Customer Quotes
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Salesforce.com and other CRM solutions would be really useful if they actually had customer data stored. But they only have prospects. There's no way to make a prospect into a customer unless you tie together ERP and CRM.
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I think Amazon is the preeminent pioneer in building a new way of doing commerce: personalized, database-driven commerce, where the big value is not in the purchase fulfillment, but in knowing as much about a customer base of ten or twenty million people as a corner store used to know about a customer base of a few hundred. In today's mass-merchandising world, that's largely gone; Amazon is trying to use computer technology to re-establish it.
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It is only by walking in the digital footsteps of your customer that you can uncover a new landscape of opportunities for engagement as well as a new reality for your business.
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For a long time I was looking for my perfect equilibrium, my mojo. And now I think I'm getting there: I've found my customer, my silhouette, my cut.
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Death is my exit strategy. I'll be doing significant customer service only as long as I live.
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A customer is the most important visitor on our premises, he is not dependent on us. We are dependent on him.
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The role of a trainer or consultant is to empower the customer, not to make himself indispensable.
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We try to be extremely explicit about the data we are collecting and how we are storing it, and we let the customer know the benefits to them. We let them know that if they are willing to let us target ads to them, they will get more relevant content. If we are vigilant and explicit.
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When you can show concern about what matters to your customer, that's Business to Customer Loyalty, and you can bet on it, you've just acquired a customer for life.
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The customer is the final inspector.
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At IMVU, the cost of customer acquisition through our five-dollar-a-day AdWords campaign was less than twenty-five cents. Our revenue from those same customers was more than a dollar.
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Knowledge that is acquired is not like this. Those who have it worry if audiences like it or not. It's a bait for popularity. Disputational knowing wants customers. It has no soul... The only real customer is God. Chew quietly your sweet sugarcane God-Love, and stay playfully childish.
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We would be delighted to hear from any Siebel employee that would like to join our company that meets our rigorous standard for excellence and dedication to customer success.
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Once, Naseeruddin Shah told me that the wafer shop was the best acting school that I could have attended. And I completely agree. I observed every customer very minutely and picked up some quirk or the other. Later, I used those experiences while playing different characters.
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Know thyself. Know the customer. Innovate.
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That's who our boss is. Our philosophy is that we work for the customer.
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Be dramatically willing to focus on the customer at all costs, even at the cost of obsoleting your own stuff.
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By a network I don't necessarily mean your customers or clients. I mean a network of people who know you, like you, and trust you. They might never buy a thing from you, but they've always got you in the backs of their minds. They're people who are personally invested in seeing you succeed... They're your army of personal walking ambassadors.
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When you arrive unexpectedly at someone’s house you go in through the front door, often after making sure you’ve got a couple of mates waiting round the back. For a business, especially the kind that involves big trucks and heavy metal, it’s always better to go in through the back. The customer-facing part of any modern business is purposely designed to be as politely unhelpful as possible. If you go in from the rear, the customer-facing staff are all facing the wrong way and everybody starts their conversation on the back foot.
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The game of business used to be like football: size mattered. Then it changed to basketball: speed and agility. Today, business is more like chess. Customer priorities change continually, and the signals given by these changes are vital clues to the next cycle of growth.
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What's Your Purple Goldfish? busts a myth and reveals a simple truth about customer service. Stan uncovers the recipe for creating signature added value that increases customer satisfaction and drives positive word of mouth.
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The decision-makers should communicate the customer pictures and the logic of the strategies and actions. That communication allows employees throughout the organization to implement the strategies and actions, tweaking them appropriately in response to variations in the marketplace. It also allows employees to recognize information in the marketplace that contradicts the customer pictures, either because the pictures were not entirely correct or because customers have changed.
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As a man I'd been a cool customer. As a woman I was a hot tamale.
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Today's customer journey is an iterative, complex, pinball of touchpoints.
