Top 1200 Customer Quotes & Sayings - Page 18

We have a terrific team, and our managers are terrific managers, but we have made it too complicated for them and too complicated in a way that they just can't do an excellent job in many cases when it comes to the customer experience.

Take information technology. We have winners implementing CRM (customer relationship management systems) and losers implementing CRM. What mattered in technology is that the technology actually drives either cost reduction or superior strategy execution.

Train your staff (if you have any) to be always helpful, courteous, and knowledgeable. Most importantly, give every member of your staff enough information and power to make those small customer-pleasing decisions, so he never has to say, "I don't know, but so-and-so will be back at..."

Treat [the customer] as guests when they come and when they go, whether or not they buy. Give them all that can be given fairly, on the principle that ‘to him that giveth shall be given’. Remember always that the recollection of quality remains long after the price is forgotten. Then your business will prosper by a natural process.

My advice to anyone who wants to join in on farming is diversify. Nature is diversified, and I know you'll always have a core thing that you'll really like, but hang stuff around the edges of it. It will make your place more interesting for people to come to, and it's a lot easier to sell something else to an existing customer.

It's much harder to provide a great customer service than I would have ever realised. It's much more art than science in some of these other areas and not just about the facts but about how you are conveying them.

It's through neglecting all other values to bring the customer the lowest price that Wal-Mart ended up with such a horrible sex discrimination problem, but that model produces lots and lots of other problems as well, which I think are possibly going to be more difficult to fix.

The game of business used to be like football: size mattered. Then it changed to basketball: speed and agility. Today, business is more like chess. Customer priorities change continually, and the signals given by these changes are vital clues to the next cycle of growth.

Since I begrudgingly started my Instagram account and my social media exposure/connection. I say begrudgingly because I just didn't want to take the plunge, but when I realized it was just a direct connection to our customer and these women, I did it. I like listening to their stories and their feedback.

Each year, we learn that customer service diminishes. You may argue it's because the IRS budget has been cut, but I'm going to argue that it's because the IRS chooses to spend its funds in other areas like the Affordable Care Act, bonuses, and conferences.

You are allowed to do this - don't worry about the rules, don't worry about getting into trouble, your job is to take care of the customer. Your job is to make the person leave happy.

In my view, product/market fit is the most important thing to get right as a startup entrepreneur. There's a variety of ways to do it, but without solving some pain point that the customer gets so excited about they tell their friends, it's really hard in the modern age to get any liftoff.

The key for us is always a multiple-year strategy, and a multiple-year strategy means great products, great customer relationships, and doing solid engineering.

As we continue to drive the benefits of integrating our enterprise skills, capabilities, and experience - what we call operating as 'One Boeing' - we will find new and better ways to engage and inspire employees, deliver innovation that drives customer success, and produce results to fuel future growth and prosperity for all our stakeholders.

If you understand cause and effect, it brings about a set of insights that leads you to a very different place. The knowledge will persuade you that the market isn't organized by customer category or by product category. If you understand the job that consumers need to complete, you can articulate all of the experiences in that job.

The two critical questions to ask are: "Who is my customer?" and "What value am I adding?" Unfortunately, many workers cannot answer these questions. They tend to blindly do things, and develop bad habits of doing things over and over for no good reasons.

In an organization of any significant size, the executives cannot create the future single-handedly. They must develop the enterprise in a constellation of teams within the overall team if they hope to bring the special talents and resources to bear on the challenge of creating superior customer value and sustaining a competitive advantage in the eyes of its customers.

In the case of maternal health care, you look at, well naturally, it's the mother who's the customer, who makes the decisions. But in truth, the mother in many areas, in certain parts of India, the mother has very little decision-making power at all. The real decision-maker is the mother-in-law.

One of the things which make any company successful, in particular the Home Depot, was that we understood and catered to the customer. If it didn't sell, it didn't make a difference what we thought or our research told us. They told us if it was successful by buying it or not.

Targeted marketing delivers a lower customer acquisition cost and gets you to profitable growth faster. The goal is to quickly identify the costs associated with acquiring your most profitable segment of customers and the incremental value - if any - of going beyond your core.

