Only recently have people begun to recognise that working with suppliers is just as important as listening to customers.
Everyone is a customer for somebody, or a supplier to somebody.
In a very real sense, there are only two roles in organisations: customers and suppliers. Everybody functions simultaneously in both roles, whether inside or outside the organisation the essence of good business, therefore, is the quality of the relationship between customer and supplier.
You must have a supplier relationship of constant improvement.
Let us ask our suppliers to come and help us to solve our problems.
We like people who are honest. Honest in argument, honest with clients, honest with suppliers, honest with the company - and above all, honest with consumers.
To have a healthy and thriving business, there must be healthy relationships with the C.E.O.S. in the organization and I'm not referring to the Chief Executive Offficers. I am talking about the Customers, the Employees, the Owner (or stockholders), and the Suppliers.
If I am selling to you, I speak your language. If I am buying, dann müssen sie Deutsch sprechen.
More and more companies are reaching out to their suppliers and contractors to work jointly on issues of sustainability, environmental responsibility, ethics, and compliance.
In most cases, preferred supplier contracts contain volume commitments that, if not met, could jeopardize the entire contract and cost the company millions in lost discounts based on nonperformance. This is precisely why compliance with preferred vendors and contracted rates is critical.
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. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.
Food is a product of supply and demand, so try to figure out where the supplies are fresh, the suppliers are creative, and the demanders are informed.
We believe that there is no greater power in the world than the force of a great idea. We believe that people are the lifeblood of every organization. We believe that the best companies are true meritocracies, where people rise and fall through their own contributions, not through game playing or politics. We believe that work isn't simply a paycheck; it is the ultimate expression of a fully realized self. We believe that a company's obligations extend far beyond its bottom line and its shareholders - to a wider constituency that includes employees, customers, suppliers, and the community.
A smart manager will establish a culture of gratitude. Expand the appreciative attitude to suppliers, vendors, delivery people, and of course, customers.
Im either running from life or im just waiting to die im the supplier or fire if you chasing a high.
Having a situation where you have got in conflict with your suppliers all the time is not a great place to be.
GM is a highly collaborative organization; we rely on a whole tier of suppliers for everything that we do.
So much business is based on the belief that we should do whatever we can within legal limits to make as much money as we can. Ben & Jerry's was based on values, and we try to operate a business that not just sells ice cream but partners with all our stakeholders - whether that's suppliers or customers - to bring about a more sustainable world.
When you're a young talent, and you want to launch your brand, you always have tons of questions: Where should I produce? Should I launch a second line? Should I do shoes, accessories? If you have someone who can coach you and give you advice and help you find the right supplier, it's a big help.
We’ve got customers. We’ve got suppliers. We’ve got employees. We’ve got unions. We’ve got communities. We’ve got all of these things that go into making up whether a business succeeds or fails.
The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term.
You must not only focus on the consumer, but also on what it does to you internally - getting people aligned to the strategic mission of the company - what it does to the suppliers, governments, all your stakeholders.
We've now become conscious of the uncalculated social, economic, and environmental costs of that kind of "unconscious" capitalism. And many are beginning to practice a form of "conscious capitalism," which involves integrity and higher standards, and in which companies are responsible not just to shareholders, but also to employees, consumers, suppliers, and communities. Some call it "stakeholder capitalism."
Once the government becomes the supplier of people's needs, there is no limit to the needs that will be claimed as a basic right.
Distributed print is arguably our biggest challenge as a machinery supplier, as more publishers find efficiencies in transferring print production to remote printers and supersites. But our signature Goss flexibility and adaptability allow us to meet that challenge head-on with relevant technologies, services and expertise that continue to provide customers with an edge.
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