Jack Ma Quotes

Customers should be number 1, Employees number 2, and then only your Shareholders come at number 3.

Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.

Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.

Many companies talk about customer success, but how many actually put the customer first above all else, always?

By putting the employee first, the customer effectively comes first by default, and in the end, the shareholder comes first by default as well.

I make all my advertising decisions based on what is best for my customers and my employees.

LVMH is not just about numbers. It's about people.

Obsess about customers, not competitors.

Focus on your customers and lead your people as though their lives depend on your success.

One, we committed to put about 650 people in the field to focus totally on customer satisfaction.

Our new attitude is how can we put you in front of our customer.

When a customer enters my store, forget me. He is king.

I don't think value to the customer is achieved at the expense of employees' welfare.

One of the things which make any company successful, in particular the Home Depot, was that we understood and catered to the customer. If it didn't sell, it didn't make a difference what we thought or our research told us. They told us if it was successful by buying it or not.

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.

If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.

Every employee at Workday thinks about how they are going to help customers be successful. It is a simple formula, but a lot of companies go out, and they don't listen to their customers; they don't try to solve hard problems, making it tougher for themselves to create a great business.

At the end of the day, the differential, I believe, on the airline space has got to be about the product and the service that you provide. And again, I can't express that enough. That comes from people. It is a people business, and my primary focus is to get our 84,000-plus people back aligned, back engaged, and back focused on our customer.

Every company can use someone advocating loudly for the customer.

I do not work for the shareholder, to be honest. I work for the customer.

Zoom does not focus on revenue goals, but rather we have confidence that focusing on the happiness of existing customers and our employees will organically increase growth.

My aspiration is that M&M become one of the most customer-centric organizations in the world. If we focus on understanding our customers, we will be able to develop customer-centric innovations.

Customer service should not be a department, customer service is everyone's job.

If we can keep our competitors focused on us while we stay focused on the customer, ultimately we'll turn out all right.

It's not enough to be close to the customer. You've got to be glued to the customer.