Top 1200 Customers Quotes & Sayings - Page 3

Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order.

There are lots of things about Amazon for which they deserve credit. They're innovative. There are lots of very, very happy Amazon customers. I'm not here to dispute that Amazon has been personally good for me or to say that they haven't been, so far, good to their customers.

The Virgin brand is not a product like Coca-Cola or Famous Grouse whisky. it's an attitude and a way of life to many. That attitude is about giving customers a better time and better value in a fun way that embraces life and seeks to give the customers something new.

Apple does a very good job of not letting its competitors know what it is working on, and Apple does a very good job of not confusing customers by causing them to anticipate what the next new thing is going to be and then causing those customers not to buy the products that are on the shelves now.

Profit isn't and shouldn't be the mission of business. The mission of business is to help people. To help your customers, your co-workers, your employees, and your partners. Success is not a number - it's not X dollars or Y customers - it's a measurement of VALUE.

Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it’s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment there are no shareholders, no employees, no customers and no business.

Downey Savings & Loan receives high ratings from its customers in California in areas related to personal service and for being customer focused. Downey customers are also twice as likely to visit a branch as their primary transaction method, which contributes to higher overall satisfaction levels. Multiple convenient locations and extended operating hours in supermarkets positively increase customer perceptions of convenience for Downey.

Entrepreneurship is all about an idea that creates differentiated business value to one's customers. You must be able to convince your customers about the benefits that association with you or your products will give them. People are ready to pay if they are convinced about your services or products.

Tachyon OPC+ is a natural extension of our market-winning Tachyon platform, giving customers a clear path to minimizing the OPC error budget and producing better-performing circuits sooner and faster. Until now, customers have had to deal with a delicate balance of compromises when producing advanced OPC-enabled circuits, including trading accuracy for speed. Tachyon OPC+ breaks free from these compromises.

Sellers in general maintain the quality of their products and services for fear of losing customers otherwise. But, when price controls create a situation where the amount demanded is greater than the amount supplied - a shortage - fear of losing customers is no longer as strong an incentive. For example, landlords typically reduce painting and repairs when there is rent control, because there is no need to fear vacancies when there are more tenants looking for apartments than there are apartments available.

Loyal customers, or customers who recommend their friends, give me the most pride. I think that is the biggest compliment I can get. I think in the restaurant business, it takes patience from the customer to spark up a relationship with the restaurateur, but it takes also work from the restaurateur to spark up a relationship with his customer.

I want you to say to me right from the start, "We are here to serve customers. We're not here for me to make a lot of money. We're not here to bet on interest rates or credit spreads. We are here to serve our customers really well over a long period of time, and that's how you build a successful business." And so I want to see that, too, you know?

One day I went to the manager and I asked him whether his model was working and he said, "Well, haven't you seen how many customers we have in this store?" And yes indeed I had. I mean it was definitely attracting a lot of customers, even attracting tourist buses that would land up at this store and people would go through the store and marvel at all the options, even sometimes take photographs of the various aisles.

I like to respect my customers.

Customers don't just buy a product - they switch from something else. And customers don't just leave a product - they switch to something else

What do you really believe makes a difference in the company? For me it's really clear. It's about customers and employees. Everything else follows. If you take care of your customers and you have motivated employees, everything else follows.

If you look after the customers and look after the people who look after the customers, you should be successful.

The fact that used cars is our largest category is a good example. We would not have sat in a conference room and said, "Hey, how about used cars?" So what can be learned that is extensible to other companies is to ask what are your customers doing with your products that maybe you didn't anticipate that they would do? How do you think of your customers as your research and development lab, as opposed to having an R&D lab at headquarters?

Without our customers, we don't have a business.

Motivate them, train them, care about them and make winners out of them. We know if we treat our employees right, they'll treat the customers right. And if customers are treated right, they'll come back.

If you make customers unhappy in the physical world, they might each tell 6 friends. If you make customers unhappy on the Internet, they can each tell 6,000 friends.

To customers, it's the shirt that matters, not where it's made.

With customers' permission, fintech firms have increasingly turned to data aggregators to 'screen scrape' information from financial accounts. In such cases, data aggregators collect and store online banking logins and passwords provided by the bank's customers and use them to log directly into the customer's banking account.

People ask me, how is managing in the New Economy different from managing in the Old Economy? Actually, it's a lot the same. It's about the financial discipline of the bottom line, understanding your customers, segmenting your customers by their needs, and building a world-class management team.

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.

Listen to customers and you will hear them. Look carefully at customers and you will see them. Do both and you will understand them.

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.

Starting my own business was kind of a wakeup call in a number of different ways. I had to meet a payroll every week, and we had to satisfy customers, and we had competitors that we had to compete with in order to have those customers come into our stores, and we had to compete with other employers for our employees.

What have the masses been clamoring for? Jobs and welfare, and they got 'em. They've also got unions and managements like two armies converting the whole economy into a battleground with the customers as victims, except that the victims are also in the army. They think in battle terms by day and like customers at night.

Customer relationships are defined by customers.

