A Quote by Sam Walton
The secret of successful retailing is to give your customers what they want. And really, if you think about it from the point of view of the customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience.
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The secret of successful retailing is to give your customers what they want
My view is that everything begins with the customer. If you know the customer, then you can match the merchandise and then you can market it. The marketing is kind of the icing. The foundation is the cake. That's the merchandise. Then the question is, "Do the customers want cake, or do they want cupcakes or donuts. What is it?"
Convincing isn't really possible in an age of customer control. Customers hold most of the cards today. They have good visibility into their choices, and they can easily share information with each other. Not only that, they don't like to be sold. But they do like to buy. Your job shouldn't be to convince customers to buy, but to help them buy what they want.
We want the best prices we can give our customers, with all our products... But it really is about the quality first and the experience.
Downey Savings & Loan receives high ratings from its customers in California in areas related to personal service and for being customer focused. Downey customers are also twice as likely to visit a branch as their primary transaction method, which contributes to higher overall satisfaction levels. Multiple convenient locations and extended operating hours in supermarkets positively increase customer perceptions of convenience for Downey.
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.
Good customers want good quality service. Great customers want it even more.
In Japan, the attention to detail in customer service is an experience that is unlike anywhere else. It's really quite special. I think everyone who's interested in fashion would do well to take a trip to learn about presentation and the way the merchandise is handed to you. These are skills that no one really thinks about.
Customers want high-quality food, good service, and good store experience, and most retailers fail to deliver on those.
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.
The customer wants what the customer wants - when they want it, where they want it, and how they want it. And if you want to build a big business, and you want to be meaningful to a big, broad group of customers, you need to think about how you're going to meet them in the various places where they might expect to see you.
Always be prepared if someone asks you what you want for Christmas. Give brand names, the store that sells the merchandise, and, if possible, exact model numbers so they can't go wrong. Be the type who's impossible to buy for, so they have to get what you want.
I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.
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.
Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you’re growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse—the key vital sign of a company.
Customers are a great way to finance a business for many reasons. First, customer financing is typically non dilutive. They want something from you other than equity in your business. Customers also help you fit your product to the market. And customers will help debug and improve the quality of the product.
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