Quotes of All Topics . Occasions . Authors
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.
We have innovative differentiated technology that is recognized by our customers and third party analysts as the best in the industry; we have industry-leading support with a very large satisfied installed base due to our best-in-class support and development organisations.
I think it is going to be very difficult to be a company in silos. I think the game has changed. We won't define our success by looking at the competitors but at how satisfied are our customers, how engaged are our internal stakeholders, and how good is our product pipeline.
As I have written before, one of my favorite parts of my job as CEO of Moda Operandi is the opportunity I get to explore international fashion scenes to discover new talent, and then being able to introduce these designers to our community of fashion-savvy customers worldwide.
He or she must be successful in economic terms, but always within an ethical framework. Whether his or her constituency is a corporation and its shareholders or the customers in a small and privately held business, his or her first responsibility is to serve that constituency.
When I was born, my father owned a business called a 'reading circle'; folders containing an assortment of magazines were lent to customers for one week, then recollected and lent out again. The older the folder, the lower was the fee. This was a flourishing branch of industry.
Having been in the restaurant business, our job in the restaurant business is to be responsible for our customers' happiness. It's the nature of the hospitality business. You need to take care of people. You take care of customers above all others. Customers are your lifeblood.
Brands must empower their community to be change agents in their own right. To that end, they need to take on a mentoring role. This means the brand provides the tools, techniques and strategies for their customers to become more effective marketers in achieving their own goals.
I don't think we yet know - because it's probably not big enough - what exactly Amazon does to our cities, but whatever it is, I don't anticipate retail wastelands. If anything, it's maybe a wake-up call to retailers that they just have to offer something meaningful to customers.
When I look at Kickstarter, I see small businesses that have been funded by their customers. I see the acceleration of this shift away from the industrial manufacturing ideology to more of a maker economy. And I also see an idea so powerful that the company name has become a verb.
Traditional PCs face competition from specialty products like Palm Pilots and from the servers that provide the nodes in computer networks. Microsoft's Windows CE hasn't done too well in the specialty-device market, and its Windows NT faces strong competition for server customers.
I've learned several lessons over the years. First, never take yourself too seriously, or work is boring. Next, people make the difference. You can have great technology, but if it's not complemented by great people, it won't go anywhere. Finally, customers buy from people they like.
Apple chief executive Tim Cook is such a respected figure that it's easy to overlook the basic problem with his argument about encryption: Cook is asserting that a private company and the interests of its customers should prevail over the public's interest as expressed by our courts.
The thing about startups is you can make it, and if it's wrong you can remake it, and you can build a team that you want to have, a product that you want to have. You're utterly focused on your users or your customers and their needs, and trying to figure out how to meet those needs.
The exposure from 'Iron Chef' has been helpful, but at the end of the day your product and your service determine whether you get customers or not. If people decide to eat out less during a recession, the first restaurants that they will cut out are the ones that don't do a great job.
Every day I'd talk to my customers at Webex and they'd tell me how unhappy they were with our service. This was a terrible way to spend my days, it weighed heavily on my heart. I wanted to spend my days delivering happiness, and I knew I had to take charge of my own destiny to do that.
Every employee at Workday thinks about how they are going to help customers be successful. It is a simple formula, but a lot of companies go out, and they don't listen to their customers; they don't try to solve hard problems, making it tougher for themselves to create a great business.
What I've become good at is bringing things that aren't necessarily mainstream to the mainstream. What I did see on Twitter was a potential for mass publication; it's a mainstream consumer broadcasting device. It transforms customers and companies. You have to be transparent or you fail.
Early in my publishing career, someone told me I'd need to have five books in print before I could quit my job as a journalist. Turns out it was closer to 10 books. It also turns out that while it's great to see my titles on bookstore shelves, my best customers are schools and libraries.
Many companies claim they have core values, but typically what they're referring to are generic beliefs: having integrity, making a profit, responding to customers and so on. These values only have meaning when they're defined in terms of how people behave and are ranked to set priorities.
Higher capital requirements increase bank costs, and at least some of those costs will be passed along to bank customers and shareholders. But in the longer term, stronger prudential requirements for large banking firms will produce more sustainable credit availability and economic growth.
People who are constantly looking for the opportunity to do something new are also people who are not going to be helped by having job titles - job titles create expectations of specialization and focus which don't map really well to creating the best possible experience for your customers.
At Microsoft, we're aspiring to have a living, learning culture with a growth mindset that allows us to learn from ourselves and our customers. These are the key attributes of the new culture at Microsoft, and I feel great about how it seems to be resonating and how it's seen as empowering.
A lot of folks I mentor ask me, 'How did you get there?' I tell them, you never plan on it. Do a good job and treat customers well, do the right things for the right reasons. Prepare yourself, but don't spend all your time worrying about it. Just do your job, and you'll be recognized for it.
At a lot of companies founded on principles, the notion of making money is almost antithetical to the ethos of the place. From the very beginning, our business has existed to meet the needs and desires of multiple constituencies: customers, team members, vendors, shareholders, the community.
I did a business in a box called College Pro Painters. They taught you how to paint houses, how to hire and fire, how to sell, how to deal with customers. You got a one-year franchise. It was the hardest year of my life in terms of hard work. I won manager of the year. It was very successful.
