A Quote by Steve Blank
Founders, presuming they know their customers, assume they know all the features customers need.
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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.
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.
I have connected by phone with customers who have left negative reviews and had a chance to get to know them. Not only was I able to solve their problems, a lot of the customers were so happy with the customer service that they become repeat customers.
The outside-in discipline requires that you have an explicit customer-based reason for everything you do in the marketplace. Managers need to create what I call "customer pictures," verbal descriptions of customers that highlight the key customer characteristics and make those customers come alive. Although managers never know as much about customers as they want and need to know, the outside-in discipline requires that they construct customer pictures anyway, basing the pictures on whatever hard data they have plus hypotheses and intuition.
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.
Marketing is your battle plan for the sales team - it's about defining the landscape. Marketing is doing cohort analysis and understanding exactly what possible customers are out there. It's understanding not only which customers will respond to what messages, but also how customers will become clients if you include certain product features.
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.
I have no fans. You know what I got? Customers. And customers are your friends.
Entrepreneurs need to be reminded that it's not the job of their customers to know what they don't. In other words, your customers have a tough enough time doing their jobs. They don't spend time trying to reinvent their industries or how their jobs are performed.
Often, very talented technical people find it extraordinarily difficult to take the viewpoint of customers, who are often ignorant about the technology and who may have strong and perhaps incorrect prejudices about it. The technical people may believe, deep down, that they know better what customers "should" need. Customers, of course, have a different perspective. They want products that will solve customer problems and provide other customer benefits, and will do so without undue risk or cost. Not infrequently, customers view advanced technology itself as a risk.
But the point of a progressive revenue tax is that you create incentives both for breakups, you penalize the acquisitions, and you encourage the development of models where the customers are customers and they know what they're giving up.
If you wait for customers to tell you that you need to do something, you're too late. Good business leaders should be half a step ahead of what customers want, i.e. they don't actually quite know they want it. That's what innovation's about. With Plan A, we didn't wait for the consumers to tell us.
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.
My idea of fun would be to review the customers. I could give some customers one star, so that restaurateurs would know when they walked in not to serve them.
If you can get people who don't know about you to know about you (marketing), and you can convert them into customers (sales), and once they're customers, you can lead them from point A to point B, you can accomplish anything on the planet
If it's servicing a real need, that doesn't go away in a recession. If you're serving a true need, and if you have a loyal group of customers that are falling... As the world goes through a tough time, these customers will stay with you.
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