Smart mobile phones connect you with 1 billion users worldwide, basically for free - you don't pay for the phone, you don't pay for the Internet, you don't pay for the wireless connectivity. Social networks let you add a new customer or a new agent, again for free.

My father was and is a great father. My father always wanted to do stand-up. He wanted to be an actor. But instead he did two jobs. He did customer service at a hospital and he worked as a waiter at night. He pretty much sacrificed everything for his daughters.

I did work at a mall in college - I think retail/customer service is just one of the most hideous jobs in the world. So I always try to be extra nice when I go into a store. But malls are part of our culture, if you watched any teen comedy in the '80s. it's clear that malls are where we live!

In Delhi, where I grew up, commerce is brusque. You don't ask each other how your day has been. You might not even smile. I'm not saying this is ideal - it's how it is. You're tied together by a transaction. The customer doesn't tremble before complaining about how cold his food is.

I don't want to pick on Deutsche Bank, but I think the world of the regulated financial conglomerate, it is a strange thing. There is nothing in common between writing checks and running branch offices, issuing credit cards - those are good businesses, but they really have zero in common with M&A advice. They're a different customer.

Unlike Etsy, which is all handmade, we print and ship the products, not the designers. We relieve the designer from having to make and ship everything, package it, and provide customer service. All the designer has to do is submit art and keep doing what they love doing.

Any job that allows me to use my pure water cleaning system and water fed pole is one I love. The wow factor for the customer after we [New View Window Cleaning] are done and they can't believe what we did with "just water and a brush" is something I never tire of.

It is advertising that enthrones the customer as king. This infuriates the socialist...[it is] the crossing of the boundary between West Berlin and East Berlin. It is Checkpoint Charlie, or rather Checkpoint Douglas, the transition from the world of choice and freedom to the world of drab, standard uniformity.

The most successful Subway customers, of course, are the ones who can't keep their hands off their sandwich. Join your artist in the sandwich assembling process. That sneeze guard is a suggestion. That sneeze guard is trying to intimidate you into staying on the customer's side of the partition.

A product is something made in a factory; a brand is something that is bought by the customer. A product can be copied by a competitor; a brand is unique. A product can be quickly outdated; a successful brand is timeless.

The intellectual's hostility to the businessman presents no mystery, as the two have, by function, wholly different standards. While the businessman's motto is the customer is always right, the intellectual's task is to preserve his perceived standards against the weight of popular opinion.

The experience would be that a customer would have total access to Burberry across any device, anywhere, and they would get exactly the same feeling of the brand, feeling of the culture, regardless of where, when, how they were accessing the brand.

We were the first multibrand platform for the customization of designer clothing. And it's great to be a first mover if you manage to pull it off. You can have a great competitive advantage. But if you're quite early, you're learning a lot: both learning as a company, and the customer is still learning.

Their attitude is, 'okay, I am the customer. You are supposed to entertain me.' It's kind of a passive attitude they're taking, and to me it's kind of a pathetic thing. They do not know how interesting it is if you move one step further and try to challenge yourself with more advanced games.

The Kitchen was a really great concept; it just wasn't at the price point that made it accessible to people. People could visit occasionally, and some people were coming regularly. It just wasn't a novel concept for every customer.

I worked at Sears in the Woodfield Mall as a gift wrapper. I'm actually a great gift wrapper, and the customers were so nice to me. I was only 16, and eventually Sears put me in customer service because I was so friendly.

If I had to have my druthers - the best technology, the best cloud... if I had to choose between that and building out a sales force and building out customer support... I would pick the latter.

As a general rule, if you have a product that doesn't get the job done that a customer is needing to get done, then often you have to offer it for zero. Because if you ask for money for it - because if it doesn't do the job well, they won't pay for it.

The Value Proposition Canvas functions like a plug-in to the Business Model Canvas and zooms into the value proposition and customer segment to describe the interactions between customers and product more explicitly and in more detail.

Some story appears in some newspaper that says that somebody said X, Y, and Z, and a customer says, I don't understand what they're talking about - we're running that product, we've been using it for five years, what are they talking about?

