A Quote by Larry Weber

Don't listen to you customers. They don't know what they want anyway. — © Larry Weber
Don't listen to you customers. They don't know what they want anyway.
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.
This is what customers pay us for - to sweat all these details so it's easy and pleasant for them to use our computers. We're supposed to be really good at this. That doesn't mean we don't listen to customers, but it's hard for them to tell you what they want when they've never seen anything remotely like it.
When a sizable group of customers speak, I always listen! The 'customers' view' is key to my confidence in decisions.
I know a lot of Millennial women who don't listen to the program, anyway, when you mention my name - they've heard so much gunk and so many things that are not true - they say, "I never listen to that!" Say, "You've got to."
You can go a hundred miles a second Don't have to drive no lousy cab Got everything you want and more man And the King picks up the tab You walk around on streets of gold all day And you never have to listen To what these customers say and I know.
If you wait for customers to tell you that you need to do something, you're too late. Good business leaders should be half a step ahead of what customers want, i.e. they don't actually quite know they want it. That's what innovation's about. With Plan A, we didn't wait for the consumers to tell us.
A lot of people put out albums with sort of crappy songs and a couple of singles because they know no one's going to listen to it anyway. We very much wanted it to be something that you do listen to from beginning to end and had a narrative that was important.
Major brands don't know what to do with happy customers. They make it hard for customers to say thanks and way too often companies don't celebrate and embrace customers' positive gestures.
Spend a lot of time talking to customers face to face. You'd be amazed how many companies don't listen to their customers.
I want you to say to me right from the start, "We are here to serve customers. We're not here for me to make a lot of money. We're not here to bet on interest rates or credit spreads. We are here to serve our customers really well over a long period of time, and that's how you build a successful business." And so I want to see that, too, you know?
I have connected by phone with customers who have left negative reviews and had a chance to get to know them. Not only was I able to solve their problems, a lot of the customers were so happy with the customer service that they become repeat customers.
Listen to your customers but don't (always) believe what they say-they know even less about the future than you.
Sometimes there are customers who get in difficulty because of situations that are out of their control. These are customers with genuine needs, and the role of the bank is to accommodate these customers, and there is a real need to reschedule the loans of these customers.
No. No. I don't listen to anyone except my ... inner child anyway. If someone had said to me, Amy, lose a stone which they wouldn't - I don't think I would have listened anyway.
Founders, presuming they know their customers, assume they know all the features customers need.
Every employee at Workday thinks about how they are going to help customers be successful. It is a simple formula, but a lot of companies go out, and they don't listen to their customers; they don't try to solve hard problems, making it tougher for themselves to create a great business.
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