Charging everyone the same thing and treating everyone the same way, as retailers do today, is 'Six Sigma' thinking which is great for producing widgets on a production line, but it makes no sense in a world where customers are inherently different.
Retailers are treating everyone the same way who walks in their stores and this doesn't make sense in the world we live in where all customers are not equal.
Know what your customers want most and what your company does best. Focus on where those two meet.
Smart phones are re-inventing the connections between companies and their customers.
In business, we often say that your best customers are the customers you have now. In other words, your most successful sales leads come from the selling you've already done.
Poverty cannot be accepted as a pretext and justification for the exploitation of children. It does not explain the huge global demand with, in many instances, customers from rich countries circumventing their national laws to exploit children in other countries. Sex tourism has spread its illicit wings wide, and paedophiles search for their victims in all parts of the globe. The problem is compounded by the criminal networks which benefit from the trade in children, and by collusion and corruption in many national settings.
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.
In order to sell a product or a service, a company must establish a relationship with the consumer. It must build trust and rapport. It must understand the customer's needs, and it must provide a product that delivers the promised benefits.
Sustainability is no longer optional. Companies that fail to adopt such practices will perish. They will not only lose cost basis: they will also suffer in recruiting employees as well as attracting customers.
To prosper soundly in business, you must satisfy not only your customers, but you must lay yourself out to satisfy also the men who make your product and the men who sell it.
I feel constantly the tension of the quarterly cycles, the drive to produce shareowner value at the cost sometimes of customer value and employee value. [But] if you take equal care of the employees, they will take equal care of the customers and then we will get an equal or better opportunity for our shareowners.
Business isn't some disembodied bloodless enterprise. Profit is fine - a sign that the customer honors the value of what we do. But "enterprise" ( a lovely word ) is about heart. About beauty. It's about art. About people throwing themselves on the line. It's about passion and the selfless pursuit of an ideal.
It is to the real advantage of every producer, every manufacturer and every merchant to cooperate in the improvement of working conditions, because the best customer of American industry is the well-paid worker.
If some among you fear taking a stand because you are afraid of reprisals from customers, clients, or even government, recognize that you are just feeding the crocodile hoping he'll eat you last.
An underpaid man is a customer reduced in purchasing power. He cannot buy. Business depression is caused by weakened purchasing power. Purchasing power is weakened by uncertainty or insufficiency of income. The cure of business depression is through purchasing power, and the source of purchasing power is wages.
Over the last 25 years, the American free enterprise system created the most diverse video programming on earth with the best value for the customer. It is disappointing that the updated report relies on assumptions that are not in line with the reality of the marketplace.
Not being in tune with your customers is like living in an alternate reality; the way you think your customers feel about your product is not always the same as what your customers really think about your product.
IBM has had a long partnership with Siebel, JD Edwards and Peoplesoft, so from a partner perspective, this is a good move by both sides. This agreement reflects the reality of what customers expect for their investment, support and openness. Oracle really needed to do this for Websphere, but it opens up tremendous opportunities for both companies.
Because Microsoft seems to sometimes not trust customer choice, they salt XP with all these little gizmos and trap doors to get people to try Microsoft stuff. But the reality is that we're downloading more players than we ever have on a worldwide basis.
Customers can't always tell you what they want, but they can always tell you what's wrong.
Above all else, align with customers. Win when they win. Win only when they win.
If you don't talk to your customers, how will you know how to talk to your customers?
Good design allows things to operate more efficiently, smoothly, and comfortably for the user. That's the real source of advantage. Businesses have started to understand this, so good design will become the price of entry. ... Customers appreciate good design. While they can't necessarily point out what specifically makes it good, they know it feels better. There's a visceral connection. They are willing to pay for it, if you give them a great experience.
In 2000, when my partner Ben Horowitz was CEO of the first cloud computing company, Loudcloud, the cost of a customer running a basic Internet application was approximately $150,000 a month.
Even when I ran my bar I followed the same policy. A lot of customers came to the bar. If one in ten enjoyed the place and said he'd come again, that was enough. If one out of ten was a repeat customer, then the business would survive. To put it another way, it didn't matter if nine out of ten didn't like my bar. This realization lifted a weight off my shoulders. Still, I had to make sure that the one person who did like the place.
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