A Quote by Jeffrey Gitomer

Value-first is a perception. If your customer does not perceive it as value, then it's not very valuable. — © Jeffrey Gitomer
Value-first is a perception. If your customer does not perceive it as value, then it's not very valuable.
it is all the question of identity. ... As long as the outside does not put a value on you it remains outside but when it does put a value on you then it gets inside or rather if the outside puts a value on you then all your inside gets to be outside.
I suppose, at 50, you value things in a different way. So you value connections, you value your friendships, you value your health, and you are much more aware of time passing.
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.
If in the human economy, a squash in the field is worth more than a bushel of soil, that does not mean that food is more valuable than soil; it means simply that we do not know how to value the soil. In its complexity and its potential longevity, the soil exceeds our comprehension; we do not know how to place a just market value on it, and we will never learn how. Its value is inestimable; we must value it, beyond whatever price we put on it, by respecting it.
What's valuable to me has become clearer as I've got older. To me, it's about the value of your time and your day and the value of the people you spend it with.
Many consumer Internet business executives are loyalists of the Lifetime Value model, often referred to as the LTV model or formula. Lifetime value is the net present value of the profit stream of a customer.
It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.
In Burma, we have only about four percent of the people in our country who are (college) graduates. So can we not value the majority? No, we must. If we just value the graduates, then does that mean our people are not valuable? I don't believe that. What is important is we need right people in right positions.
The birth of a new fact is always a wonderful thing to experience. It's dualistically called a "discovery" because of the presumption that it has an existence independent of anyone's awareness of it. When it comes along, it always has, at first, a low value. Then, depending on the value-looseness of the observer and the potential quality of the fact, its value increases, either slowly or rapidly, or the value wanes and the fact disappears.
What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.
Customer-centricity should be about delivering value for customers that will eventually create value for the company.
The most important thing about the first sale is for the very first time in your life something written has value and proven value because somebody has given you money for the words that you've written, and that's terribly important, it's a tremendous boon to the ego, to your sense of self-reliance, to your feeling about your own talent.
I think anybody has, regardless of your gender, we all have equal value if you have value to bring and value to provide, you just have to be willing to use your voice.
I think anybody has - regardless of your gender, we all have equal value. If you have value to bring and value to provide, you just have to be willing to use your voice.
A person that does not value your time will not value your advice.
A value is valuable when the value of value is valuable to oneself.
This site uses cookies to ensure you get the best experience. More info...
Got it!