Jon Oringer Quotes

It is customers that decide if we succeed.

I am providing a service that many people obviously value.

For many years, we have repeated that the direct-to-consumer channel is growing and capturing a larger share of our customers' wallet.

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.

A great deal of energy is spent daily on pushing the Russian e-commerce boom along while managing all aspects of growth and development along the way.

We're running the company to serve more people.

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.

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.

All companies that grow really big do so in only one way: people recommend the product or service to other people.

I want business to prosper and make a profit caused by business expansion and prosperity.

Let's make it so the more you invest in YouTube, the better deal YouTube gets for you.

Younger customers are the future, but older customers have the money. So you need both: one for the present, and the other for the future.

Profit or perish... There are only two ways to make money: increase sales and decrease costs.

We're looking to have the ability to come in and be able to capitalize on the marketing in order to grow the top-line. We basically leverage what has worked with our other successful acquisitions - investment in marketing, retention and student services.

When a company is charging money for a product - as Evernote does for all above its most basic service, and same for Dropbox and SugarSync - you understand its incentive for sticking with that product.

Anyone working for a big company might be skeptical that a large business, or even a strictly online business, can form the same kind of friendly, loyal relationship with customers as a local retailer. I'm saying it's already been done because I lived it.

When you are skinning your customers, you should leave some skin on to grow again so that you can skin them again.

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.

For small business people, less paperwork means higher profits, boosted sales and more time with the family.

That's the ultimate gratification in any business situation - do customers buy the product? And do they use it and do they come back and buy more of it?

Value-first is a perception. If your customer does not perceive it as value, then it's not very valuable.

Firms need to ensure that their ability to provide effective customer service keeps pace with their growth. If you're marketing your firm to new customers, you better be able to provide them service when they do business with you.

The best companies are the ones that offer their products for free.

Anyone can sell product by dropping their prices, but it does not breed loyalty.

I am convinced that if you serve great value, people will come to you.