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You want your customers to value your service.
While stores continue to be a very important part of our business, there is no mistaking the fact that the customers' shopping preference, measured by both traffic and sales, continues to move to a virtual experience.
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.
After Scour, I started a company called Red Swoosh. The idea was to take those litigants who sued us for a huge amount of money and turn them into customers with the same technology. I wanted to get them to pay me. It was a revenge business.
I love working with customers. Sales has really influenced everything I do. It has instilled in me the important traits of operating with a sense of urgency and listening to people.
Jeffrey R. Immelt
If you wait for customers to tell you that you need to do something, you're too late. Good business leaders should be half a step ahead of what customers want, i.e. they don't actually quite know they want it. That's what innovation's about. With Plan A, we didn't wait for the consumers to tell us.
Your company's most valuable asset is how it is known to its customers.
Through their own actions, customers can hold companies responsible to higher standards of social responsibility. Through collective action, they can leverage their dollars to combat the force of those investors who myopically pursue profits at the expense of the rest of society.
By getting your customers to agree with you in small steps along the way, you have a better chance of reaching agreement when it's time to do business.
They will come to learn in the end, at their own expense, that it is better to endure competition for rich customers than to be invested with monopoly over impoverished customers.
It's very easy for trusted companies to mislead naive customers, and life insurance companies are trusted.
If you look historically, what creates growth and wealth is innovation and investment, and increase in scale - more customers.
Frederick W. Smith
Corporations invest in sophisticated CRM, or Customer Relationship Management, programs to effectively oversee their relationship with their customers at every point during the buying process.
The goal should be to build a sustainable lifestyle business that does good for employees and customers - and that steadily builds wealth.
We live in a world where there are a hell of a lot of new inputs that need to be factored in to your business. It used to be just about your employees and your customers. Now there are all the issues about global warming, about sustainability, about ethics and now about gender and the distribution of wealth.
Scale can create value for shareholders; for consumers, who are beneficiaries of better products, delivered more quickly and at less cost; for the businesses that are our customers; and for the economy as a whole.
At Wal-Mart, it goes back to Sam Walton and the foundation and business model that we simply operate for less, or everyday low cost. We're known for operating in a very efficient way and then giving those savings to customers.
I made a penny for each paper delivered every day, plus 2 cents for Sunday papers. I had 120 customers. For a 10-year-old kid in the 1940s, that was a lot of money.
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.
When you're managing a large number of people, you learn that incentives matter tremendously. You really want people to be rewarded for doing the right thing for the customers and the organization.
When a company is not being guided by the products they make and what the customers need, but by how they can manipulate the system - get regulations on their competitors, or mandates on using their products, or eliminating foreign competition - it just lowers the overall standard of living and hurts the disadvantaged the most.
You've got to keep reinventing. You'll have new competitors. You'll have new customers all around you.
Our development strategy is based on a deep understanding of our customers. They want high-quality products and good service.
Most of all, I discovered that in order to succeed with a product you must truly get to know your customers and build something for them.
If you do build a great experience, customers tell each other about that. Word of mouth is very powerful.
Martin Luther King, Jr.
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You cannot shake hands with a clenched fist.
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