Top 1200 Satisfied Customers Quotes & Sayings - Page 20
Explore popular Satisfied Customers quotes.
Last updated on April 16, 2025.
The decisions you make affect a lot of people. You have investors, employees, and customers who all rely on you. Being a leader is a 24-hour-a-day job.
The Max 10 will provide customers with even more flexibility in terms of airplane range and higher seat count.
We see some positive signs coming from our North American customers. The desire to move fast to 5G is certainly there.
I'm always trying to find something new for my customers. Every season, I try to top myself and push it a little further.
The payoff of a customer-centric approach to software and digital product design is substantial and long-lasting for both companies and their customers.
For commercial customers, we have invested in specialist mobile-first sales capabilities, and we are building out our device-selling channel.
My job is to make sure that as our customers' priorities change, as the environment changes, we shift that portfolio of products to meet them.
I'm building a glass pyramid over the Egyptian escalator where my body will be mummified, so my customers can come and see me forever.
If you're going to say to all the people that you're working with, 'We want you to treat the customers honestly; don't lie and don't cheat,' it is somewhat hypocritical if you're not following the same rules.
History has shown that incumbents tend to fight trends that challenge established ways and, in the process, lose focus on what matters most: customers.
We significantly increased our global presence in 2014. During the year, we expanded the number of languages in which we serve customers to a total of 20.
Customers must be delicately angled for at a safe distance - show yourself too much, and, like trout, they flashed away.
The most important question regarding Big Data at almost any company is: How much are your customers really worth?
Another thing he told his customers was that one of the great accounting unknowns of the modern age was how to value knowledge. It was an exciting field.
With the advent of wearable technology, companies will soon be able to better provide ads to customers based on their real-time activity.
This is one of the innovator’s dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.
We can provide beta software to our developers in advance of the general public. We can easily link up with external partners, customers, and suppliers.
Although I have never worked in a community bank, I have been a customer, and I know from personal experience the special skills that these institutions bring to their customers.
TalkTalk was not a highly trusted brand before the cyber attack but customers now say that we looked after them in difficult circumstances.
People love to play expectations games, and that is always bad for collaboration internal to a team, with your manager, or externally with customers.
Don't ask your customers what they want. This rule is based on the view that they probably don't know. You have to fully understand them, the context for their needs and their major dissatisfactions.
We have a lot of existing customers which are also considering Linux desktop migrations and rolling out some of these programs, so we're learning from them.
You'll learn more in a day talking to customers than a week of brainstorming, a month of watching competitors, or a year of market research.
In pubs across the land, the customers speak of little else but lunar nutation, especially since the moon is nutating at this very moment.
In companies, there are three activities that should be labeled better. First there is the "CORE" which is the thing the company does that its customers pay it to do.
Once an ebook hits the Kindle Top 100, sales tend to snowball as new customers discover it in greater numbers.
. . . the world is filled with the kind of customers who deserve the care and attention I advocate, and I'd be willing to jump through hoops to win and keep them.
Customers perceive service in their own unique, idiosyncratic, emotional, irrational, end-of-the-day, and totally human terms. Perception is all there is!
We can collaborate with a Netscape employee or partner who's halfway around the world. We can distribute information and software to customers and shareholders, and get their feedback.
At the expansion stage, it's really easy to lose focus and chase the shiny object, instead of staying focused on what you're good at and the customers that are already successful.
Be suspicious of any work that is not building product or getting customers. It's easy to get sucked into an infrastructure rewrite death spiral.
What you find is, you have to deliver a product that has value to the customer. When you do, and I think the wind community is getting much closer to that, customers will want it.
Because of the disruption phenomenon - technological progress outstripping the ability of customers to utilize it - the general tendency is for the money to migrate toward the subsystems.
We decided long ago that we didn't want Chipotle's success to be tied to the exploitation of animals, farmers, or the environment, but the engagement of our customers.
One of the things that's consistent, if you speak to hotel owners or customers across the world, is that the proposition of Oyo is very valuable for each one of them.
We simply won't be here if we don't take care of the very things that allow us to exist: our associates, customers, suppliers and the planet. That's not up for debate.
By all means, fire the customers who aren't worth the time and the trouble. But understand that the moment you insist the customer is wrong, you've just started the firing process.
All business is basically about customers and marketing and making money and capitalism and winning and promoting it and having something someone really wants.
Nobody has really grasped yet the great wealth that can be made selling data over the Web. There are 100 million potential customers out there.
Title deeds establish and protect ownership of our houses, while security of property is as important to the proprietors of Tesco and Sainsbury's as it is to their customers.
The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term.
When you do something that's a labor of love, where you care about the customers' trust and putting a product that's A1 out there, you will be successful, you just have to be patient.
I've made mistakes before of doing different projects just based on my dreams, my hopes, my thing, and not really thinking about my customers.
Most of all, I discovered that in order to succeed with a product you must truly get to know your customers and build something for them.
It's distressing to see anyone in the community struggle to access public transport - whether they're elderly, customers with a disability or families with prams.
By getting your customers to agree with you in small steps along the way, you have a better chance of reaching agreement when it's time to do business.
Start finding future clients before you have anything to sell them. Get to know these people as friends, not potential customers.
You can't just go careening toward your idea without checking in with customers and people who might use it and making sure you're on to something.
If you already have some amount of significant traction with customers, either in usage or in revenue, you should very quickly try and get that clearly out.
Epic has prided itself on providing software directly to customers ever since I started mailing floppy disks in 1991.
Whether you have incredible products like at Apple or a great service business, it all comes down to fundamental trust and relationship-building with your customers.
A smart manager will establish a culture of gratitude. Expand the appreciative attitude to suppliers, vendors, delivery people, and of course, customers.
For businesses to be successful, they need to constantly ask the question: 'How can we provide value to our customers?' At the end of the day, that is what matters.
It's a Wonderful Life. This film illustrates that if you treat your customers with respect, they will recognize you and even help when you're most in need.
The art of entrepreneurship and the science of Customer Development is not just getting out of the building and listening to prospective customers. It's understanding who to listen to and why.
A new DAO is like a startup. It requires a product/market fit, business model realization, and a lot of users/customers.
The moral is that it is necssary to innovate, to predict the needs of the customers, and give him more. He that innovates and is lucky will take the market.
Grandpa didn't have any idea of customer service. But he wanted to make a living. Eventually, we saw it was not in our best interest to be arguing with customers.
...the waiters carried themselves with a quiet joy, as if their entire mission in life was to make their customers feel comfortable and well tended.
If the auto companies were free agents, they would act to break the fuel monopoly that is so damaging to their own interests and those of their customers. But they are not, and so they won't.
