Guy Kawasaki Quotes

The jewelry business is a very, very tough business - tougher than the computer business. You truly have to understand how to take care of your customers.

I spend my time being a retailer, not an economist.

This was all the inspiration it took: We put 100 percent of ourselves in the lines. We personally take care of everything, from fulfillment to answering the mail.

In my extensive experience, I can honestly say that Sculpture Hospitality's inventory solutions are world class and, by far, the most comprehensive in the industry.

I think, as a chef and restaurateur, that you have to take care of your business. Otherwise, you're only as good as your last meal. You have to watch if your food costs are too high, or you could be out of business in no time.

It doesn't do much good to have a quality image, whether it's with the facility or whether it's with the merchandise, if you don't have real quality people taking care of your customers.

I don't think it ever does any harm in any business to feel that there is someone there who cares about it. If you look at any business, fashion being the most obvious, the aura, or the reality of the designer, is part of what creates it. It's true in luxury goods stores and in good food stores. It leaves a palpable sense that someone cares.

Traditionally, the sample is always better than the stock you deliver to the store.

This is a tough business for anyone, especially if you start out young. I feel really lucky about the way things have turned out.

We want to set a tone going into our fiscal year that starts Feb. 1, that Wal-Mart Stores is going to be aggressive in taking care of customers, taking care of our associates, communications and merchandising.

Catering is extremely demanding financially and physically. It's a business.

Companies are starting to measure how effective their customer service is and trying to understand what they can do to improve the customer service process.

I think by my father owning a store, I was definitely aware of the commercial aspect of selling clothes. His shop was a place I enjoyed spending time in as a boy, so I learned things almost by osmosis at times, by literally just being around all the action and not really despite myself.

I always worked in institutions, I never had a restaurant of my own before, but I have opened over 30 hotels, restaurants and casinos. I understand what it takes to keep them running.

There just doesn't seem to be a market for something with aspiration anymore.

We must advertise to U.S. business that we are there, that our attitude has changed, and that we care. When we are asked to help, we have to perform and provide the right advice.

This is my hobby: growing stores, adding stores. It's fun.

There are still a lot of cases in the world where you order something and then you see 'Delivery will be in 8-12 weeks.' This is because of the faxes and forms that still exist.

We can serve our customers well only if our buying jobs are right. You cannot sell if you haven't ordered wanted goods into your store.

My mom and I had a kids' clothing store called Smooch for six years, and I did all the buying before I even had kids.

Expressing the thoughts of my comrades, I suggested, among other means, the organization of an international information service on inventories, on production, and on the needs of the various countries for raw materials.

I don't like department stores. I had a chain of department stores back in 1994 which was Lewis's and Owen Owen, only for a short time, and I found department stores personally difficult.

We rent one in three tuxedos in the U.S. and Canada, and if we make a mistake, our employees will deliver to the customer's home, office, or wedding. We get a couple hundred letters a week praising the service in our stores.

I actually did use to sell shoes.

If you sell a physical product, you have a lot of Q4 upside and unpredictability, but now you have to manage your cash to get to Q4 so that you can invest in building inventory to over-perform.