A Quote by James Gosling

If you look at our customers, our customers tend to be really high-end people who make big, sophisticated systems. — © James Gosling
If you look at our customers, our customers tend to be really high-end people who make big, sophisticated systems.
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.
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.
We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.
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.
As our products have improved, and you add value at the high end, customers move to the high end.
At the end of the day, customer choice is essential. And we don't make products that compete with Apple, nor make products that compete with Google. Our customers come in both iOS and Android flavors, and I hope our customers can still buy the products they want to purchase wherever they want to purchase them.
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.
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.
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.
We recruit our people for personality. We look for the people person, with innate warmth, sweetness, and intelligence. These are the people who are sending your message out to the customers and potential customers, so we recruit for personality first and foremost.
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.
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.
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.
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.
Major brands don't know what to do with happy customers. They make it hard for customers to say thanks and way too often companies don't celebrate and embrace customers' positive gestures.
We're trying to make the music service a cultural point of reference, and that's why we're making video. We're making video for our Apple Music customers and our future customers.
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