A Quote by Philip Kotler
Every business is a service business. Does your service put a smile on the customer's face?
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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.
Your customers are the lifeblood of your business. Their needs and wants impact every aspect of your business, from product development to content marketing to sales to customer service.
Your business should be defined, not in terms of the product or service you offer, but in terms of what customer need your product or service fulfills. While products come and go, basic needs and customer groups stay around, i.e., the need for communication, the need for transportation, etc. What market need do you supply?
Firms need to ensure that their ability to provide effective customer service keeps pace with their growth. If you're marketing your firm to new customers, you better be able to provide them service when they do business with you.
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.
Customer service will become the primary value added function of every business.
There are many who subscribe to the convention that service is a business cost, but our data demonstrates that superior service is an investment that can help drive business growth. Investing in quality talent, and ensuring they have the skills, training and tools that enable them to empathize and actively listen to customers are central to providing consistently excellent service experiences.
The key to growing a business is that you need to be meeting some segment of the consumer's needs. If you've got a small business and a product or service that is not popular, you simply have to change your product or service to be more popular.
Don't go into business with the sole objective of making lot of money. If you put service, quality, and customer satisfaction first-the money will follow.
Think about when a digital business marries up with what I'll call 'digital intelligence.' It is the dawn of a new era about being a 'cognitive' business. When every product, every service, how you run your company can actually have a piece that learns and thinks as part of it, you will be a cognitive business.
Deal with complaints. If you give the complaint your attention, you may be able to please this one person this one time - and position your business to reap the benefits of good customer service.
We’re in the Customer Service business—we just happen to provide airline transportation.
Whether you sell hamburgers or computers, we’re all in the customer service business. Our goal must be to exceed our customers’ expectations every day.
The government in business may waste time and money without rendering service. In the end the public pays in taxes. The corporation cannot waste or it will fall. It cannot make unfair rulings or give high-handed, expensive service, for there are not enough people willing to accept inferior service to make a volume of business that will pay dividends.
Feeling prosperous means paying your utility bills on time and with a smile on your face. Prosperity means not only giving to the homeless person, but having a smile on your face when you do it. Prosperity also means buying fresh produce with a smile on your face instead of buying day-old bread or bargain overripe fruit with a scowl on your face. Still more, being prosperous means tipping generously with a smile on your face when the waiter has given you great service instead of trying to stiff him with a mere percent, or worse, no tip at all.
Service standards keep rising. As competitors render better and better service, customers become more demanding. Their expectations grow. When every company's service is shoddy, doing a few things well can earn you a reputation as the customer's savior. But when a competitor emerges from the pack as a service leader, you have to do a lot of things right. Suddenly achieving service leadership costs more and takes longer. It may even be impossible if the competition has too much of a head start. The longer you wait, the harder it is to produce outstanding service.
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