A Quote by Oscar Munoz

I'm told by our internal surveys that we take of customers - by customers themselves directly and by a very large group of our employees - that there's a new spirit at United.
If you ask who are the customers of education, the customers of education are the society at large, the employers who hire people, things like that. But ultimately I think the customers are the parents. Not even the students but the parents. The problem that we have in this country is that the customers went away. The customers stopped paying attention to their schools, for the most part.
The number one use case for social media among our customers is around innovation - innovating with employees and with customers. For most businesses this is going to deliver the highest ROI.
Having been in the restaurant business, our job in the restaurant business is to be responsible for our customers' happiness. It's the nature of the hospitality business. You need to take care of people. You take care of customers above all others. Customers are your lifeblood.
We need to put ourselves in the shoes of our customers. That is my new battle cry. Live and breathe Starbucks the way our customers do.
I believe a balanced life is essential, and I try to make sure that all of our employees know that and live that way. It's crucial to me as a manager that I help ensure that our employees are as successful as our customers and partners.
We expect our employees to care about the community, the company, their teammates, customers, and themselves.
I feel many responsibilities - to our customers, to our employees, to the environment, to the world at large. But I don't want to feel responsible to investors, to outsiders with financial concerns that may differ from those of the welfare of IKEA.
Starting my own business was kind of a wakeup call in a number of different ways. I had to meet a payroll every week, and we had to satisfy customers, and we had competitors that we had to compete with in order to have those customers come into our stores, and we had to compete with other employers for our employees.
Delta's plan to upgrade JFK facilities will improve our customers' travel experience and make it more efficient and enjoyable to travel through one of the world's premier international gateways. Our customers should make no mistake that Delta is committed to New York and that this summer's expansion at JFK is an important step in offering enhanced service to customers in most every direction we serve from New York City.
As a leader, you absolutely must expend your energy engaging your frontline employees so that they will take care of customers, who will tell stories about how great your company is to other people, who will become new customers.
What do you really believe makes a difference in the company? For me it's really clear. It's about customers and employees. Everything else follows. If you take care of your customers and you have motivated employees, everything else follows.
We have to broaden our appeal to more customers than simply high-end customers. We have to understand that, in the aggregate, there are fewer customers out there, so we have to appeal to them all.
We saw that our customers required help beyond the data sets they had and that they could benefit from a wider opinion. So we built SurveyMonkey Audience, and we've now got 4 million users who signed up to take surveys. Our clients can choose the demographic they want to hear from, and we can provide that sample.
Our view is that younger customers love our digital offering, our mobile banking applications and so on. Older customers expect relationship managers and want much more personal attention in terms of their needs.
If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.
If you look at our customers, our customers tend to be really high-end people who make big, sophisticated systems.
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