Everybody understands that you're supposed to say 'our employees are our most valuable asset' to the point where, even if it's really true, they're not going to really trust you until you've earned that - same with customers.
I remember back in the early days of Microsoft that from the day that you decided that you were just going to put out an ad to a customer - and all you were usually able to tell them was that a new product was available - it was about nine months before you could actually reach the first customer.
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.
To the optimist, the glass is half full. To the pessimist, the glass is half empty. To the engineer, the glass is twice as big as it needs to be. Design is how you treat your customers. If you treat them well from an environmental, emotional, and aesthetic standpoint, you're probably doing good design.
The next time you face a customer who has every right to be upset, say something like this: 'I don't blame you for feeling as you do. If I were you, I'd feel exactly the same way. What would you like for me to do?' These are magical, healing words, and you'll be surprised at how reasonable people become when they believe you are on their side.
Authentic marketing is not the art of selling what you make but knowing what to make. It is the art of identifying and understanding customer needs and creating solutions that deliver satisfaction to the customers, profits to the producers and benefits for the stakeholders.
Having the ability to be brutally honest with yourself is the greatest challenge you face when creating a business model. Too often we oversell ourselves on the quality of the idea, service, or product. We don't provide an honest assessment of how we fit in the market, why customers will buy from us, and at what price.
Distribution may not matter in fictional worlds, but it matters in most. The Field of Dreams conceit is especially popular in Silicon Valley, where engineers are biased toward building cool stuff rather than selling it. But customers will not come just because you build it. You have to make this happen, and it's harder than it looks.
For startups, SM is now crucial: it has never been cheaper and easier to reach one's customers. Entrepreneurs should thank God for Twitter, Facebook.
Successful organizations have one common central focus: Customers.
Have passion for what you do; believe in yourself and your product and your customer; persevere; delegate; listen. Have fun. Today, I add: "Do good".
No business can stay in business without customers. How you treat - or mistreat - them determines how long your doors stay open.
Focus on how the end-user customers perceive the impact of your innovation - rather than on how you, the innovators, perceive it.
When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.
When product performance outstrips the ability of customers to use that performance in an industry, the competitive game changes. Under those circumstances you have to decouple components businesses from assembly businesses.
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.
Because of the nature of my background in modeling, I'm really used to using the best products around. And I just wanted to offer the same sort of high quality products to my customers. I think they deserve it.
When starting a new business, people get blinders on. They have an idea, they stick to the idea, but they don't test it or check with their potential audience to see if this is a good idea. It happens all the time. Talk to your customers, see what they like and what you can change or not change.
Social media is a great way to get customers. Time is money. If you do this right, it costs money. But social media is great because you put stuff out there and see if it works almost immediately. You can test to see if it will be effective for your company. It's easy if you hit a nerve and talk about something people are interested in. It's easy for them to share with their friends.
Many faculty retreated into academic specializations and an arcane language that made them irrelevant to the task of defending the university as a public good, except for in some cases a very small audience. This has become more and more clear in the last few years as academics have become so insular, often unwilling or unable to defend the university as a public good, in spite of the widespread attacks on academic freedom, the role of the university as a democratic public sphere, and the increasing reduction of knowledge to a saleable commodity, and students to customers.
As an artist who lives here and wants a more sophisticated engagement between local social dynamics and global discourse, it's great to see that reflected via the relationships we've developed with our customers. For some people it's a political act to eat from us three days a week because they recognize they are financially supporting the premise of the project each time they come. 95% of our annual revenue is purely from the public via food sales.
My writing circle isn't too full of people who fall into the "Customers Who Bought This Item Also Bought Tuesdays With Morrie" category.
I feel like fashion was much more exclusive. There weren't as many parties. There weren't as many social gatherings. It wasn't required that designers have events to lure customers or editors or any of that - it was about a show. If there was a dinner or a party, people would go out after. New York nightlife was about late nights and dancing.
One springs to mind: one of our very first gigs in a small East Texas town was not well promoted. At least, that was our conclusion. After the band loaded in and the curtain opened, we realized there was exactly one paying customer in the audience. We kind of made the best of it playing through the first set, took a break and bought him a Coke and then went on to perform for the remainder of the night. It wasn't exactly a catastrophe but it certainly stands as legendary.
Our tenants now are companies like Uber, the taxi service, Meituan.com, China's version of Groupon - and a large number of startups. These companies operate in a modern way, just like their customers: They go on the Internet, look for an offer and take it.
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