Kelly Sue DeConnick Quotes

Making a million dollars is the simplest thing in the world. Just find a product that sells for $2,000 and that you can buy at a cost of $1,000, and sell a thousand of them.

Steve Jobs once asked me for some advice about retail, but I said, 'I am not sure at all we are in the same business.'

At Netflix, we realized that we weren't in business with the Toshibas and the Sonys of the world. We were in business with the guy sitting at home trying to find a DVD to watch. If we had the courage to focus on him, everyone - movie studios, electronics companies, Netflix itself - won.

You've got to start with the customer experience and work backwards to the technology. You can't start with the technology and try to figure out where you're going to sell it.

JPMorgan is a very good franchise. And the way you should look at a franchise, a business, is from the standpoint of the customers.

Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.

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

I'm not in the service business.

If you're not trying to do something better, then you're not focused on the customer and you'll miss the possibility of making your business great.

Zappos is a customer service company that just happens to sell shoes.

We're trying to win business by doing a good job for the clients, as opposed to, "We think being big and universal is just a great, wonderful thing." It's not a morality thing. It's a "Does it work for the client?" thing. Everything we do is because a client uses us. Everything we do is because a client chose to use us of his own free volition.

Determine what your customers need, and work backwards.

We’re keenly aware that when we develop and make something and bring it to market that it really does speak to a set of values. And what preoccupies us is that sense of care, and what our products will not speak to is a schedule, what our products will not speak to is trying to respond to some corporate or competitive agenda. We’re very genuinely designing the best products that we can for people.

The opportunity ahead for Microsoft is vast, but to seize it, we must focus clearly, move faster and continue to transform. A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

By all means, fire the customers who aren't worth the time and the trouble. But understand that the moment you insist the customer is wrong, you've just started the firing process.

The pendulum of cookery techniques became more significant than the actual experience. And when that happens, the customer's satisfaction becomes secondary to the chef's satisfaction. And in that case, you have an upside-down equation. Because the customer is the basis of our restaurant, first of all, and if the chef becomes the most important person at the table - even more so than the guests - then suddenly you're left with something that doesn't really work.

When you start to talk about comic books, a lot of the time, people forget about the comic part of it. They need to be funny.

Study your reader first - your product second. If you understand his reactions, and present those phases of your product that relate to his needs, then you cannot help but write a good letter.

Go to the bookstore and look at how many bookshelves are filled with books trying to explain how to work the devices. We don't see shelves of books on how to use television sets, telephones, refrigerators or washing machines. Why should we for computer-based applications?

I wouldn't say that we're proactively out there hunting down brands to try to fulfill some piece of a larger battle plan or something. If they have things they want to get to us, we're somewhat easily accessible through our managers and record companies.

I was a huge comic book fan, and I still am.

Businesses want to think in terms of categories. Consumers want us to think in terms of their needs.

The most customer-centric organizations can answer any question by deciding what's best for the customer, without ever having to ask.

The customer is usually wrong, but statistics indicate that it doesn't pay to tell him so

Starbucks trying to build a different kind of company around the balance of profitably and benevolence. A social conscience. And that isn't a program it has to be a way of life.