Somebody captures an incredible video, shares it online, and inspires millions of other people to go and do the same with their GoPros, and then it happens again and again - and what you've got is this incredible snowball of stoked customers capturing and creating rad content with their GoPros.
I wouldn't mind working in restaurants again because you build up a relationship with the customers. I'm really inspired by the mundane - it's often the most ordinary-looking people who have the best stories - and you can watch diners and study their idiosyncrasies without them being aware of it.
In addition to building better products, a more open world will also encourage businesses to engage with their customers directly and authentically. More than four million businesses have Pages on Facebook that they use to have a dialogue with their customers. We expect this trend to grow as well.
Our destination programming allows us to put a stake in the ground and create a showy tweak that is story driven, with products that are inspiring to our customers, and the content doesn't expire at the end of the show but continues to live on in various formats on multiple distribution platforms.
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.
In our perform agenda, segmentation is one of our key strategic priorities. Segmentation is about deploying the right go-to-market channel to the right customers with the right pricing and the right cost to serve. And as a result, the segmentation strategy ensures that we generate profitable growth.
At Shutterstock, we've been offering tutorials to customers and contributors on our blog for many years. Our audience already viewed us as thought leaders on the latest digital and creative skills; we felt it so natural for us to launch Skillfeed, which is an online marketplace for professional learning.
Leaders must exemplify integrity and earn the trust of their teams through their everyday actions. When you do this, you set high standards for everyone at your company. And when you do so with positive energy and enthusiasm for shared goals and purpose, you can deeply connect with your team and customers.
I've done a lot of odd jobs, including waitressing, which most actors have done. I was a busboy - girl - when I was younger and sold things at little fairs when I was younger. I mostly related the role to being a waitress and having to deal with customers. There are good people and some not-so-good people.
We want to be inclusive. We want to have our shareholders, our employees, our customers, whether they are Democrat, Republican, Green or Libertarian, to feel comfortable with how we're doing business. And so that tends to be apolitical. People say, 'No, no, I just simply shouldn't get involved in politics.'
One third of the economy goes through 'QuickBooks' in terms of businesses invoicing other businesses. Each invoice contains a connection between vendors, suppliers, and customers, and also the price of that connection. Representing the payment graph is huge opportunity and something no other company can do.
This is what customers pay us for - to sweat all these details so it's easy and pleasant for them to use our computers. We're supposed to be really good at this. That doesn't mean we don't listen to customers, but it's hard for them to tell you what they want when they've never seen anything remotely like it.
The Lean Startup is a process for turning ideas into commercial ventures. Its premise is that startups begin with a series of untested hypotheses. They succeed by getting out of the building, testing those hypotheses and learning by iterating and refining minimal viable products in front of potential customers.
I think the mistake people make most often when they invest in other kinds of startups is they say, 'This is totally different.' And so the things that matter, like making a product that people desperately want, like talking to customers, they throw this out the window. That is a recipe for heartache and tears.
We have 11 great potato flavors, and customers have been clamoring for tortilla. For over a year, we worked to develop the four flavors of tortilla popchips: chili limon, nacho cheese, ranch and salsa. They're made with traditional stoneground masa, are gluten-free, and have less than half the fat of other chips.
We saw that our customers required help beyond the data sets they had and that they could benefit from a wider opinion. So we built SurveyMonkey Audience, and we've now got 4 million users who signed up to take surveys. Our clients can choose the demographic they want to hear from, and we can provide that sample.
In 1996 - when, for the fifth year in a row, we had the best record among major airlines for on-time performance and for baggage handling and the fewest complaints for the number of customers carried - we dedicated an airplane to all of our 25,000 people. We put all their names on the outside of the overhead bins.
With a proven track record as a reliable, low cost producer able to meet the needs of our customers with a diversity of operations, coal qualities and transportation options, we believe we can continue our record-setting performance in the future, as the Gibson South and White Oak mines reached their full potential.
Through Duke Energy's strong balance sheet and electric generation expertise, and Piedmont's understanding of natural gas markets and proficient operations, the combined company will be well-positioned for a future that may require additional natural gas infrastructure and services to meet the needs of our customers.
I don't think that you can invent on behalf of customers unless you're willing to think long-term, because a lot of invention doesn't work. If you're going to invent, it means you're going to experiment, and if you're going to experiment, you're going to fail, and if you're going to fail, you have to think long term.
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.
Giving feels good, but it's also good for the bottom line. Charity is a viable growth strategy for a lot of companies. Our customers get excited to be a part of what we're doing. If you ask anyone wearing Toms how they first heard about us, most won't mention an advertisement; they'll say a friend told them our story.
Importantly, companies are using social media to do things that go way beyond just chatting up existing customers on Facebook. Sales departments use social to nurture leads and close sales. HR posts job openings and vets applicants. Community and support squads mine networks, blogs and forums with deep listening tools.
No matter how senior you get in an organization, no matter how well you're perceived to be doing, your job is never done. Every day, you get up and the world is changing; your customers are expecting more from you. Your competitors are putting pressure on you by doing more and trying to beat you here and beat you there.