Jeffrey Gitomer Quotes

What you can do is ask: 'What is the value to the customer? What are they willing to pay for?' Then, deliver great products and services.

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

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.

Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.

Not being in tune with your customers is like living in an alternate reality; the way you think your customers feel about your product is not always the same as what your customers really think about your product.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.

You want your customers to value your service.

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.

My customers come and go, cycle in and out. They eat others' foods, too. It's cool. They move on, and they come back. My quality, in food and execution, speaks for itself.

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.

The reason it seems that price is all your customers care about is that you haven't given them anything else to care about.

Marketing is essentially about feeding the poop back to diners fast enough to make them think they're still getting real food.

What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.

It's not enough to create value, you have to interpret the value for your prospects and customers so that they can feel the value emotionally and empirically.

I am providing a service that many people obviously value.

Customers who have to come back and spend, or customers who just don't want the hassle of leaving - those are the ones who are most worth attracting.

Treat your customers like lifetime partners.

Your most unhappy customers are your greatest source of learning.

Our primary goal in the consumer health service companies I back is helping them create an uncompromisingly great consumer experience.

Your company's most valuable asset is how it is known to its customers.

I think that any business that thinks that the transaction is 'you give me money and I give you food, next, you give me money and I give you food, next,' without understanding that people deeply want to feel restored is in danger.

Every company's greatest assets are its customers, because without customers there is no company.

Customers are the reason we open our doors every day, and keep the machines humming all night long. Customers determine what we eat, where we live, whether we stay in business.

Customer service, they say, is dead. Actually, it isn't. It's just hiding behind a call center in Manila.

For businesses to be successful, they need to constantly ask the question: 'How can we provide value to our customers?' At the end of the day, that is what matters.