take feedback on how people are experiencing what you are building, you're listening to what your customers are saying, you're building these relationships, and making better decisions over time. That all really starts with that resilience and that willingness not to be perfect.
History reminds us that revolutions are not events, so much that they’re processes – that for tens of thousands of years, people have been making decisions that irrevocably shaped the world that we live in today; just as today, we are making subtle, irrevocable decisions that people of the future will remember as revolutions.
Good service leads to multiple sales. If you take good care of your customers, they will open doors you could never open by yourself.
If God is first, and you kind of center everything else around Him being the main focal point, you really can make decisions that will not only mold you, but God will see exactly how you're making your decisions and then will bless you for it.
Writing a novel, when it's all going well, it's wonderful. You're lost in the world, and you have a relationship with your own mind. Also, as a novelist, you don't have to yell at anyone. But being an executive producer of a TV show, all you have is people coming at you with questions, and you're making decisions, decisions, decisions.
You mustn't regret decisions that you make. Because the decisions are made out of your gut in a way and you have to stick with them.
Get your product into users' hands as quickly as possible and incorporate the crowd's feedback to iterate. Your customers will provide the data you need to chart the best course for your company and bury any competitor that goes it alone.
If you provide enough value, then you earn the right to promote your company in order to recruit new customers. The key is to always provide value.
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