A Quote by Bill Davidow

The longer you wait, the harder it is to provide outstanding customer service. — © Bill Davidow
The longer you wait, the harder it is to provide outstanding customer service.
Service standards keep rising. As competitors render better and better service, customers become more demanding. Their expectations grow. When every company's service is shoddy, doing a few things well can earn you a reputation as the customer's savior. But when a competitor emerges from the pack as a service leader, you have to do a lot of things right. Suddenly achieving service leadership costs more and takes longer. It may even be impossible if the competition has too much of a head start. The longer you wait, the harder it is to produce outstanding service.
Getting service right is more than just a nice to do; it's a must do. American consumers are willing to spend more with companies that provide outstanding service - ultimately, great service can drive sales and customer loyalty.
Firms need to ensure that their ability to provide effective customer service keeps pace with their growth. If you're marketing your firm to new customers, you better be able to provide them service when they do business with you.
Business is all about the customer: what the customer wants and what they get. Generally, every customer wants a product or service that solves their problem, worth their money, and is delivered with amazing customer service.
Look, I think that when we started Virgin Atlantic 30 years ago, we had one 747 competing with the airlines that had an average of 300 planes each. Every single one of those have gone bankrupt because they didn't have customer service. They had might, but they didn't have customer service, so customer service is everything in the end.
It's much harder to provide a great customer service than I would have ever realised. It's much more art than science in some of these other areas and not just about the facts but about how you are conveying them.
I will work to ensure Duke Energy is positioned to continue its track record of outstanding customer service and operational and financial excellence.
We’re in the Customer Service business—we just happen to provide airline transportation.
Foremost is the principle that the purpose of consumer research is to understand the customer's needs and wishes, and thus design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer.
There's a level of service that we could provide when we're just at Harvard that we can't provide for all of the colleges, and there's a level of service that we can provide when we're a college network that we wouldn't be able to provide if we went to other types of things.
Companies are starting to measure how effective their customer service is and trying to understand what they can do to improve the customer service process.
Biggest question: Isn't it really 'customer helping' rather than customer service? And wouldn't you deliver better service if you thought of it that way?
Most customer service people are great. It's that one customer service person from hell that drives me crazy!
Follow through with basic values, and remember to provide good customer service.
When a positive exchange between a brand and customers becomes quantifiable metrics, it encourages brand to provide better service, customer service to do a better job, and consumers to actively show their gratitude.
Customer service should not be a department, customer service is everyone's job.
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