Customer Service Sayings Quotes

How people themselves perceive what they are doing is not a question that interests me. I mean, there are very few people who are going to look into the mirror and say, 'That person I see is a savage monster'; instead, they make up some construction that justifies what they do. If you ask the CEO of some major corporation what he does he will say, in all honesty, that he is slaving 20 hours a day to provide his customers with the best goods or services he can and creating the best possible working conditions for his employees. But then you take a look at what the corporation does, the effect of its legal structure, the vast inequalities in pay and conditions, and you see the reality is something far different.

We have to start listening to what our ideal customers have to say about our product with an open mind.

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

CUSTOMER: Do you have any of those books where you can change the names of the main character to the name of the person you're giving the book to? Do you have Alice in Wonderland, but not Alice, I'd like Sarah in Wonderland. BOOKSELLER: I'm afraid you have to buy those from the publisher, as they're a print on demand service. CUSTOMER: Yeah, I don't really have time to do that. Do you have a copy of Alice? Then I can buy some Tipp-ex or something, and edit it.

Unless they are off duty, no matter how wide it is, and even when it is sincere, a smile seems fake if the job description of the person who is smiling includes smiling.

People will forget what you say, they will forget what you do, but they never will forget how you make them feel.” —Dr. Maya Angelou

Has anyone ever told you you're a natural at customer service?" I ask. "No" he says. "Good. I know how you feel about liars.

When people ask me that question that everyone asks: "What do you do?" I'd say, "I'm in customer service," which was true. To me, it's nice day's work when you make a lot of people smile. I know that sounds too earnest, but it's true. I mean, I would rather be a librarian, but I worry about the job security. Books may be temporary; dicks are forever.

No customer walks into your business, gives you money and then says, “Dissatisfy me, please.” Aim for 100% customer satisfaction.

You will get exactly what you deserve Polly,” comes the firm reply, “you can trust me on that… But if you do – trust me I mean – I promise you an unparalleled climax.” She pauses, gazing deep into my frightened green eyes. “It’s your call Polly, all yours.” I allow my aching body to decide for me . “Punish me please, mistress,” I say in a very small voice.

Here’s to a tasty lunch,” she says, winking at me. It’s the strangest thing, but I actually feel my body respond to her. Beneath their lace prison, my nipples harden and send a jolt of arousal across my midriff and down to my thighs. I take a long sip of champagne and eye Rachel hungrily. I can’t be sure if it’s the alcohol or the company but I already feel giddy.

So when we say that Christians work from a gospel worldview, it does not mean that they are constantly speaking about Christian teaching in their work. Some people think of the gospel as something we are principally to “look at” in our work. This would mean that Christian musicians should play Christian music, Christian writers should write stories about conversion, and Christian businessmen and -women should work for companies that make Christian-themed products and services for Christian customers. Yes, some Christians in those fields would sometimes do well to do those things, but it is a mistake to think that the Christian worldview is operating only when we are doing such overtly Christian activities. Instead, think of the gospel as a set of glasses through which you “look” at everything else in the world. Christian artists, when they do this faithfully, will not be completely beholden either to profit or to naked self-expression; and they will tell the widest variety of stories. Christians in business will see profit as only one of several bottom lines; and they will work passionately for any kind of enterprise that serves the common good. The Christian writer can constantly be showing the destructiveness of making something besides God into the central thing, even without mentioning God directly.

CUSTOMER: Is your poetry section split up into rhyming and non-rhyming sections? BOOKSELLER: No, it’s just in alphabetical order. What kind of poetry are you looking for? CUSTOMER: Rhyming. Preferably iambic pentameter, in poems of no more than ten lines, by a female poet. But, other than that, I don’t mind.

I met Jose Angelico the way I meet many of my customers. I have a workshop on the cemetery road, just past the coffin makers. I specialize in the small, simple stone. I am very aware that my clients have next to nothing, and renting the grave has often taken most of their money. So I modify and modify and get down to the very lowest cost. The dead, however, must have that stone: the reminder, the eternal reminder, that this man, this woman, this child---existed. On some of the graves the name is marked in paint, or even pen, and everyone knows how sad that is. Make something out of stone, I say, and noone touches the grave.The poor are not buried, you see. There is not enough ground here any more, so in the Naravo they build upwards. The graves of the poor are concrete boxes, each just big enough for the coffin. They go up and up---in some parts twenty boxes high. A funeral here is to slide the coffin in and watch the sealing of the compartment. Part of my service is that I cement the stone that I've made into place, and thus seal the chamber.

