A Quote by Brad Stone
I don't think value to the customer is achieved at the expense of employees' welfare.
Related Quotes
I feel constantly the tension of the quarterly cycles, the drive to produce shareowner value at the cost sometimes of customer value and employee value. [But] if you take equal care of the employees, they will take equal care of the customers and then we will get an equal or better opportunity for our shareowners.
All of my employees have passion, the philosophy of caring about the customer as an individual customer.
Highly engaged employees make the customer experience. Disengaged employees break it.
The decision-makers should communicate the customer pictures and the logic of the strategies and actions. That communication allows employees throughout the organization to implement the strategies and actions, tweaking them appropriately in response to variations in the marketplace. It also allows employees to recognize information in the marketplace that contradicts the customer pictures, either because the pictures were not entirely correct or because customers have changed.
If the employees come first, then they're happy. A motivated employee treats the customer well. The customer is happy so they keep coming back, which pleases the shareholders. It's not one of the enduring green mysteries of all time, it is just the way it works.
Not only are the philosophies of animal rights and animal welfare separated by irreconcilable differences... the enactment of animal welfare measures actually impedes the achievement of animal rights... Welfare reforms, by their very nature, can only serve to retard the pace at which animal rights goals are achieved.
Everyone talks about building a relationship with your customer. I think you build one with your employees first.
American critics of welfare statism are often surprised to learn that countries like West Germany, with a much more comprehensive welfare state and a statistically larger public sector, have fewer government employees per capita than the United States does.
Profits are related to customer retention. Customer retention is related to employee retention. Employee retention may or may not be related to benefits, but benefits could be part of the package that causes people to stay and -- by the way -- engage in discretionary effort. .. If you go into any organization that's customer-facing, you can tell in five minutes when the employees are feeling abused. They retaliate on the customers.
We are superior to the competition because we hire employees who work in an environment of belonging and purpose. We foster a climate where the employee can deliver what the customer wants. You cannot deliver what the customer wants by controlling the employee.
I think competition is good. It finally delivers the best value to the customer, and I think it keeps all the players on their toes.
What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.
Value-first is a perception. If your customer does not perceive it as value, then it's not very valuable.
Customer-centricity should be about delivering value for customers that will eventually create value for the company.
The point of page one is to make people turn to page two and if at the end of the book people think that the book was good value for money, you have achieved something, because if you haven't achieved those things you're not going to achieve the other thing.
I think maybe 50 years ago people and businesses felt like they had to choose between maximizing profits and making customers happy or making employees happy, and I think we're actually living in a special time where everyone's hyperconnected, whether through Twitter or blogs and so on. Information travels so quickly that it's actually possible to have it all, to make customers happy through customer service, to make employees happy through strong company cultures, and have that actually drive growth and profits.
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