Customer Service Centric Quotes

Customers need to know that they are heard, and their opinions are respected and acknowledged.

What your audience has to say about your product matters more than what you have to say about it.

Always remember that your audience is not made up of bots. They don’t follow fixed algorithms and make decisions based on that.

To understand who will be fit for your product, you have to first understand your ideal customers’ needs, wants and preferences.

Humans evolve with time and so do their needs.

You want to become more open-minded, challenge your ideas without being offended. Don’t let your ego ruin your learning experience.

Every product has its own set of audience and this audience may not coincide with the entire skincare market.

When a value is communicated well, it gives your potential customers an option to choose you over others and to stick to your brand.

For getting those customers, you need to first let them know about your business, your product and how your product is exactly what they are looking for. And for that very purpose, you have to advertise your product.

Listening to the audience means that they have to accept that there is something wrong with the product, which is not an easy thing, but it has the potential to save your business from failure. Anything that can grow your business (ethically) is worth considering.

Customer-centricity should be about delivering value for customers that will eventually create value for the company.

Be MORE guest-centric than customer-centric. People treat their guests better than customers. Think relational over Revenue

Customer centricity is a strategy that aligns a company’s development and delivery of its products and services with the current and future needs of a select set of customers in order to maximize their long-term financial value to the firm.

For a macro cross-industry view, however, consider the robust methodology used in The American Customer Satisfaction Index (ACSI), developed by Claes Fornell in conjunction with the National Quality Research Center (NQRC), Stephen M. Ross School of Business at the University of Michigan. ACSI measures consumer satisfaction with goods and services in the United States.

Regardless of how your designs were created, InVision and Marvel allow you to easily turn them into functional prototype websites. With InVision, you upload your page designs, and then link them together to make the website navigable. Then, you can carry out user tests on what, to the users, appears to be a real website, even though it hasn’t seen a smidgen of code. InVision also allows other people to give written feedback on your work-in-progress designs. You upload your designs, and then invite others to annotate them with whatever type of feedback you desire. Notable has similar functionality. Alternatives include Firefly and BugHerd. The Composite app connects to Photoshop files, turning them into clickable prototypes. To gather feedback on your work-in-progress videos, you can use Frame.io, a fantastic web-based platform. Alternatives include Wipster, Symu, Vidhub, and Kollaborate. Such services provide great benefits; it’s hard to gather and record such feedback even when everyone’s in the same room. Optimal Workshop provides several tools (OptimalSort, Treejack, and Chalkmark) to help you optimize your website’s navigation and information architecture. The tools are described in our article about card sorting. Alternatives for card sorting include SimpleCardSort, UsabiliTEST, and Xsort.

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

Being a customer centric company is an essential part of your company's growth

Businesses have to stop thinking like a companies or corporations, we have to start thinking like customers. People is always the purpose for our business

The experiential offering, or experiential value proposition (EVP), is the what of the service, and can be broken down into two main parts: what you want to offer and what your customers perceive as being offered.

The fact that Amazon grew so quickly meant that Bezos and his colleagues were unprepared for many of the challenges. But he sees a silver lining in the way they had to hustle. “It formed a culture of customer service in every department of the company,” he says. “Every single person in the company, because we had to work with our hands so close to the customers, making sure those orders went out, really set up a culture that served us well, and that is our goal, to be Earth’s most customer-centric company.

Who will learn the best lessons from the past decade’s fintech revolution? The innovations in financial services haven’t just been a consequence of the iPhone and the App Store, of high-speed downloads and always-online connections. They have also been a consequence of new kinds of thinking—thinking that prioritizes transparency, democratization of access, a frictionless and customer-centric user experience, and an evolving understanding of the role of a brand in that experience. There is no going back. What remains to be seen is, who will lead us forward?

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

Don’t look for customers in your business, be the business your customers are looking for.

We are customer-obsessed. We consider ourselves to be at your service, and I am personally at your service," Bezos told the customers at the Bangalore meet. He insisted that Amazon's customer centricity would succeed. "It's easy to say you are going to deliver things; it's hard to do," he says, when asked what will differentiate Amazon India from others.

CIOs must shift focus from internal customers to external customers. IT must shift focus from providing service to providing value. Everything is moving to the cloud; CIOs must assume a “cloud first” mentality. Innovation is more than new technology—it's also about change management, enabling new processes, and hiring the best talent. CIOs need to work closely with the business to create innovation that drives real value. CEOs expect more from their CIOs than ever before. CIOs must deliver on a higher set of expectations, or they will be replaced. CIOs must shift from a measurement mentality to a value creation mentality. CIOs must shift focus from historical data to real-time information. Today, IT is all about creating real business value. All business is digital. All business. When IT has a bad day, the business has a bad day. IT still matters. It matters to the top line and to the bottom line. IT matters more than ever because IT is everywhere in the business. Without IT, you're out of business. CIOs need to step up, raise the bar, and elevate their game to meet the challenges of the big shift. I hope you enjoy reading this book and find it a useful addition to your library. It's the fourth book I've authored on the topic of