A Quote by Scott D. Anthony
Of course if you are launching a new business you can thinking about revenues, profits, and so on, but metrics such as customer satisfaction or employee retention might be meaningful if you are focusing more internally.
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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.
Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.
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.
Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.
If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow.
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.
One of the most watched - and least meaningful - financial metrics each quarter is the number of 'earnings surprises,' or instances in which companies' profits beat analysts' expectations.
I think I've done a good job in the industry from the standpoint of employee morale and customer satisfaction, and as an innovative thinker in tech.
What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.
If you focus on what you want and you persevere, chances are you succeed. You know, that's what I found. It might not be in acting - it might be in business, financing, it might be in the arts, it might be in anything. But it's all about focusing and being inspired.
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.
Over the years, I have found a way to use this business and this platform to talk with people about important issues. To the degree you can bring a sense of purpose to what you do, it makes the relationship with the customer that much more meaningful and purposeful.
You can never go too far wrong by thinking like a customer who’s new to the business.
A tax cut means higher family income and higher business profits and a balanced federal budget....As the national income grows, the federal government will ultimately end up with more revenues. Prosperity is the real way to balance our budget. By lowering tax rates, by increasing jobs and income, we can expand tax revenues and finally bring our budget into balance.
The pendulum of cookery techniques became more significant than the actual experience. And when that happens, the customer's satisfaction becomes secondary to the chef's satisfaction. And in that case, you have an upside-down equation. Because the customer is the basis of our restaurant, first of all, and if the chef becomes the most important person at the table - even more so than the guests - then suddenly you're left with something that doesn't really work.
When you can show concern about what matters to your customer, that's Business to Customer Loyalty, and you can bet on it, you've just acquired a customer for life.
