A Quote by Aneel Bhusri
Happy employees build great products, and they take care of customers.
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All you can worry about as CEO is making sure your company continues to build great products, deliver the revenue, and keep your customers happy.
What do you really believe makes a difference in the company? For me it's really clear. It's about customers and employees. Everything else follows. If you take care of your customers and you have motivated employees, everything else follows.
The people in the front lines are my customers. I need to keep them happy. And, the best way to take care of your customers is to take care of your workers.
Take good care of your employees, and they'll take good care of your customers, and the customers will come back.
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.
When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process - essentially to say not every one of our customers or employees has great judgment.
When the economy is difficult, people care a great deal about the things they spend their money on. Customers have come to understand that Apple's products aren't priced high - they're priced on the value of what we build into them.
If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.
I know only a few ways to take market share and drive new revenue. I can engineer better products and services, I can build better relationships with my customers and deliver a higher level of service, or I can give my customers a lower price.
I think maybe 50 years ago people and businesses felt like they had to choose between maximizing profits and making customers happy or making employees happy, and I think we're actually living in a special time where everyone's hyperconnected, whether through Twitter or blogs and so on. Information travels so quickly that it's actually possible to have it all, to make customers happy through customer service, to make employees happy through strong company cultures, and have that actually drive growth and profits.
I'm a big believer that if you're happy and your employees are happy, your customers are going to be happy. If you're unhappy and your employees are unhappy, there's no way your customers are going to be happy.
Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order.
Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.
I feel constantly the tension of the quarterly cycles, the drive to produce shareowner value at the cost sometimes of customer value and employee value. [But] if you take equal care of the employees, they will take equal care of the customers and then we will get an equal or better opportunity for our shareowners.
Having been in the restaurant business, our job in the restaurant business is to be responsible for our customers' happiness. It's the nature of the hospitality business. You need to take care of people. You take care of customers above all others. Customers are your lifeblood.
I take so much pleasure at seeing customers who are happy: happy with what they eat, but happy with their friends and sharing a great moment together, and I think that is more important in life than the endless pursuit of perfection.
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