At its core, all authentic growth depends on more customers wanting more of what your company offers. Any other drivers - pricing gimmicks, heroic marketing efforts, forced acquisitions - are ultimately destructive.
The Russian customers don't feel very comfortable with online transactions.
If you fire people, you fire customers.
I've never been in the enterprise where your customers are your partners. It was always, you had customers, and you had partners.
Starting my own business was kind of a wakeup call in a number of different ways. I had to meet a payroll every week, and we had to satisfy customers, and we had competitors that we had to compete with in order to have those customers come into our stores, and we had to compete with other employers for our employees.
I don't think we yet know - because it's probably not big enough - what exactly Amazon does to our cities, but whatever it is, I don't anticipate retail wastelands. If anything, it's maybe a wake-up call to retailers that they just have to offer something meaningful to customers.
If you look historically, what creates growth and wealth is innovation and investment, and increase in scale - more customers.
With a proven track record as a reliable, low cost producer able to meet the needs of our customers with a diversity of operations, coal qualities and transportation options, we believe we can continue our record-setting performance in the future, as the Gibson South and White Oak mines reached their full potential.
For years, broadcasters didn't get a nickel out of retransmission consent. But broadcast content is what the cable industry was selling to customers.
Government does create prosperity and growth by creating the conditions that allow both entrepreneurs and their customers to thrive; balancing the power of capitalists like me and workers isn't bad for capitalism - it's essential to it.
In 2010 - after raising capital to launch Forerunner Ventures - we aimed to invest in companies targeting digitally savvy customers looking to be delighted by experiences and founded by visionary leaders committed to leveraging data and quantifying the results.
The sad fact is that it would be fair to say that United is a generic, bureaucratic, tired company. A sort of DMV in the sky. No real culture. No real strategy. No real expectations for employees or customers. All of which is a shame.
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.
I've sat in sushi bars, really fine ones, and I know how hard this guy worked, how proud he is. I know you don't need sauce. I know he doesn't even want you to pour sauce. And I've seen customers come in and do that, and I've seen him, as stoic as he tries to remain, I've seen him die a little inside.
Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.
Employees who report receiving recognition and praise within the last seven days show increased productivity, get higher scores from customers, and have better safety records. They're just more engaged at work.
Our customers are at the center of everything we do.
Sometimes there are customers who get in difficulty because of situations that are out of their control. These are customers with genuine needs, and the role of the bank is to accommodate these customers, and there is a real need to reschedule the loans of these customers.
When you're running a company, you have employees - lots of them - that can interrupt your schedule. You have customers that can interrupt your schedule. You have a certain obligation to wave the flag because people expect to get out and wave the flag. The number of ways that others can command your time is high.
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.
Leadership is not about a title or a designation. It's about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.
I think my customers, my fans are really like my family now - it's like a movement of fabulosity.
Booking windows are shrinking, and customers are going mobile: trends which position HotelTonight perfectly for the future.
I do believe states' rights was a sound doctrine that got hijacked by some unsavory customers for a while - like, 150 years or so. I'm professionally obliged to believe that knowledge is better than ignorance, but some kinds of forgetting are OK with me.
Customers want new things, and the way that they get them isn't written in stone.
100% of Net-a-porter customers have a man in their lives in some capacity, and 59% are married or living with a partner.
It's very easy for trusted companies to mislead naive customers, and life insurance companies are trusted.
A lot of folks I mentor ask me, 'How did you get there?' I tell them, you never plan on it. Do a good job and treat customers well, do the right things for the right reasons. Prepare yourself, but don't spend all your time worrying about it. Just do your job, and you'll be recognized for it.
We've found that the more products our customers have with us, the longer they stay. It's about making sure we listen to our customer needs and get to those pain points.
I've learned several lessons over the years. First, never take yourself too seriously, or work is boring. Next, people make the difference. You can have great technology, but if it's not complemented by great people, it won't go anywhere. Finally, customers buy from people they like.
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.
The industry trend is that everything is moving to the cloud, and most of our customers are in this very heterogeneous world.
We want to be able to service our customers more, like an Internet service. Our goal is to run one of the largest Internet services that enables people to use Windows on an everyday basis.
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.
Your company is a product. Who are its customers? Your employees, who use it to do their jobs.
The purpose of a business is to create customers.
