Francois-Henri Pinault Quotes

This is what customers pay us for - to sweat all these details so it's easy and pleasant for them to use our computers. We're supposed to be really good at this. That doesn't mean we don't listen to customers, but it's hard for them to tell you what they want when they've never seen anything remotely like it.

We need to put ourselves in the shoes of our customers. That is my new battle cry. Live and breathe Starbucks the way our customers do.

If you want to create a great product, just focus on one person. Make that one person have the most amazing experience ever.

Most of all, I discovered that in order to succeed with a product you must truly get to know your customers and build something for them.

Apple has beautiful design, beautiful product, incredibly functional. But mostly, it's about picking product, getting behind it, marketing it, and introducing it to a customer. What they've done just inspires me.

In our product development cycle, we ask and listen to our customer about what she wants.

It's all about producing products people want.

Face-to-face customer feedback refines or validates every component of the startup's business model, not just the product itself.

During my time growing a company in the private sector, one of my guiding principles was to meet and hear feedback from as many customers as possible.

Spend time with the customers, immersing yourselves, watching. Spend time at their homes. Hear what they say, but most importantly, watch their behaviors as the indication of where the pain is. And then go solve that pain.

Your customers can tell you the things that are broken and how they want to be made happy. Listen to them. Make them happy. But don't rely on them to create the future road map for your product or service. That's your job.

Your Dream, Vision, Purpose, and Mission all come together when you bring products to market - so make sure you're bringing your best.

I think the biggest challenge over time is that we stay creative and making sure that we continue to launch awesome products that people love.

I have shifted my mindset in terms of how companies should... focus on building amazing products. If you have amazing products, the marketing of those products is trivial.

I couldn't stand not controlling my own product from how it's manufactured to how it's sold.

For what we want to accomplish in the future, we have to be able to view everything from the eyes of the customer.

We have awesome, passionate customer success and social media teams, but when I see a customer who needs help or is unhappy, I take that personally.

I'm hands-on with everything. I approve the designs of everything we do because that's my brand that people are buying. I want it to look good.

Spend the first six to 12 months building a great product or service that people love, rather than chasing investors. When the time comes to engage investors, you will be meeting them from a position of strength. This makes all the difference.

I think an engineer has not matured until he or she has conceived of a product and participated in every stage of bringing it to fruition, if that makes sense. And not many engineers get to do all of those stages.

The strength of brand loyalty begins with how your product makes people feel.

The best American manufacturers customize products to meet customer needs, reduce the time required to make them and constantly improve their design.

Products are sold because they solve a problem or fill a need. Understanding problems and needs involves understanding customers and what makes them tick.

When a sizable group of customers speak, I always listen! The 'customers' view' is key to my confidence in decisions.

Every time I meet with the CEO of a big laptop company, they tell me they 'studied' my design.