First, we want to have a direct relationship with our customers wherever we can. On open platforms like PC and Android, it’s possible for them to get the software direct from us. We can be in contact with them and not have a third-party distributor in between.
When a company gets bigger, when it begins to bring on employees, it naturally goes through this tendency of wanting to control, of wanting to build process – essentially to say not every one of our customers or employees has great judgment.
I think of a traditional CEO as being divorced from customers. A lot of consumer company CEOs – they’re not really interacting with consumers.
A lesser but still fundamental rule of racing is that you properly enter the event. Anyone who doesn’t but still insists on running interferes with the paying customers.
The advantage of the consumer businesses is they tend to be much broader-based, much larger number of customers, that tend to over time be a lot more predictable. The advantage of the enterprise companies is they are not as subject to consumer trend, fad, behavior.
Learning how to interact with customers is something that anyone starting any business must master. It’s an amazing opportunity to be able to learn the ropes at an established company and then employ your expertise at your own company.
We have a lot of existing customers which are also considering Linux desktop migrations and rolling out some of these programs, so we’re learning from them.
For Net-A-Porter and its customers, luxury means exceptional service, 24-7 – wherever they are, whenever they have time.
Ayasdi’s customers can finally learn the answers to questions that they didn’t know to ask in the first place.
We’ve been delivering cloud-based services for over a decade, with more than 30 million Intuit customers using offerings across a variety of desktop and mobile devices. The benefits are clear: online experiences are simply better for customer.
If you look at our customers, our customers tend to be really high-end people who make big, sophisticated systems.
We built Zoom for the business customers.
For commercial customers, we have invested in specialist mobile-first sales capabilities, and we are building out our device-selling channel.
As a GM Goodwrench Service Plus dealer, I understand how good service makes a difference to our customers.
When we have a corporation, we must know what the customer wants, what the customers needs. Also, the politician must know what the people want, what the people need.
If you already have some amount of significant traction with customers, either in usage or in revenue, you should very quickly try and get that clearly out.
Permission marketing turns strangers into friends and friends into loyal customers. It’s not just about entertainment – it’s about education. Permission marketing is curriculum marketing.
I look forward to joining the great team at Ericsson and work closely with existing and new customers around the world.
When you’re a startup, your edge is that you don’t have that many customers. So you can build a really strong relationship with them.
Compared to Uber, we have a much local business model. We allow the customers to pay in cash as well as use our prepaid wallet. We allow them to book through call centres and pre-book for future travels.
When times are good, there is budget available for increased research on secondary products or customers.
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.
It was always remarkable to me how ignorant the labels were of the listening habits of their own customers, and how obstinate they were in denying those habits and then trying to essentially alter those habits instead of retooling their business to adapt to them.
If you’re open with people and provide context for the decisions that your making, customers will stick with you.
Manufacturers must accept responsibility for their customers’ safety.
I think there’s a difference between having a bestselling book – meaning through marketing, PR and buying that first wave of customers – and writing a bestselling book. The second implies that the product propels itself to the best seller list.
Kickstarter can get customers invested, both literally and figuratively, in a game before it is released. With nothing but an idea, a bit of video and a few screenshots, a developer can start building a loyal fan base.
We help Chinese companies grow their customers abroad. They use Facebook ads to find more customers. For example, Lenovo used Facebook ads to sell its new phone. In China, I also see economic growth. We admire it.
No matter what you do, you’re going to run into haters online. We’re not talking about ordinary, disgruntled customers who should be addressed with empathy and understanding. Haters are a breed apart.
The cost of acquiring new customers and maintaining those relationships in an online environment versus bricks and mortar is significant.
Grandpa didn’t have any idea of customer service. But he wanted to make a living. Eventually, we saw it was not in our best interest to be arguing with customers.
Tod’s customers – whatever their nationality – want the very best things in life.
We saw that our customers required help beyond the data sets they had and that they could benefit from a wider opinion. So we built SurveyMonkey Audience, and we’ve now got 4 million users who signed up to take surveys. Our clients can choose the demographic they want to hear from, and we can provide that sample.
History has shown that incumbents tend to fight trends that challenge established ways and, in the process, lose focus on what matters most: customers.
To ensure we are meeting the demands of existing customers while also attracting new users, we remain focused on building cutting-edge technology and introducing new and innovative product offerings.
I think that always our focus is gonna be the customers.
A frustration I have is that a lot of people increasingly seem to equate an advertising business model with somehow being out of alignment with your customers. I think it’s the most ridiculous concept.
Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.
When I was in the private sector, I found it immensely useful to go out and talk to customers and co-workers.
One of the things that’s consistent, if you speak to hotel owners or customers across the world, is that the proposition of Oyo is very valuable for each one of them.
Visionary CEOs don’t need someone else to demo the company’s key products for them. They deeply understand products, and they have their own coherent and consistent vision of where the industry/business models and customers are today, and where they need to take the company.
From the beginning, we have fostered a culture that embraces our entrepreneurial spirit and values innovation that puts our customers first.
Besides having an audience, the most important currency for any leader is his or her reputation. And having a reputation for over-delivering on what’s expected of you should give your visitors, subscribers and customers more reason to spend their money with you and refer their friends.
We want what’s best for our customers, our associates and our communities.
I wouldn’t want to do anything like ‘Minecraft’ again, where it’s, like, an on-going thing, and there are customers I have to keep happy.
The desire to collect information on customers is not new for Target or any other large retailer, of course. For decades, Target has collected vast amounts of data on every person who regularly walks into one of its stores.
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?
PayPal came within an inch of being shut down by regulators when they started. The feds seizing the Dwolla account and stealing the money that is owned by Mt. Gox customers is more proof that Bitcoin is the superior payment system.
That’s the ultimate gratification in any business situation – do customers buy the product? And do they use it and do they come back and buy more of it?
Our customers are quality maniacs.
As far as investors and customers are concerned, I make it a point to answer each and every piece of mail that comes to me.
We want to be able to service our customers more, like an Internet service. Our goal is to run one of the largest Internet services that enables people to use Windows on an everyday basis.
Customers want a broad assortment, especially with e-commerce. If you pull up your mobile app to look for something at Walmart, we want you to be able to find it.
Spend time with the customers, immersing yourselves, watching. Spend time at their homes. Hear what they say, but most importantly, watch their behaviors as the indication of where the pain is. And then go solve that pain.
There were business challenges, a lot of imitators sprung up, but we built a product that customers love.
