Maelle Gavet Quotes

The purpose of a business is to create customers.

You just can't keep pouring money down an endless hole and never recoup any of it. It's got to be a business.

Today, the concept of business is to make money. Making money is the name of the business.

The companies that I really admire the most are the ones that have a deep visceral understanding of why people use their service, and they figure out ways of making money that are completely consistent with how people are feeling and what they are doing at the time.

I don't have more money. I won't have more money than any of the candidates, even the Republican candidates. We know that already. But we are building this campaign team like I would build a business. And that is, we are building it so far with no debt.

At Wal-Mart, it goes back to Sam Walton and the foundation and business model that we simply operate for less, or everyday low cost. We're known for operating in a very efficient way and then giving those savings to customers.

Xerox's innovative technology and service offerings - delivered through an expanding distribution system with a lean and flexible business model - continue to solidify our market leadership, driving consistently strong earnings performance.

It's easier to build a business around a first-class product, even if it's a more expensive product to produce.

The entire business world has figured out how to make huge buckets of money without hiring us to work for them.

The purpose of a business is to create a customer.

We're not in the business of shaping consumer demand. We respond to it.

There are companies with management and companies with money. You can always find money. Management is the key to success in any business.

Customer discovery is the process of translating a founder's vision for the company into hypotheses about each component of the business model and creating a set of experiments to test each hypothesis.

Business is all about the customer: what the customer wants and what they get. Generally, every customer wants a product or service that solves their problem, worth their money, and is delivered with amazing customer service.

Market leaders inevitably slip into decline when they tell the people what they want instead of giving the people what they want.

We watch our competitors, learn from them, see the things that they were doing for customers and copy those things as much as we can.

I've built my business around the No. 7.

The company that employed me strived only to serve up the cheapest fare that the customer would tolerate, churn it out as fast as possible, and charge as much as they could get away with. If it were possible to do so, the company would sell what all businesses of its kind dream about selling, creating that which all of our efforts were tacitly supposed to achieve: the ultimate product -- Nothing. And for this product they would command the ultimate price -- Everything.

The fact that used cars is our largest category is a good example. We would not have sat in a conference room and said, "Hey, how about used cars?" So what can be learned that is extensible to other companies is to ask what are your customers doing with your products that maybe you didn't anticipate that they would do? How do you think of your customers as your research and development lab, as opposed to having an R&D lab at headquarters?

A. T. Stewart started life with a dollar and fifty cents. This merchant prince began by calling at the doors of houses in order to sell needles, thread and buttons. He soon found the people did not want them, and his small stock was thrown back on his hands. Then he said wisely, "I'll not buy any more of these goods, but I'll go and ask people what they do want." Thereafter he studied the needs and desires of people, found out just what they most wanted, endeavored to meet those wants, and became the greatest business man of his time.

One cannot sell anything to a satisfied man. Ergo, make him want something new, or take away something that he has and then sell him something to take its place.

The essence of a successful business is really quite simple. It is your ability to offer a product or service that people will pay for at a price sufficiently above your costs, ideally three or four or five times your cost, thereby giving you a profit that enables you to buy and to offer more products and services.

Profits are the driving force of the market economy. The greater the profits, the better the needs of the consumers are supplied... He who serves the public best, makes the highest profits.

Businesses are not paid to reform customers. They are paid to satisfy customers.

Everyone is in the business of customer satisfaction.Wh o are your customers and how are they doing?