Indian car buyers have not really been exposed to customer care in a competitive environment.
What the customer demands is last year's model, cheaper. To find out what the customer needs you have to understand what the customer is doing as well as he understands it. Then you build what he needs and you educate him to the fact that he needs it.
Lyft is focused on the customer - the driver - as GM is. I've talked many times about our goal being, 'How we can put the customer at the center of what we do so we earn customers for life?' It's a very common goal of putting the customer first.
This year I hope to introduce legislation that would require Power Administrations to list direct and indirect costs associated with ESA compliance as a line item on customer's power bills.
The Starbucks customer and the Teavana customer are two very different customers, two different need states that are highly complimentary.
Lumileds is a highly successful supplier of lighting components to the general illumination, automotive, and consumer electronics markets, with a strong customer base.
So in 2000, when we changed the business model and started really focusing on that triangle and putting the customer in the center, we decided we should hold off - we've done enough consolidation; we've got enough critical mass.
Our business is about technology, yes. But it's also about operations and customer relationships.
A satisfied customer is the best business strategy of all.
It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages.
Innovation comes from the producer - not from the customer.
No one knows the cost of a defective product - don't tell me you do. You know the cost of replacing it, but not the cost of a dissatisfied customer.
I'd just like to be treated like a regular customer.
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.
I worked at Ikea as a customer service rep for two years and loved it.
Customer service is just a day-in, day-out, ongoing, never-ending, unremitting, persevering, compassionate type of activity.
By putting the employee first, the customer effectively comes first by default, and in the end, the shareholder comes first by default as well.
Quality that significantly exceeds the customer's expectations doesn't seem to pay off. This 'delight the customer' stuff isn't rewarding. One has to be careful about delighting customers too often, because it sort of reshapes customer expectations.
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.
Our ability to create that one-on-one engagement with a customer is a point of differentiation and a strategic advantage for us.