We've already seen shifts happening in some of the big companies - Google, Apple - that now understand how vulnerable their customer data is, and that if it's vulnerable, then their business is, too, and so you see a beefing up of encryption technologies. At the same time, no programs have been dismantled at the governmental level, despite international pressure.

I talked about 12 to 18 months, and that's about reaffirming our foundation for sustained growth: getting the discipline back, getting the basics right, getting the customer focus back... so by the end of next year, I hope most of that's in place.

At IMVU, the cost of customer acquisition through our five-dollar-a-day AdWords campaign was less than twenty-five cents. Our revenue from those same customers was more than a dollar.

We always talk about how you have to build a brand from the inside out, not the outside in. Brands are not wrappers. Brands are based on the values of the founders, and then they spread to the people who work for the company, and then that psychological contract is spread to the customer.

Many consumer Internet business executives are loyalists of the Lifetime Value model, often referred to as the LTV model or formula. Lifetime value is the net present value of the profit stream of a customer.

Even in the face of massive competition, don't think about the competition. Just think about the customer.

Developing expertise or assets that are not easily copied is essential; otherwise you’re just a middleman. “ “Don’t try to be the ‘next’. Instead, try to be the other, the changer, the new. “ “Everyone is not your customer. “ “Fire the committee. No great website in history has been conceived of by more than three people. Not one. This is a deal breaker.

Cable companies aren't bad because they're parts of unwieldy media conglomerates. They're bad because they're monopolies (even where they are no longer legally exclusive) and because the government policies that made them monopolies rewarded lobbying over customer service.

Research on the Internet, research what people say about the vintage stores, look online to see if customer service is good because that's really important. Also to see online what other customers say.

The Emilia Wickstead customer is a sophisticated, accomplished woman who expresses her femininity and style through the way she dresses. She appreciates classic with a twist, yet luxurious and high quality clothing that make her feel confident, elegant, and ultimately chic.

At the end of the day, I want to create collections that, although I am inspired by very creative women, I want my customer to walk away with a silhouette that she doesn't even know what collection it comes from. That it just lasts in her wardrobe and makes her feel strong and confident and hopefully happy.

When you focus on results, you will very seldom see a change in your culture. But, if you focus on a customer-centric culture, you will realize long-term results.

In Japan, the attention to detail in customer service is an experience that is unlike anywhere else. It's really quite special. I think everyone who's interested in fashion would do well to take a trip to learn about presentation and the way the merchandise is handed to you. These are skills that no one really thinks about.

You can't just tell your team, 'Think long term.' It doesn't work that way. When you are starting out, you have to always think about trying to build something of value for the customer: something they can use all the time, something of use.

We want to have a diverse workforce that mirrors our customer base. Diversity of thought, we believe, is crucial to business success. We also are a tech company. And when we look at the skills that we need going forward, software engineers, electrical engineers, strong technology backgrounds, that's key for success as well.

Trying to move the volume of products we're talking about from place to place to get it ultimately into the customer's hands, to price these items, to market these items, I think the retail business is incredibly complex. But if you get it right, it's a beautiful thing.

Our employees and competitors thought we were docile. We want to be defiantly disruptive. I don't mean necessarily by launching price wars but by being the best at the basics - having the best customer service, the best on-time performance, the best coffee - in a thoughtful, not a testosterone-laced, way.

Consumers fall in love with a brand and it's important for a brand to develop and stretch itself to provide for their consumers. I don't suspect that a customer will walk into a store to buy a pair of jeans and end up buying a sofa, but it's about providing loyal consumers with a choice to create a lifestyle.

Limos, from the beginning of time, they know who they're picking up, they usually have a credit card on file, they know where the pickup location is, and so there's essentially a prearrangement of sorts, and, of course, the limo customer knows the driver, knows the company, knows the rates. All we've done is make it more accessible.

Discovering your purpose doesn't have to be complicated. Look at what you do and why you do it. Is it to support your family? That's your purpose. Is it to make a difference in your customer's life? That's your purpose.