Customers Quotes

My customers are successful workingwomen.

It is better that one's customers come to one's shop than to have to look for them abroad.

Customers are very demanding and well informed.

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.

That's a very critical phase in customer service because you can start to really understand what part of customer service has value to customers and what part is bothering customers.

The best plan now is to have as many bosses as possible. I call it boss diversity. If you work for a company and you have one boss and that boss doesn't like you or wants to get rid of you, you're in trouble. But if you work for yourself, you have lots of bosses, who are your customers, and if a few of them decide they don't like you, that's okay.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

In marketing I've seen only one strategy that can't miss - and that is to market to your best customers first, your best prospects second and the rest of the world last.

It doesn't do much good to have a quality image, whether it's with the facility or whether it's with the merchandise, if you don't have real quality people taking care of your customers.

When you are skinning your customers, you should leave some skin on to heal, so that you can skin them again.

Half of the great comedians I've had in my shows and that I paid a lot of money to and who made my customers shriek were not only not funny to me, but I couldn't understand why they were funny to anybody.

A lot of companies have chosen to downsize, and maybe that was the right thing for them. We chose a different path. Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.

We need to figure out a 'harvest system' to collect the produce that stores don't put out for customers to buy because it's not perfect looking. Frankly, the stuff left to rot in the storeroom is more beautiful to me than the perfect carrot. I'm a gnarly carrot kind of guy.

Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.

We can believe that we know where the world should go. But unless we're in touch with our customers, our model of the world can diverge from reality. There's no substitute for innovation, of course, but innovation is no substitute for being in touch, either.

Customers need to be given control of their own data-not being tied into a certain manufacturer so that when there are problems they are always obliged to go back to them.

We provide food that customers love, day after day after day. People just want more of it.

As an economics undergraduate, I also worked on a part-time basis in Cambridge, Massachusetts, for a company that was advising customers about portfolio decisions, writing reports.

The fact is that surveys which media people openly admit to show that fewer than twelve percent of their customers believe they're doing a good job, while the average profit margin in television is in the neighborhood of eighty percent.

Our customers call and e-mail us to say that's how it feels when a Zappos box arrives. And that's how we view this company.

I was with some Vietnamese recently, and some of them were smoking two cigarettes at the same time. That's the kind of customers we need!

And, of course, customers really need to feel safe and are seeking reassurance when they fly.

More than 20 years on, sustained competition, informed customers and the rapid growth of new technology provide the necessary environment for substantial deregulation.

Repetition makes reputation and reputation makes customers.

I design for real people. I think of our customers all the time. There is no virtue whatsoever in creating clothing or accessories that are not practical.

It took us three years to build the NeXT computer. If we'd given customers what they said they wanted, we'd have built a computer they'd have been happy with a year after we spoke to them - not something they'd want now.

Many people do think it's naive to improvise in front of paying customers. I'm not saying one way is better than another.

Apple is a wonderful company for its customers and investors. So, too, Pixar. (NeXT, not so much...) But Apple is also an engine of misery for its subcontracted Chinese workers.

The cost of acquiring new customers and maintaining those relationships in an online environment versus bricks and mortar is significant.

Favored Nations is a long-term commitment. Our hope is that those who are passionate about real musicianship will want to hear and own most of our albums. We will set out to attain the same direct relationship with our customers that we have with our artists.