Value-Added Services Quotes

Never ever compete on prices, instead compete on services and innovation.

We should widen our economic base and encourage businesses to move up the value chain and increase job diversity.

I think AMD is at our best when we're working with a customer and allowing them to do something they couldn't do before.

We are partners to leading organizations across industries and have delivered marquee and transformational programs.

We are really trying to move from being just a technology provider to being a partner with our customers.

People are looking for software development that actually does something useful... People are looking for partners who deliver when promised, and at a reasonable and transparent price. I believe that the days of being able to value price software are numbered.

What we strive for is how we can provide the best performance and best design, whatever the customers want.

I'm gonna put extra blankets, free, in all your rooms, and there'll be no cover charge.

We sell to businesses who sell other stuff, so we're just going to concentrate on doing that.

We know what the customer wants, and so we're buying in a totally different way.

A shift toward access and service would deepen the big-box retailer's relationship to customers and win their loyalty. A service focus would bring more rewarding, frequent, and lasting contact with grateful customers.

In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.

Taiwan must find its own way. We have been emphasizing too much the manufacturing business. We have to become more high-tech, more innovative, and provide more value. We can't always insist on the value of low-cost production. We have to invest more in R&D to get high-value business.

Money is a function of value creation. The more value you create for other people, the higher the sales of your organization.

More and more, our clients expect not only relevant advice, not only setting a road map or helping them plan, but being committed to business results.

The gimmicks that have driven the fast food sector for years - dollar menus, limited time offers, and merchandising partnerships - are not producing results like they used to, as consumers simply want better tasting, nutritious food and a more compelling experience, not gimmicks.

In general, I'm pretty busy with the other things I charted ... I bought a piece of a sports-tech company. We do a lot of work with at the Clippers. I think that'll be great. We're really looking at the possibility of extending and building a real over-the-top distribution channel with value-added services for the Clippers, that could lead to other partnerships and investments. But most of the stuff I'm looking at isn't because I say, "Hey, I want to invest." It sort of comes around from the work we're doing with the Clippers.

The fundamental issue is: In the world of the Internet, is there a place for a packager of services? Does the customer want to go surf the Net and go to every one of 50,000 Web sites? Or will people pay a reasonable amount for somebody to go out and preselect and package what they want? My guess is they will both coexist.

So when we go into a large hardware bid, there is usually a services component that is part of that. So as we enter these deals, we tend to talk about the capabilities and what else needs to be done, and from there the bid might expand beyond hardware to the services.

Businesses are going to innovate in how they bring prices down so people can shop the way they want.

Boeing is always looking at innovative ways to offer customers the highest level of service and support.

The broad range of services we provide across our five businesses, together with our deep industry expertise, continues to differentiate Accenture, and we remain the partner of choice for the world's leading companies.