Glenn Kelman Quotes

I'm passionate about pleasing people.

I will work to ensure Duke Energy is positioned to continue its track record of outstanding customer service and operational and financial excellence.

All businesses make mistakes. The trick is to avoid large ones.

Our primary goal in the consumer health service companies I back is helping them create an uncompromisingly great consumer experience.

The biggest threat to McDonald's lies within - and that is us as a company becoming complacent. There are a lot of companies that get fat, dumb and happy and take their eye off the ball and forget about serving customers.

The most important thing you can do is make the distinction between customer service and guest hospitality. You need both things to thrive, but they are completely different.

Service is how product is delivered - the technical aspect.

If you do this, you're going to have some heartaches from it. You're going to have people yelling at you or maybe screaming at you or criticizing you, but I think it's the best way to sell a superior chicken.

There's a strength to being able to look at products through a customer's eyes, but it is also dangerous.

When you can't compete on cost, compete on quality.

The client is not always right.

There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.

Before I make a mistake, I don't make that mistake.

I love criticism. Equitable Life went down because management wouldn't brook criticism, but if you are in business, you have to hear what's going wrong.

Value-first is a perception. If your customer does not perceive it as value, then it's not very valuable.

Fastidious attention to detail makes the difference between an OK service and first class service.

Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.

I myself, as well as Toyota, am not perfect. I, more than anyone, wish for our customers' cars to be safe.

Our development strategy is based on a deep understanding of our customers. They want high-quality products and good service.

Once you get past 100, it is all about not making a mistake.

Customers want high-quality food, good service, and good store experience, and most retailers fail to deliver on those.

All you can worry about as CEO is making sure your company continues to build great products, deliver the revenue, and keep your customers happy.

My customers come and go, cycle in and out. They eat others' foods, too. It's cool. They move on, and they come back. My quality, in food and execution, speaks for itself.

Our employees and competitors thought we were docile. We want to be defiantly disruptive. I don't mean necessarily by launching price wars but by being the best at the basics - having the best customer service, the best on-time performance, the best coffee - in a thoughtful, not a testosterone-laced, way.

In the telecommunications, consumer products, and railway businesses, there are very real consequences if you don't meet the consumer's needs and desires. There are also substantive rewards for doing so, and especially for exceeding customer expectations.