A Quote by Patrick Dixon

Listen to your customers but don't (always) believe what they say-they know even less about the future than you. — © Patrick Dixon
Listen to your customers but don't (always) believe what they say-they know even less about the future than you.
Do not believe that any one can know, better than yourself, what is right for you. Listen to what others have to say, but always form your own conclusions.
Not being in tune with your customers is like living in an alternate reality; the way you think your customers feel about your product is not always the same as what your customers really think about your product.
Always listen to yourself. Believe in you and believe in what you do. And even when other people say you can't handle that.
Living with integrity means...not settling for less than what you know you deserve in your relationships; asking for what you want and need from others; speaking your truth, even though it might create conflict or tension; behaving in ways that are in harmony with your personal values; making choices based on what you believe, and not what others believe.
Listen to the people who love you. Believe that they are worth living for even when you don't believe it. Seek out the memories depression takes away and project them into the future. Be brave; be strong; take your pills. Exercise because it's good for you even if every step weighs a thousand pounds. Eat when food itself disgusts you. Reason with yourself when you have lost your reason.
The future's so random, and so mobile, there's no way you're going to get to your vision of what you want your community to be just by chance alone. I really believe you have to let people know, to use your voice, to say, 'this is what I like about my place, I want to keep it this way, this is what I think can be improved, this is what I disapprove of.' That's the only way you can have a part in shaping the future.
You always want to go out there with the best book possible, so I listen to what my editors say, and even if they don't know how to fix it, I always seem to find a way. 'Trust Your Eyes' is the best book I've written, and I don't know if I can do any better.
Always listen to your customers.
Only by moving away from the comforts of your conference room to truly engage with and listen to your customers can you learn in depth about their problems, produce features to solve those problems, and learn what drives customers to recommend, approve, and purchase products.
When a sizable group of customers speak, I always listen! The 'customers' view' is key to my confidence in decisions.
Find out who you are and figure out what you believe in. Even if it's different from what your neighbors believe in and different from what your parents believe in. Stay true to yourself. Have your own opinion. Don't worry about what people say about you or think about you. Let the naysayers nay. They will eventually grow tired of naying.
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.
Everyone realizes that one can believe little of what people say about each other. But it is not so widely realized that even less can one trust what people say about themselves.
... when you make it a moral necessity for the young to dabble in all the subjects that the books on the top shelf are written about, you kill two very large birds with one stone: you satisfy precious curiosities, and you make them believe that they know as much about life as people who really know something. If college boys are solemnly advised to listen to lectures on prostitution, they will listen; and who is to blame if some time, in a less moral moment, they profit by their information?
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.
More than anything else, I think prospects, customers and citizens watch what you do more than they listen to what you say.
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