customer behavior Quotes

You can’t pass enough laws to stop customers from seeking and expecting value.

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.

Working for several years as a waitress, you learn really quickly a couple of default scripts, so you know exactly what the interaction is going to be when the person sits down at the table.

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.

You know the old adage that the customer's always right? Well, I kind of think that the opposite is true. The customer is rarely right.

At Bank of America, customers shunned a product that offered fee-free checking without access to branches.

I was in a convenience store, reading a magazine. The clerk told me, "this is not a library!" "OK! I will talk louder, then!"

Over the years, the way our customers shop our stores and websites has changed and will continue to change with the increasing popularity and convenience of smart phones and tablets.

The customer is a remarkably selfish person: He takes the relationship to where the execution is in his favor.

The closer you get to your ultimate customer, the more you learn about your business.

Customers are more friendly when they've had a meal.

A visionary is someone who can see the future, or thinks he sees the future. In my case, I use it and it comes out right. That doesn't come from daydreams or dreams, but it comes from knowing the market and knowing the world and knowing people really well and knowing where they're going to be tomorrow.

Customers must be delicately angled for at a safe distance - show yourself too much, and, like trout, they flashed away.

Sometimes when I walk into one of my own stores, I look at the display and say, "This looks so good - I want to buy it." Yet other times I walk in and the displays and mannequins will be all wrong, and I don't want to buy anything. When a customer walks into a store, she's looking for inspiration. So I'm tuned in to people, and I care about what they need and who they are.

When you lose a customer, it can be tempting to tell each other, "That customer's not very sharp. They just made the wrong decision".

Selling is helping people to do what they're already inclined to do.

I have no problem in asking a diner to leave for two reasons: 1. If they are rude to my staff. No one has that right. If we make a mistake, allow us to rectify it. 2. If they are loud and abusive at the table. They have no regard or respect for the other diners, who may have worked very hard to save up their cash to afford your prices.

Customers don't just buy a product - they switch from something else. And customers don't just leave a product - they switch to something else

Confusion sets in when you're not sure if your product or service is bought or sold, or worse, if you are a salesperson just waiting for people to buy.

The only two people who can give you real feedback about your product are people who just purchased it and people who have just canceled.

I think it's perfectly just to refuse service to anyone based on behavior, but not based on race or religion.

You cannot thrash the person who makes you coffee. It's a rule somewhere.

I like my customer to be fierce.

It's still so rare for anyone to be personally acknowledged by a brand that the impact of such a simple, polite gesture on a customer's buying habits could be huge.

The fact that used cars is our largest category is a good example. We would not have sat in a conference room and said, "Hey, how about used cars?" So what can be learned that is extensible to other companies is to ask what are your customers doing with your products that maybe you didn't anticipate that they would do? How do you think of your customers as your research and development lab, as opposed to having an R&D lab at headquarters?