Quotes of All Topics . Occasions . Authors
Business is all about the customer: what the customer wants and what they get. Generally, every customer wants a product or service that solves their problem, worth their money, and is delivered with amazing customer service.
It's easy for me to see how a business proposition is going to play out, or who our next-generation competitors are, from taking this data point from this customer and another data point from another customer... and jump to Z.
Today, fashion shows are now blogged and broadcast all over the world via social media. By the time the merchandise ships many months later, the newness and excitement has worn off, and in many cases, the customer has moved on.
There must be more rigorous enforcement of rules promoting transparency in the international banking and financial systems, especially more stringent KYC rules on customer identity, source of wealth, and even country of origin.
Americans are grateful for the connection and convenience their phones provide, helping them search for a lower price, navigate a strange city, expand a customer base or track their health and finances, their family and friends.
So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.
We wanted Glossier to have an excellent customer experience and reach as many of you as possible from day one, so we went with venture - the stuff fast-growth, tech-enabled companies like Facebook, Amazon, and Apple are made of.
The United States is a huge market, and once you get rolling, you can replicate that model over and over pretty easily. Your supply lines are taken care of. You don't have technicians to deal with. You've got your customer base.
I'm a bad customer for my own buildings! If I'm choosing an apartment, I choose one about five or six stories high so that I can see the people, the trees, and the world on the street. Beyond that, I lose contact with the ground!
I used to think that deadlines should be ignored until the product was ready: that they were a nuisance, a hurdle in front of quality, a forced measure to get something out the door for the good of the schedule, not the customer.
So if you're a customer today, the same person who came in to demonstrate the technology for you and helped you architect the solution before you bought it is likely going to be leading the team to help you do the implementation.
You don't need a big close, as many sales reps believe. You risk losing your customer when you save all the good stuff for the end. Keep the customer actively involved throughout your presentation, and watch your results improve.
Customer expectations? Nonsense. No customer ever asked for the electric light, the pneumatic tire, the VCR, or the CD. All customer expectations are only what you and your competitor have led him to expect. He knows nothing else.
Classic cable TV may have hit its peak, but it's still a huge force, and the streaming apps of many cable networks still require you to authenticate that you're a paying cable customer every time you want to use a new such TV app.
Firms need to ensure that their ability to provide effective customer service keeps pace with their growth. If you're marketing your firm to new customers, you better be able to provide them service when they do business with you.
CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.
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.
Market type determines the startup's customer feedback and acquisition activities and spending. It changes customer needs, adoption rates, product features, and positioning as well as its launch strategies, channels and activities.
MEMRI counts the federal government as a customer for its analysis, and the MEMRI logo is often visible on the B-roll video of major news networks. Other private firms create their own information rather than tracking that of others.
It puts the provider in a situation of looking for ways to have someone else pick up a piece of the cost. As a result, every customer who has insurance ends up paying a 'hidden premium.' It simply adds to the health care cost burden.
I wouldn't want to even try to begin to describe our customer, as I think she likes a certain amount of anonymity. I try to offer clothes that allow that. I myself do not like being defined so readily, so I imagine that she is similar?
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.
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.
Just recently I was in Target with my mom shopping, and out of the blue, I see this father and his two daughters and he says, 'Can they get a picture with you?' And I'm thinking to myself, 'Am I the one millionth customer or something?'
The customer reaction to Dell going private has been a lot more positive than I would have ever imagined. Customers see it as - 'You don't have to be distracted. Now you can totally focus on your business.' So they see it as a positive.
Cops in New York City don't have the best reputation. It's a fast-paced city, and they deal with a lot, and many people have seen lots of cops interact with the public utilizing what can be gently called 'not the best customer service.'
The objective of the customer is not being met if the fund managers are diversifying their assets into hundreds of businesses. If they do this, they are typically performing close to the indexes. But that's not the way wealth is created.
What I disliked most about working as a shop assistant wasn't the occasional snooty customer or the shop or the hours, but the way people reacted when I told them I was a shop assistant - their automatic assumption that I didn't enjoy it.
When a bank calls in a loan, it obviously hurts the customer in question. But it also adversely affects other banks that have lent to this borrower. They are now less likely to be repaid and so can't as readily lend to their own customers.
My father taught us that to thrive, excellence in technology, quality, and customer service along with cost competitiveness is a prerequisite. His contribution to business, the economy, and society at large can never be underscored enough.
Pirlo is a cool customer who does things in his own time. On the pitch, he just looks so relaxed, no matter what is going on around him. He is one of those greats who looks like he could run a midfield with a glass of red wine in one hand.
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?
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.
Big companies, which spend tens of billions of dollars annually on 'call centers' to take orders and provide customer support, increasingly rely on speech recognition not just to handle requests for information but to process customer orders.
Each brand leader is focused on ensuring that the brand relationship with its customer is strong and differentiated. To accomplish this differentiation, we plan to offer her even more unique product and talk with her in new and exciting ways.
We've been delivering cloud-based services for over a decade, with more than 30 million Intuit customers using offerings across a variety of desktop and mobile devices. The benefits are clear: online experiences are simply better for customer.
I took to heart the instructions my father drilled into my head. Respect the customer. Pay attention to her. Take her package to her car. You broke your neck to get what she wanted because you never knew when the next customer would come along.
Lyft is focused on the customer - the driver - as GM is. I've talked many times about our goal being, 'How we can put the customer at the center of what we do so we earn customers for life?' It's a very common goal of putting the customer first.
As a young analyst just out of Stanford business school in the 1960s, I got to really understand what growth was about. Back then, you had to ask a customer to pay some money. That was the most important thing in getting a company off the ground.
Fundly is at the dynamic intersection of high-growth technology startups, social entrepreneurship, and the exploding world of social media. Kapor Capital is proud to back this passionate team, their product, and Fundly's impressive customer base.
I'm an independent artist, but I do have a good business relationship with Lego, since I'm a unique customer. They're aware of what I'm doing. A painter may not have a relationship with a paint maker, but there's only one company that makes Lego.
'Fine dining.' I'd love to know who coined the term and whether they meant it to be as offputting as it is. The words evoke an idea of phoney refinement, of needless flummery, snooty waiters, and an atmosphere designed to intimidate the customer.
Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.
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.
As an entrepreneur, I've learned how crucial it is to be able to call a spade a spade and avoid falling in love with a particular strategy or product. Instead, you need to let the customer tell you what she needs - and to change her as she changes.
The gun dealer is not only paying these two police officers, but more importantly, the gun dealer has said he will never again sell more than one gun to a customer. This is exactly what we're trying to get the gun industry across the country to do.
I've been a regular customer at CVS Pharmacy, the country's second-largest drugstore chain, for 20 years. I've spent a small fortune there over that span, visiting several times a week to pick up everything from milk to toothpaste to prescriptions.
Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.
The best customers for us are the ones that present us with a new problem because chances are, if one customer has that problem, 100 more have it, or 1,000, or 10,000. So you start thinking about solution development rather than product development.
Quality that significantly exceeds the customer's expectations doesn't seem to pay off. This 'delight the customer' stuff isn't rewarding. One has to be careful about delighting customers too often, because it sort of reshapes customer expectations.