When you have a strong company culture it will shine through your brand and you can authentically say, “This is what our brand is about.

The way you react to challenging situations will say a lot about you. Actually, it will make or break your business.

Listen to what customers have to say without pushing your own agenda. Don’t assume that you know what your customer is going to say.

Customer: Forgotten my glasses, could you read the beginning of this book to me to see if I like it?

Saying "I'm sorry for the inconvenience" many times doesn't fix the fact that your process is a mess and you are not addressing it even now

Be absorbed in what your customer is saying; be inspired by what your customer is meaning.

What is the use of beauty in woman? Provided a woman is physically well made and capable of bearing children, she will always be good enough in the opinion of economists. What is the use of music? -- of painting? Who would be fool enough nowadays to prefer Mozart to Carrel, Michael Angelo to the inventor of white mustard? There is nothing really beautiful save what is of no possible use. Everything useful is ugly, for it expresses a need, and man's needs are low and disgusting, like his own poor, wretched nature. The most useful place in a house is the water-closet. For my part, saving these gentry's presence, I am of those to whom superfluities are necessaries, and I am fond of things and people in inverse ratio to the service they render me. I prefer a Chinese vase with its mandarins and dragons, which is perfectly useless to me, to a utensil which I do use, and the particular talent of mine which I set most store by is that which enables me not to guess logogriphs and charades. I would very willingly renounce my rights as a Frenchman and a citizen for the sight of an undoubted painting by Raphael, or of a beautiful nude woman, -- Princess Borghese, for instance, when she posed for Canova, or Julia Grisi when she is entering her bath. I would most willingly consent to the return of that cannibal, Charles X., if he brought me, from his residence in Bohemia, a case of Tokai or Johannisberg; and the electoral laws would be quite liberal enough, to my mind, were some of our streets broader and some other things less broad. Though I am not a dilettante, I prefer the sound of a poor fiddle and tambourines to that of the Speaker's bell. I would sell my breeches for a ring, and my bread for jam. The occupation which best befits civilized man seems to me to be idleness or analytically smoking a pipe or cigar. I think highly of those who play skittles, and also of those who write verse. You may perceive that my principles are not utilitarian, and that I shall never be the editor of a virtuous paper, unless I am converted, which would be very comical. Instead of founding a Monthyon prize for the reward of virtue, I would rather bestow -- like Sardanapalus, that great, misunderstood philosopher -- a large reward to him who should invent a new pleasure; for to me enjoyment seems to be the end of life and the only useful thing on this earth. God willed it to be so, for he created women, perfumes, light, lovely flowers, good wine, spirited horses, lapdogs, and Angora cats; for He did not say to his angels, 'Be virtuous,' but, 'Love,' and gave us lips more sensitive than the rest of the skin that we might kiss women, eyes looking upward that we might behold the light, a subtile sense of smell that we might breathe in the soul of the flowers, muscular limbs that we might press the flanks of stallions and fly swift as thought without railway or steam-kettle, delicate hands that we might stroke the long heads of greyhounds, the velvety fur of cats, and the polished shoulder of not very virtuous creatures, and, finally, granted to us alone the triple and glorious privilege of drinking without being thirsty, striking fire, and making love in all seasons, whereby we are very much more distinguished from brutes than by the custom of reading newspapers and framing constitutions.

In plain words, pricing this way means you are providing a service at just above what it costs for you to stay above water. We are not trying to stay barely above water. We are trying to make egregious amounts of money that will have your relatives asking if what you are doing is legal. Again, we are not trying to get the most customers. We are trying to make the most money.

When we look at our words and deeds in this context, it strengthens our resolve to be incredibly selective. Everything we say and do becomes a part of who we are and how we connect to others.

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When you say ‘plugged it in,’ could you please tell me everything you plugged into it?” Peter had now dropped, improbably, into a polite, clinical mode, like a customer service rep in a Bangalore cubicle farm.

If you don’t show it, it doesn’t exist. Saying “We have great customer service” is likely said by everyone else in your industry. And if everyone is saying it, you can be assured it means nothing to the consumer—that is, until you show it.

