A Quote by Jeffrey Gitomer

If you own the problem, you own the customer. If you lose the problem, you lose the customer. It's that simple. — © Jeffrey Gitomer
If you own the problem, you own the customer. If you lose the problem, you lose the customer. It's that simple.
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.
It is said if an organization listens to the complaint of a customer and the problem is fixed, the customer remains a loyal customer and tells approximately seven others about the experience. Conversely, if a person is ignored and the problem not fixed, that customer will not deal with that organization anymore and will tell approximately twenty other people about the negative experience.
When you lose a customer, it can be tempting to tell each other, "That customer's not very sharp. They just made the wrong decision".
A true entrepreneurial enterprise begins with a big idea - a unique way to solve a customer's problem. Your customer, after all, is the only justification for creating a company in the first place. Without a big, transformational idea, you can't produce a great result for your customer.
Usually, what I recommend to entrepreneurs is to focus on telling the problem first, about the customer or the person who has that problem.
The most common way customer financing is done is you sell the customer on the product before you've built it or before you've finished it. The customer puts up the money to build the product or finish the product and becomes your first customer. Usually the customer simply wants the product and nothing more.
I'm a bad customer for my own buildings! If I'm choosing an apartment, I choose one about five or six stories high so that I can see the people, the trees, and the world on the street. Beyond that, I lose contact with the ground!
If the store were your own business, you'd escort the customer to a product's location in the store and refer to the customer by name.
Traditional sales and marketing involves increasing market shares, which means selling as much of your product as you can to as many customers as possible. One-to-one marketing involves driving for a share of customer, which means ensuring that each individual customer who buys your product buys more product, buys only your brand, and is happy using your product instead of another to solve his problem. The true, current value of any one customer is a function of the customer's future purchases, across all the product lines, brands, and services offered by you.
Companies cannot really see beyond their current customer base. They explicitly or implicitly do things to protect their current customers. And the last person to want real change is your customer. This is why most new ideas come from small companies that have nothing to lose.
When you can show concern about what matters to your customer, that's Business to Customer Loyalty, and you can bet on it, you've just acquired a customer for life.
Never Get Into An Argument With A Customer. If You Win The Argument You Will Almost Invariably Lose The Sale. And I Don't Like Your Chances For A Sale If You Lose The Argument Either.
Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles, which gave good light.
Mathematicians come to the solution of a problem by the simple arrangement of the data, and reducing the reasoning to such simple operations, to judgments so brief, that they never lose sight of the evidence that serves as their guide.
Customer expectations? Nonsense. No customer ever asked for the electric light, the pneumatic tire, the VCR, or the CD. All customer expectations are only what you and your competitor have led him to expect. He knows nothing else.
Quality that significantly exceeds the customer's expectations doesn't seem to pay off. This 'delight the customer' stuff isn't rewarding. One has to be careful about delighting customers too often, because it sort of reshapes customer expectations.
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