Steve Easterbrook Quotes

I do not work for the shareholder, to be honest. I work for the customer.

I talked about 12 to 18 months, and that's about reaffirming our foundation for sustained growth: getting the discipline back, getting the basics right, getting the customer focus back... so by the end of next year, I hope most of that's in place.

I think the only way to maintain profitability is to meet the needs of the customers.

The customer wants what the customer wants - when they want it, where they want it, and how they want it. And if you want to build a big business, and you want to be meaningful to a big, broad group of customers, you need to think about how you're going to meet them in the various places where they might expect to see you.

If you get the product and technology right, then the rest usually falls into place.

Our customers need to be satisfied that there is a price-value relationship that they feel great about.

The teams and how we perform and how we deal with customers, how we invest in the things we do right now - that's what writes the story for GE.

If I had to have my druthers - the best technology, the best cloud... if I had to choose between that and building out a sales force and building out customer support... I would pick the latter.

Customers should be number 1, Employees number 2, and then only your Shareholders come at number 3.

Make every decision—even decisions about whether to expand the business, raise money, or promote someone—according to what's best for your customers.

Don't worry about the financials. Just focus on delivering great products.

When it comes to creating a product or running a company, you need to prioritize the goal of the company or the creation of the product over and above every personal interaction you have.

I have long believed the corporate world is plagued by poor capital allocation decisions.

Our customers are at the center of everything we do.

Harman had great brands, but the processes were falling apart.

Customer-centricity is unbelievably important.

We want to serve the customer as they want to be served.

Our customers are quality maniacs.

Exceptional firms have always been good at aligning their mission or purpose with their execution and, as a result, have enjoyed category leadership in sales and profits.

The goal of listening to customers is not to please every one of them. It's to figure out which customer segments serve your needs - both short and long term.

What I'm good at is making sure we have the best resources, the best talent, the best marketing, and the best access to distribution.

My aspiration is that M&M become one of the most customer-centric organizations in the world. If we focus on understanding our customers, we will be able to develop customer-centric innovations.

When you focus solely on valuation and market share, you win some and you lose some. When you focus on the needs of your customers and help them achieve their dreams, you win every time.

Always listen to your customers.

Proper business planning demands that you focus on the self-interest of the customer at all times.