Roman Centurion's Song" LEGATE, I had the news last night - my cohort ordered home By ships to Portus Itius and thence by road to Rome. I've marched the companies aboard, the arms are stowed below: Now let another take my sword. Command me not to go! I've served in Britain forty years, from Vectis to the Wall, I have none other home than this, nor any life at all. Last night I did not understand, but, now the hour draws near That calls me to my native land, I feel that land is here. Here where men say my name was made, here where my work was done; Here where my dearest dead are laid - my wife - my wife and son; Here where time, custom, grief and toil, age, memory, service, love, Have rooted me in British soil. Ah, how can I remove? For me this land, that sea, these airs, those folk and fields suffice. What purple Southern pomp can match our changeful Northern skies, Black with December snows unshed or pearled with August haze - The clanging arch of steel-grey March, or June's long-lighted days? You'll follow widening Rhodanus till vine and olive lean Aslant before the sunny breeze that sweeps Nemausus clean To Arelate's triple gate; but let me linger on, Here where our stiff-necked British oaks confront Euroclydon! You'll take the old Aurelian Road through shore-descending pines Where, blue as any peacock's neck, the Tyrrhene Ocean shines. You'll go where laurel crowns are won, but -will you e'er forget The scent of hawthorn in the sun, or bracken in the wet? Let me work here for Britain's sake - at any task you will - A marsh to drain, a road to make or native troops to drill. Some Western camp (I know the Pict) or granite Border keep, Mid seas of heather derelict, where our old messmates sleep. Legate, I come to you in tears - My cohort ordered home! I've served in Britain forty years. What should I do in Rome? Here is my heart, my soul, my mind - the only life I know. I cannot leave it all behind. Command me not to go!

No matter how expert I become, even on my own duck farm, I want to wear a name tag that says "Trainee." Customers are more patient when they think you are just beginning the learning process. Plus, it's easier to dazzle them when they have zero expectations.

Oh, same. No exes or school bullies. No cringey television show characters. No shitty coworkers or mean customer service reps.” “That last one was very specific,” Bo says, pouring two cups of water from the bottle left on the table. “Brittany from Staples knows what she did.

UN-Impressive Acts of Indiscretion • Forwarding other people's emails without getting permission. • Throwing other people under the bus to save yourself. • Talking loudly, being boorish and insensitive to the others around you. • Flagrant cheating. • Burning bridges. • Talking smack. • Dissing your competitor to your customer. • Oversharing and revealing too much personal information about yourself and others. • Breaking trust by sharing someone else’s secrets. • Being passive-aggressive to manipulate a situation or person. • Saying one thing and doing another. • Being two-faced. • Lying by omission. • Dispensing bulls#@%!

It doesn't happen to me anymore, because a fresh generation of Africans and Asians has arisen to take over the business, but in my early years in Washington, D.C., I would often find myself in the back of a big beat-up old cab driven by an African-American veteran. I became used to the formalities of the mise-en-scène: on some hot and drowsy Dixie-like afternoon I would flag down a flaking Chevy. Behind the wheel, leaning wa-aay back and relaxed, often with a cigar stub in the corner of his mouth (and, I am not making this up, but sometimes also with a genuine porkpie hat on the back of his head) would be a grizzled man with the waist of his pants somewhere up around his armpits. I would state my desired destination. In accordance with ancient cabdriver custom, he would say nothing inresponse but simply engage the stickshift on his steering wheel and begin to cruise in a leisurely fashion. There would be a pause. Then: 'You from England?' I would always try to say something along the lines of 'Well, I'm in no position to deny it.' This occasionally got me a grin; in any case, I always knew what was coming next. 'I was there once.' 'Were you in the service?' 'I sure was.' 'Did you get to Normandy?' 'Yes, sir.' But it wasn't Normandy or combat about which they wanted to reminisce. (With real combat veterans, by the way, it almost never is.) It was England itself. 'Man did it know how to rain… and the warm beer. Nice people, though. Real nice.' I would never forget to say, as I got out and deliberately didn't overtip (that seeming a cheap thing to do), how much this effort on their part was remembered and appreciated.

The first problem the corporate culture of customer service creates is humans who are like time bombs ready to explode at any moment. It creates people with double or multiple standards, who say what they do not mean and mean what they do not say. People who hate having to act 'nice' eight hours a day, when they really do not want to.

