Jimmy John Liautaud Quotes

When you're a corporation, you're going to stick with what works. That's why every McDonald's is the same.

The reason my kids like McDonald's is that they always know what they're going to get. It's not gourmet food, but the french fries they order in Indianapolis are just like the french fries they order in Tampa. Wherever they get McDonald's fries, they know it will be the same. That's what McDonald's does.

Jimmy John's is what it is. We strive for a consistent experience that is consistently good.

The one thing I always talk about in terms of restaurants is consistency.

People like consistency. Whether it's a store or a restaurant, they want to come in and see what you are famous for.

The Apple mentality is really about creating focus, quality and a voice that people understand and can relate to.

Customer loyalty comes from consistent experience. They learn to count on you.

In Tokyo, London or Los Angeles people go into McDonald's and the restaurants are identical and people are comfortable. It's unthreatening.

The one thing I always talk about in terms of restaurants is consistency. I think that's what we love about the vodka, is that it's consistent. It's consistent in its pureness and that's how I tie it to restaurants. When I think of a good restaurant, it's where the food has been consistent; there's always a consistency.

I think my customers, my fans are really like my family now - it's like a movement of fabulosity.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.

Your company's most valuable asset is how it is known to its customers.

I get asked a lot why Apple's customers are so loyal. It's not because they belong to the Church of Mac! That's ridiculous.

CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.

Now the whole point about machines is they are designed not to be random. When you call up a word processing program on your computer, you don't want it to be different every time you call it up. You want it to stay the same.

Our customers call and e-mail us to say that's how it feels when a Zappos box arrives. And that's how we view this company.

Quality, service, cleanliness, and value.

There's definitely an obstacle in developing a brand for yourself that people can rely on when you're so eclectic.

My audience expects cold, hard truth. They don't expect me to dance around it. They expect me to say it the way they think it. That's part of my brand. If I don't do that, then my audience goes, 'What's up? Is he sick or something? What's wrong with him?' The entity has a brand.

Starbucks has a role and a meaningful relationship with people that is not only about the coffee.

I don't want to do anything and everything. I want to be a brand that, every time I leverage my name, I want people to feel sure that it's going to be something good - so whether it be my movies, my perfume, my restaurant, my musical, it'll be good work, good food and good everything.

Our approach at Apple has always been to make products we're proud to own and use ourselves.

We need to put ourselves in the shoes of our customers. That is my new battle cry. Live and breathe Starbucks the way our customers do.

You go to Starbucks, and you know what you're going to get. It's the same with my yoga.

As a brand marketer, I'm a big believer in 'branding the customer experience,' not just selling the service.