What matters is: Are you profitable? Are you building something great? Are you taking care of your people? Are you treating your customers well?
If you wish to prosper, let your customer prosper. When people have learned this lesson, everyone will seek his individual welfare in the general welfare. Then jealousies between man and man, city and city, province and province, nation and nation, will no longer trouble the world.
You look at the world situation, look at London, Paris, Italy, it is all basically the same as the U.S. Then you look at other places such as India, Bali, with warmer climates, you know the Southern climates, they are very different. I think there is a time and place for everything and in Australia, for example, it is completely the opposite. I don't think we can be designing for that customer per se.
I worked at the original Coyote Ugly bar when I was a young, unpublished writer. Then later when I became a writer, I wrote an article about it for GQ. Disney read this article about this filthy, disgusting pit in the East Village [of New York City], where we used to set the bar on fire to get customers away from us, and said, "That's a great movie for kids!" They made the fantastic Coyote Ugly movie, now legendary.
I have to laugh when I receive newsletters from major personalities and when you hit reply, you get a 'do-not-reply' address. It's ridiculous! Don't you want your customers to reply to you?
The best feature of a product should really be the customer service.
Business today is more personal than ever. It's about pouring your soul into whatever you create. It's about providing more value than anyone else in the market and focusing on creating strong, honest, and deep connections with your customers.
There is a lot of corruption all over the world and not only when it comes to illegal wildlife trade! There are a few ways to ensure this stops: If there are no customers, there will be no trade.
By selling directly to customers, real women, the brand is able to avoid significant retail mark-ups that typically exist in high end fashion.
If you don't have customers to sell to, you can't commit to anything with textile factories or manufacturing factories because you don't know if you'll be able to sell the quantities they're asking you to fill.
Contractors always pursue large profit, the customer - a high-quality end product in due time and at a lower cost. This struggle never ends, but this is natural.
I was literally calling my customers who were complaining on social media and having a dialog with them, and sending them money.
Focus on executing to give maximum value to your customers. That means learning everything from financing to producing to marketing.
Many of the customers here are traveling all over the world so they need multiple types of clothes. That's one thing about Urban Zen - it is seasonless and it is timeless. So it's not about the fashion of a moment saying, "I have to have it now." It's something that you become a part of...sort of like a sari.
I don't need every customer. I'm primarily in the business of selling a product for money. How much effort do I really want to devote to satisfying people who are unable or extremely unlikely to pay for anything?
Higher education is the only business that has a ceremony for firing its customers.
In companies, there are three activities that should be labeled better. First there is the "CORE" which is the thing the company does that its customers pay it to do.
The most important thing here is to largely ignore what customers say, and instead watch what they do or track where they spend money.
Some businesses offer such a lousy customer experience that they are prime candidates for competition from Internet based stores.
I listen to [customers] and we make adjustments because we pretty much average a collection every six weeks. We're constantly taking everything in and taking notes.
Since I begrudgingly started my Instagram account and my social media exposure/connection. I say begrudgingly because I just didn't want to take the plunge, but when I realized it was just a direct connection to our customer and these women, I did it. I like listening to their stories and their feedback.
In software, we rarely have meaningful requirements. Even if we do, the only measure of success that matters is whether our solution solves the customer's shifting idea of what their problem is.
Banks also have to say no to customers. We can't always give clients what they want; it may not be in the client's best interest.
People need to understand: Businesses are going to make mistakes. They shouldn't be shot and hung every time. We should apologize for it. We should make up for it. My shareholders paid for it. No customer was hurt, which is critical to me. But I hurt my shareholders, and I wish I hadn't.
I'm starting to believe that part of the solution regarding the devices is that they have a role to play in engaging the customer and keeping our product in front of them during the pre-show. They certainly have a role to play in ticket sales. Inside the movie auditorium, though, during the feature presenation there's no place for them. Every single weekend two out of the top three reasons people contact us are: somebody's being disruptive, with a device most of the time, or a dirty bathroom.
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