Customer: This book has a couple of tears to some of the pages. Me: Yes, unfortunately some of the older books haven’t had as much love as they should have done from previous owners. Customer: So, will you lower the price? It says here it’s £20. Me: I’m sorry but we take into account the condition of the books when we price them; if that book was in a better condition, it would be worth a lot more than £20. Customer: Well, you can’t have taken this tear here into account *points to page* or this one here *points to another page* because my son did those two minutes ago. Me: So, the book is now more damaged than it was before, because of your son? Customer: Yes. Exactly. So will you lower the price?

Whataboutism does not work with the police, judges, or our mothers. If you work in customer service, do not try this. If you work for an airline, when a customer comes to you complaining that the airline has lost his family's luggage, it will not lead to job retention if you say, as a representative of the airline, that the other airlines lose luggage too.

So the question is, what can I do to motivate you, Polly?” She eyes me salaciously and I drop my gaze, unable to return the intensity. Gently, she uses one finger to lift my chin and make my eyes meet her own. They are a vivid blue and alive with desire for me. The air around us is charged and the tension is palpable. My soaking pussy is a testament to how much I already want her… “Well?” she asks, breaking my train of thought. I gaze at her face; just a few inches from mine. “I – I’ve never done this before…” “Done what Polly?” Rachel chides, removing her finger. I miss the contact immediately and am rueful to have upset her. She raises one eyebrow at me. “Thought about what motivates you?” she asks, sardonically. “I’ve never been like this… with a woman, I mean…” She rises from the sofa in one fluid movement and stands above me. “Kneel Polly.” Surprised by the order, I blink at her before I respond. “Excuse me?” Rachel smiles at me. “Get. On. Your. Knees,” she says, articulating each word, and pointing to the floor in front of her. “I am going to find a way to motivate you.

Oversharing Why do some people feel the need to share their deepest, darkest secrets with complete strangers or on social media? How could saying too much, too soon possibly help their case or earn the respect of others? Perhaps their insatiable need to share every sordid detail of their existence satisfies a yearning to get attention, gain sympathy, or make friends.

It’s an offer you present to the marketplace that cannot be compared to any other product or service available, combining an attractive promotion, an unmatchable value proposition, a premium price, and an unbeatable guarantee with a money model (payment terms) that allows you to get paid to get new customers . . . forever removing the cash constraint on business growth.

I have come to realise that customers love companies that make them feel good about themselves—companies that reflect what they, the customers, believe about themselves. Customers fall in love with the company that says to them, "You are unique. You are great. We are the only ones who can make you feel that way. Fall in love with us and we will continue to make you feel great.

But I’m going to say it again anyway: the secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience.

It’s so hard to catch something that everybody already knows is hot,” says Bezos. “Instead, position yourself and wait for the wave to come to you. So then you ask, Position myself where? Position yourself with something that captures your curiosity, something that you’re missionary about. I tell people that when we acquire companies, I’m always trying to figure out: Is this person who leads this company a missionary or a mercenary? The missionary is building the product and building the service because they love the customer, because they love the product, because they love the service. The mercenary is building the product or service so that they can flip the company and make money. One of the great paradoxes is that the missionaries end up making more money than the mercenaries anyway. And so pick something that you are passionate about, that’s my number one piece of advice.

Saying that “the business is IT’s customer, and the customer is always right” seems like a good idea when there is deep dissatisfaction with IT that stems from a long history of unreliable service. But over the long term, this value trap sets up the IT unit for failure because customers are often wrong (especially about matters in which they are not experts), and calling colleagues “customers” puts a wedge between IT and the rest of the business.9

More we know more we know our ignorance. Darkness can be perceived with the help of light. Facts are stranger than fiction. Have you ever thought why there are many religions and there is only one science on the Earth? Devotees of different religions follow different customs, rituals, prayers, attributes of gods, etc. Each religion has many sects; these sects are further divided as per the geographical locations of the devotees. Thus, religious concepts of different people are altogether different. For example, people of one religion sacrifice animals to appease their gods; whereas, people of other religion appease their gods through the service of those animals. To take another example, the idol worship is core of one religion; whereas, the other religion has imposed a taboo over idol worship. One can say that this discrepancy among religions is due to the fact that religions originated in different geographical locations. Not only religions, science was also conceived by the scientists of diverse origin. However, all those unconnected scientists discovered exactly similar scientific principles. Have you ever heard Indian science, British science, or American science? All over the world, many pioneer scientists discovered their principles and later other scientists attested those. If some principle was found incorrect, soon its inventor accepted the truth. There is one concrete reason behind existence of many religious concepts and only one science on the Earth. About one thing or concept, there is only one truth but there can be many lies.

