Notable quotes about customers

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The history of successful enterprise is rarely written in ledger books alone; it is written in the understanding of human needs. In an era where technology has removed the barriers to entry, the true differentiator for any organization is no longer just the product, but the depth of its obsession with the individual it serves. This collection of insights from visionary leaders—spanning the industrial age to the digital frontier—serves as a roadmap for the customer-centric era. It explores how the world’s most influential thinkers define the purpose of business, the art of anticipating unspoken needs, and the delicate balance of building a reputation that survives the test of time.

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Defining the purpose

There is only one valid definition of business purpose: to create a customer.[1]

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There is only one boss—the customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.[2]

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The single most important thing to remember about any enterprise is that results exist only on the outside. The result of a business is a satisfied customer. The result of a hospital is a healed patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise, there are only costs.[3]

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Customers first, employees second, and shareholders third.[4]

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A satisfied customer is the best business strategy of all.[5]

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Make a customer, not a sale.[6]

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The best way to find yourself is to lose yourself in the service of others.[7]

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Designing for the unspoken

The biggest needle movers will be things that customers don’t know to ask for. We must invent on their behalf.[8]

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You've got to start with the customer experience and work backwards to the technology. You can't start with the technology and try to figure out where you're going to try to sell it.[9]

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We needed to build deeper empathy for our customers and their unarticulated and unmet needs.[10]

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You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.[11]

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Don't find customers for your products, find products for your customers.[12]

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We see a lot of feature-driven product design in which the cost of features is not properly accounted. Features can have a negative value to customers because they make the products more difficult to understand and use. We are finding that people like products that just work. It turns out that designs that just work are much harder to produce that designs that assemble long lists of features.[13]

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As far as the customer is concerned, the interface is the product.[14]

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Empowering the organization

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.[15]

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Customer service shouldn't just be a department, it should be the entire company.[16]

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Sham Harga had run a successful eatery for many years by always smiling, never extending credit, and realising that most of his customers wanted meals properly balanced between the four food groups: sugar, starch, grease, and burnt crunchy bits.[17]

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Mastering the experience

The golden rule for every business man is this: 'Put yourself in your customer's place.'[18]

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Pretend that every single person you meet has a sign around his or her neck that says, 'Make me feel important.' Not only will you succeed in sales, you will succeed in life.[19]

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It also involves romancing the customer and romancing all the senses in the store experience.[20]

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Do what you do so well that they will want to see it again and bring their friends.[21]

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They may forget what you said — but they will never forget how you made them feel.[22]

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The key is to set realistic customer expectations, and then not to just meet them, but to exceed them — preferably in unexpected and helpful ways.[23]

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Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for.[24]

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The best way to hold customers is to constantly figure out how to give them more for less.[25]

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Make your product easier to buy than your competition, or you will find your customers buying from them, not you.[26]

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Building a lasting reputation

We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better.[27]

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Your most unhappy customers are your greatest source of learning.[28]

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If you do build a great experience, customers tell each other about that. Word of mouth is very powerful.[29]

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It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you'll do things differently.[30]

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The best customer service is if the customer doesn't need to call you, doesn't need to talk to you. It just works.[31]

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If we are delighting customers, eliminating unnecessary costs and improving our products and services, we gain strength.[32]

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If you make customers unhappy in the physical world, they might each tell six friends. If you make customers unhappy on the Internet, they can each tell 6,000.[33]

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Delighted customers are the only advertisement everyone believes.[34]

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References

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  32. ↑ {{#invoke:citation/CS1|citation |CitationClass=web }}
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