Customer Understanding Quotes

The aim of marketing is to make selling superfluous.

What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.

The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

The lesson for businesses is you are dealing with real people. Those are your customers, those are your employees, those are your bosses, and the better you understand how real people tick, the more successfully you will be able to accomplish your goals.

We must learn what customers really want, not what they say they want or what we think they should want.

It never ceases to amaze me that companies will spend thousands of hours and millions of dollars teaching people 'how to sell,' and not one minute or not $10 on 'why they buy.' And 'why they buy' is all that matters.

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.

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

First and deadliest of all is a founder's unwavering belief that he or she understands who the customers will be, what they need, and how to sell it to them.

It's not enough to be close to the customer. You've got to be glued to the customer.

Betting all your funds on the belief that you know what consumers want and are willing to pay for is like jumping into a river to test its depth - you'll need a lot of luck to stay afloat. To have a truly successful product launch, the conversations with your customers must start long before you write your first line of code.

Any CEO who cannot clearly articulate the intangible assets of his brand and understand its connection to customers, is in trouble.

When you look at the truck market in North America, you have to understand the customer, and that's one of the things I think General Motors does really well. There's a big population that buys our trucks. It's their life - or it's their livelihood. Not their lifestyle, their livelihood. It's a work truck.

I think you need to know your clients.

You have to connect with your market and your employees. First, understand that what your market says is fact and what you say is opinion. Then, take the time to create a good connection with your employees. Without those two key connections, your business will be stuck in mediocrity forever.

I feel I'm able to serve my customer by knowing what she or he wants. One of the ways I'm able to do this is through my website, and email: people give me great ideas, tell me what they want, what they don't want. It's really instrumental, and helps me stay in touch with people.

Forget 'branding' and 'positioning.' Once you understand customer behavior, everything else falls into place.

Put yourself in your customer's place.

Part of Customer Development is understanding which customers make sense for your business.

If you've got a dirty job, the best way is to help each other and then you'll create this culture of mutual benefit. And then you've got to understand who your customer is and create value for them and so on.

When I arrived, I didn't understand London customers perfectly, but we've developed the right style with the right price, and step by step, I'm in harmony with London.

Knowing your customer inside and out is mission-critical, and it takes time. It's impossible to hit on the insights that will ultimately decide your company's fate without putting them to the test - literally - even if that takes longer than you'd have liked.

The jewelry business is a very, very tough business - tougher than the computer business. You truly have to understand how to take care of your customers.

You have to understand who your customer is and her motivations and marry it to what's happening in the outside world.

Big Data will spell the death of customer segmentation and force the marketer to understand each customer as an individual within eighteen months, or risk being left in the dust.