A Quote by Kelly Sue DeConnick

The reader is not the customer. The retailer is the customer. So I try to have as much interaction with the retailers as possible because those are my customers. — © Kelly Sue DeConnick
The reader is not the customer. The retailer is the customer. So I try to have as much interaction with the retailers as possible because those are my customers.
The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.
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.
Every customer interaction is a marketing opportunity. If you go above and beyond on the customer service side, people are much more likely to recommend you.
That's a very critical phase in customer service because you can start to really understand what part of customer service has value to customers and what part is bothering customers.
Lyft is focused on the customer - the driver - as GM is. I've talked many times about our goal being, 'How we can put the customer at the center of what we do so we earn customers for life?' It's a very common goal of putting the customer first.
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.
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.
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.
My aspiration is that M&M become one of the most customer-centric organizations in the world. If we focus on understanding our customers, we will be able to develop customer-centric innovations.
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.
It is possible to tell a customer "no", and have the customer thank you for doing it
Customer satisfaction has always been the number one goal for retailers, and in the future, customers will be more empowered than ever to drive the change they want, as they get more control over their shopping experience.
The reason Netflix chose to use AWS is because they knew they'd be treated as every bit as important a customer as Amazon the retailer is.
It is so much easier to be nice, to be respectful, to put yourself in your customers' shoes and try to understand how you might help them before they ask for help, than it is to try to mend a broken customer relationship.
The Starbucks customer and the Teavana customer are two very different customers, two different need states that are highly complimentary.
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