Eric Yuan Quotes

If you fire people, you fire customers.

Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.

Chick-fil-A is what it is today because of its people, purpose and product.

By putting the employee first, the customer effectively comes first by default, and in the end, the shareholder comes first by default as well.

If your employees are disengaged, and they don't take care of your customers, it doesn't matter how good your strategy is - your customers will still go somewhere else.

At the end of the day, the differential, I believe, on the airline space has got to be about the product and the service that you provide. And again, I can't express that enough. That comes from people. It is a people business, and my primary focus is to get our 84,000-plus people back aligned, back engaged, and back focused on our customer.

I'm a big believer that if you're happy and your employees are happy, your customers are going to be happy. If you're unhappy and your employees are unhappy, there's no way your customers are going to be happy.

We don't need to take the world by storm. We just need to make our customers happy, and when we do that, the word spreads.

Stay externally focused - on your customers - and focus internally when you have to hire.

I learned from my first restaurant: Make customers happy, make sure the customer comes back again. And automatically, success has followed me.

You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.

The magic formula that successful businesses have discovered is to treat customers like guests and employees like people.

The trick is to develop a culture that is customer centric.

Having been in the restaurant business, our job in the restaurant business is to be responsible for our customers' happiness. It's the nature of the hospitality business. You need to take care of people. You take care of customers above all others. Customers are your lifeblood.

I make all my advertising decisions based on what is best for my customers and my employees.

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.

Our belief is that if you get the culture right, most of the other stuff, like great customer service, or building a great long-term brand or empowering passionate employees and customers, will happen on its own.

Shareholder value is a result, not a strategy . . . Your main constituencies are your employees, your customers and your products.

Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.

Companies don't get rich hurting their customers.

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.

So I think instead of focusing on the competition, focus on the customer.

One, we committed to put about 650 people in the field to focus totally on customer satisfaction.

Profitability comes from loyalty, productivity, and having a character base from which to work.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.