A Quote by Lou Gerstner

Everything starts with the customer. — © Lou Gerstner
Everything starts with the customer.

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Lou Gerstner
Born: March 1, 1942
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.
True marketing starts...with the customer, his demographics, his realities, his needs, his values. It does not ask, "What do we want to sell?" It asks, "What does the customer want to buy?"
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.
In India, I personally believe yes, there is a clear fear of unknown; there's a lot of risk aversions in science and technology. They want predictability in everything they do, and it starts from people. It starts from investors. It starts from the regulators. You see that mindset across the society.
The secret to sucessful customer service starts with YES!
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.
Disruption starts with committing to excellence and taking a stand for your customer.
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.
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.
It is wrong to have an ideal view of the world. That's where the mischief starts. That's where everything starts unravelling.
Here is how it is for women. We become our schedules. That starts to feel good. Then it starts to feel necessary. Then it starts to feel like everything.
When Donald Trump is in trouble, he starts yelling, he starts screaming. He starts insulting. He starts cursing.
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.
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.
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.
Shampoo doesn’t have to foam, but we add foaming chemicals because people expect it each time they wash their hair. Same thing with laundry detergent. And toothpaste—now every company adds sodium laureth sulfate to make toothpaste foam more. There’s no cleaning benefit, but people feel better when there’s a bunch of suds around their mouth. Once the customer starts expecting that foam, the habit starts growing.
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