Oscar Munoz Quotes

Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.

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.

If you fire people, you fire customers.

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.

Quality has always been the overriding factor for us. But you also have to have happy people working for you.

The magic formula that successful businesses have discovered is to treat customers like guests and employees like people.

Chick-fil-A is what it is today because of its people, purpose and product.

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.

Keeping customers is about the experience, and the employees control the culture and temperature of the business. Never forget that.

I work with CEOs and their executive teams... and very few of these people are really indifferent about their employees or their customers.

I'm a big believer that if you're happy and your employees are happy, your customers are going to be happy. If you're unhappy and your employees are unhappy, there's no way your customers are going to be happy.

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.

Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.

Southwest Airlines is successful because the company understands it's a customer service company. It also happens to be an airline.

The real product at Diesel is satisfaction. My satisfaction at Diesel is being a pioneer.

Stay externally focused - on your customers - and focus internally when you have to hire.

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

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

The worst mistake a boss can make is not to say 'well done'.

The way management treats associates is exactly how the associates will treat the customers.

Businesses often forget about the culture, and ultimately, they suffer for it because you can't deliver good service from unhappy employees.

What you can't buy is the loyalty that comes through our dedicated crewmembers.

Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.

You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.

When a positive exchange between a brand and customers becomes quantifiable metrics, it encourages brand to provide better service, customer service to do a better job, and consumers to actively show their gratitude.