A Quote by Uday Kotak
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.
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Innovation has stalled in the banking industry. While the rest of the world is in the digital age, banking remains stagnant. We are here to change this and bring banking to the 21st century. We will ensure our customers feel involved in the progress of this bank and are offering them a truly enjoyable banking experience – different from anything they have experienced before.
Often people say they can't base their strategies on customers because customers make unreasonable requests and because customers vary too much. Such opinions reveal serious misconceptions. The truly outside-in company definitely does not try to serve all the needs of its customers. Instead, its managers are clear about what their organization can and should do for customers, and whatever they do they do well. They focus.
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.
Customers are still setting the technology agenda. Not just you, our customers, but your customers as well. What more and more are telling you is what kind of services they need, and how and when they want those services delivered to them. And in fact, that is just the beginning.
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.
At Shutterstock, we've been offering tutorials to customers and contributors on our blog for many years. Our audience already viewed us as thought leaders on the latest digital and creative skills; we felt it so natural for us to launch Skillfeed, which is an online marketplace for professional learning.
Windows Mobile enables our industry partners to customize devices according to their customers' needs while including productivity features such as access to e-mail, contacts, calendar, and other critical business information for mobile workers on the go.
The digitally native vertical brand (DNVB) is born on the Internet. It is aimed squarely at millennials and digital natives. It doesn't have to adapt to the future; it is the future. It doesn't need to get younger customers. It starts with younger customers.
We usually do pay attention to our outer appearance, typically noticing whatever part of our bodies we are unhappy about. It behooves us, however, to get on very good terms with more than just the surface of our bodies as we grow older; for if we don't listen to our bodies and pay attention to our physical needs and pleasures, this vehicle that we need to be running well to take us into a long and comfortable life, will limit what we can do and who we become.
I am confident that our experience, our scale, our intimate knowledge of the needs of our customers put us on the front line of economic and social progress.
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.
Favored Nations is a long-term commitment. Our hope is that those who are passionate about real musicianship will want to hear and own most of our albums. We will set out to attain the same direct relationship with our customers that we have with our artists.
If you look at our customers, our customers tend to be really high-end people who make big, sophisticated systems.
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.
Our assimilation efforts are based on building long-term relationships and value with our customers, and the success of these efforts is measured partly by our ability to stimulate customers to make a second purchase within 90 days.
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.
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