David Cohen Quotes

What you find is, you have to deliver a product that has value to the customer. When you do, and I think the wind community is getting much closer to that, customers will want it.

Burberry was about building a relationship. But it was always about selling an amazing product that you would have forever. Apple is just a deeper relationship with a much broader constituency. Because it's everybody.

Every employee at Workday thinks about how they are going to help customers be successful. It is a simple formula, but a lot of companies go out, and they don't listen to their customers; they don't try to solve hard problems, making it tougher for themselves to create a great business.

Whether you have incredible products like at Apple or a great service business, it all comes down to fundamental trust and relationship-building with your customers.

You don't start a company because you want to be an entrepreneur or the fame and glory that comes along with it. You become an entrepreneur, and you create a company to solve a real problem. And by real problem, I mean a problem that is going to exist down the line.

I tell young entrepreneurs to use the leader in their industry and as a benchmark as they work to create their own brand. Don't look at what your competition is doing - if you emulate the leader in your industry, you will achieve a higher level of engagement with consumers and make their buying experience richer.

No business can stay in business without customers. How you treat - or mistreat - them determines how long your doors stay open.

UPS stands as an example of a company that's already doing great things.

Our development strategy is based on a deep understanding of our customers. They want high-quality products and good service.

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.

In business, when you can meet an unmet need that is this primal, even meeting it in a superficial way can create a multi-billion-dollar business - e.g., the chat rooms in AOL when it first came out, or the lounges in Starbucks, or the billion people who are on Facebook - even though these are hardly the most intimate of life experiences.

As the owner, you have to look into the mind of the customer and see and feel how their relationship to your product works - not just that the product works.

I have had the pleasure of knowing Mitt Romney for several years now. There's so much to appreciate about him. He fixes things. He's results-driven. He's taken broken companies and made them successful.

All you can worry about as CEO is making sure your company continues to build great products, deliver the revenue, and keep your customers happy.

'Make more happen' highlights how Staples is reinventing itself to provide every product businesses need to succeed.

My personal experience with companies in the PayPal ecosystem taught me that a superb engineering culture is indispensable to building a winning business.

We are putting the customer at the center of everything we do and are directing our resources towards those innovations and investments that will strengthen our ability to deliver a better McDonald's experience over time.

It's a lot easier to figure out how to scale something that doesn't feel like it would scale than it is to figure out what is actually gonna work. You're much better off going after something that will work that doesn't scale, then trying to figure how to scale it up, than you are trying to figure it all out.

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.

One of our secret-sauce powers is that our people don't just write checks and place the ads, but our employees go the extra mile to get things done.

Many of humanity's most intractable challenges will only be solved through market-driven innovation.

Customer-centricity is unbelievably important.

My journey with Zoom began with a desire for the independence to build something that would make users happy, a true video-first unified communications platform.

It is surprising how little most small business values the customers. A positive feedback from the customer is critical to your business, and what's more important is their referral.

I am enormously proud of how we have transformed the TalkTalk customer experience.