A lot of the philosophies of the businesses are just 'we're interested in getting customers now and if we're losing money with each customer now that's okay because we have this huge hoard of venture capital that we can subsidise the operation with and once we have the required number of tens of millions of customers and we drive our competitors out of business, then we can start to raise prices and become a proper business.'

Groupon's model: Getting the group discount rate first, finding the group second. The daily deal goes out and, if a minimum number of people sign up, they can all share in the group rate. Vendor gets customers, customers get a discount, Groupon gets a cut.

I think a much better use of time and resources is to really focus on your existing users or customers and figure out what changes can you make in the Web site, the service, the product, whatever, to get them to come back more often to generate that repeat business and once you kind of figure out that formula, then when you get new customers the whole thing just kind of grows exponentially.

Take good care of your employees, and they'll take good care of your customers, and the customers will come back.

Clubs have sponsors. They are just there for commercial reasons but the club calls them partners. Then you have the fans. The fans are emotionally involved, they are loyal, and the clubs call them customers. I think fans owning a share of the club would mean the owners know what 'customers' really think and feel.

Obsess about customers, not competitors.

If you don't talk to your customers, how will you know how to talk to your customers?

Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.

Always treat your employees exactly as you want them to treat your best customers. You can buy a person's hand, but you can't buy his heart; his heart is where his enthusiasm is. You can buy his back, but you can't buy his brain. That's where his creativity is. Treat employees as volunteers just as you treat customers as volunteers, because that's what they are. They volunteer the best parts - their hearts and minds.

We want our users to use the Found Money feature so they can get extra money while they shop, which will be invested in their future. And that's a powerful idea for our customers, and it is a powerful idea for brands because from their perspective they are increasing loyalty for their brands by investing in their customers' future. And of course it helps us grow our business.

The sign brings customers.

We built Zoom for the business customers.

My customers are successful workingwomen.

... Our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company's success.

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

Convincing isn't really possible in an age of customer control. Customers hold most of the cards today. They have good visibility into their choices, and they can easily share information with each other. Not only that, they don't like to be sold. But they do like to buy. Your job shouldn't be to convince customers to buy, but to help them buy what they want.

Many companies operate from more of a command-and-control environment - they decide what's going to happen at headquarters and have the organization execute. That doesn't work here because it's the community of users who really have control. So we enable, not direct. We think of our customers as people, not wallets. And that has implications for how we run the company. We partner with our customers and let them take the company where they think it's best utilized.

Customers should complain more. You know, food's expensive nowadays. And these sommeliers come along with their thousand-page wine list and practically throw it in your lap. They're all businessmen and know that customers get intimidated and buy something overpriced. I say, always put them on the spot. 'You come back to me with a red wine at $30, $40. Come back to me with a choice.'

SDN is a major shift in the networking industry. At Juniper, we think the impact of SDN will be much broader than others have suggested. It will redefine networking and create new winners and losers. We're embracing SDN with clearly defined principles, a four-step roadmap to help customers adopt SDN within their business, and the networking industry's first comprehensive software-centric business model. We're incredibly excited about the value that SDN will deliver to our customers and are committed to leading the industry through this transition.

I've never been in the enterprise where your customers are your partners. It was always, you had customers, and you had partners.

I think maybe 50 years ago people and businesses felt like they had to choose between maximizing profits and making customers happy or making employees happy, and I think we're actually living in a special time where everyone's hyperconnected, whether through Twitter or blogs and so on. Information travels so quickly that it's actually possible to have it all, to make customers happy through customer service, to make employees happy through strong company cultures, and have that actually drive growth and profits.

Having said that, I must now admit that I was still afraid of human beings, and before I could meet even the customers in the bar I had to fortify myself by gulping down a glass of liquor. The desire to see frightening things—that was what drew me every night to the bar where, like the child who squeezes his pet all the harder when he actually fears it a little, I proclaimed to the customers standing at the bar my drunken, bungling theories of art.

You have to treat your employees like your customers. When you treat them right they will treat your outside customers right.

Twenty years ago if you provided someone with horrible service, it may take weeks or even months for the word-of-mouth message to get out to 15-20 potential customers. Today, with social media, thousands of potential customers can learn about horrible service within hours, minutes or even seconds after it happens.

It is customers that decide if we succeed.

Right now, there are a limited number of customers for Canadian oil. Due to simple geography - and without the pipeline - it's really only cost effective for Canadian oil producers to sell their oil to North American customers, mostly American Midwesterners.

Customers get vested in certain paradigms of computing, and those large vendors will try to keep those customers in those paradigms of computing for as long as possible. That's where you basically get the term cash cow.

I get all of my motivation from my customers.

Our alliance with AARP provides valuable insights into the critical 50- plus consumer segment. For more than two decades, The Home Depot has delivered home improvement know-how to customers of all ages. With the help of AARP, our newest workshops will address the specific interests of customers 50 and over.

I think our customers don't need anything. They just want something special. This is why we do collections - not just the Spring fashion show, but the pre - Fall and cruise lines too. The customers love to find something in the shop they don't see in a magazine. This is the trick about the cruise and pre-Fall collections. Nobody knows about them. When you go to the shop, you really find something you don't see anywhere else.