Susan Elizabeth Phillips Quotes

Companies don't get rich hurting their customers.

Consumers, unlike voters, expect an immediate response to their concerns; and companies, unlike governments, do not have the luxury of a mid-term lull.

I have an obsession for quality. I work for my guests, not to obtain Michelin stars.

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.

If a customer walks out without shoes, you really want to find out why. 'It didn't fit' is not good enough.

For me, good service is efficient and discreet; it's that critical balance. As soon as the client sits down, the communication flow has to start. Customers need to feel that the waiters are supervised - that there's a system in place.

We used to think that the enterprise was the hardest customer to satisfy, but we were wrong. It turns out, consumers are harder than the enterprise because the consumer will not give you a second chance.

I went to the store and bought lady fingers, when I got home I noticed one of the fingers was missing so I went back to the store and the manager was nice enough to give me the finger.

No one knows the cost of a defective product - don't tell me you do. You know the cost of replacing it, but not the cost of a dissatisfied customer.

Marketers know - no matter how deep the emotional connection or brand loyalty - when a product does not perform, rational thought overtakes emotion, and most consumers make a new choice.

I do have very high customer service standards - I'd send back sushi because it's too fishy.

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

Statistics suggest that when customers complain, business owners and managers ought to get excited about it. The complaining customer represents a huge opportunity for more business.

If I ever own a restaurant, I will never allow the waiters to ask if the diners like their dishes. Particularly when they're talking.

If you don't care about the lapel or the buttons or the fit, then you are doing a disservice to the consumer. We're all inside the tunnel, speaking the language of business, but we need to speak the language of customers.

I think one of the things that, at least, I found out over - and many have in the industry - is that of all the customer service desires and needs, price is one of them.

I think I'm in the service business. I mean, our sandwiches are pretty good; I don't know if they're extraordinary. But our service is.

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.

It is customers that decide if we succeed.

I've sold 46 million pillows and my customers' opinions are the only ones that matter to me.

Several nutrition companies have approached me over the years to endorse a number of different products. Some worked; some didn't - so I decided to create my own brand.

Obviously, the hotel is related to my name, so my mom makes sure the staff, the service, the cleaning part of it is 100 out of 100. Not 99, 100 out of 100. We've got great reviews because of that. That's why a lot of people want to stay out our place, because we provide a lot of good services.

When a customer is really not happy, it's a very unpleasant experience.

My idea of fun would be to review the customers. I could give some customers one star, so that restaurateurs would know when they walked in not to serve them.

American bankers believe in the personal touch; the teller conveys a sense that he happens to be there accidentally and he is overjoyed at the lucky chance of the encounter.