The CIO is that one leader who can see everything that is happening within the organization," says Victor Fetter, CIO of LPL Financial. "The CIO looks at every transaction and every customer service experience that takes place on the digital platform. With that unique perspective, the CIO understand where efficiency is happening and where it is not. The position, at its most basic level, has moved from someone who just accepted the way things were, to someone who uses that visibility to create aha moments for all leaders across the organization.

Through the years, I have heard that the average person speaks at about 150-160 words per minute, but can listen at a rate of about 1,000 words per minute. What is going on during all that extra mind time? • Our minds are racing ahead and preparing for the next thing we are going to say. • We are preoccupied with other thoughts, priorities, and distractions. • Our subconscious filters are thumbing through our database of memories, judgments, experiences, perspectives, and opinions to frame how we are going to interpret what we think someone is saying.

UN-Impressives of the Poor Listener • Thinking about what you should have done, could have done, or need to do. • Allowing your emotional reactions to take over. • Interrupting the person talking. • Replying before you hear all the facts. • Jumping to conclusions and making assumptions. • Being preoccupied with what you're going to say next. • Getting defensive or being over-eager. • One-upmanship—feeling the urge to compete and add something bigger, better, or more significant than what the speaker has to share. • Imposing an unsolicited opinion. • Ignoring and changing the subject altogether.

8 Ways to Shine a Positive Light on Others 1. Let the other person appear smart. The person who desperately tries to be the smartest person in the room inevitably comes off as the least. 2. Don’t bring attention to anything which may embarrass another person. Whether your conversation partner has poor grammar, a pimple on his chin, or lacks social grace, a discreet person does not say or do anything which would make another feel ashamed, embarrassed, or humiliated. Allow the other person to maintain his own grace and dignity. 3. Ask their opinions, seek their advice, ask them inquiring questions. By allowing them to reveal their opinions and knowledge, you will demonstrate respect and make them feel important. 4. Practice patience. Sometimes it takes a person a moment to gather her thoughts, process information, or respond appropriately. Your patience is respectful and appreciated. 5. Maintain your calm. Rather than react with anger or defensiveness, regulate your response and shift the energy into a more positive direction. 6. Put your ego aside. Allow another to triumph and enjoy the spotlight. 7. Be aware and concerned for the feelings of others. 8. Purposely seek ways to put others at ease and make them feel comfortable.

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But the truth is that I’m always teetering between a mature acceptance of life’s immutables and a childish railing against the very same. In the time it takes to get the mail, I can slide from sanguine and full of purpose to pissed off and fuming. As for perspective, there’s a Hertz customer service rep in Des Moines who could release a tape of my recent “feedback” that would make the Internet break. All of which is not to say that I can’t spot the difference between trivial and tragic. I can. I do. I genuflect in gratitude for my health, my husband, my kids, my central heating. I just can’t stay bowed down. I keep popping back up, saying things like, Does anyone else’s back hurt?

Carrie? Hello?” “Keer-ee-eh,” I said, emphasizing the middle vowel.  Normally, I don’t care if people mispronounce my name, unusual as it is, but I was annoyed at the distraction. “Like the song?” Turning, I leveled a glare at my interrupter.  Not very good of me, customer-service wise, but I was not feeling myself. “Yes, I was named after the pop song,” I said. “Exactly.” “Why would your mom do that?” Because when you’re eighteen and pregnant and unmarried and homeless and that song comes on the radio, it holds a lot of spiritual and emotional meaning to your immature and overwhelmed little self.  But I didn’t say that.  Instead I shrugged. “Lots of parents name their kids after songs.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

13 Ways to Make Other People Feel Important 1. Ask people questions about themselves, their interests, their families, their passions and their lives. 2. Catch people doing things right, pat them on the back, and acknowledge them for a job well done. 3. Celebrate their successes. 4. Be lavish in your compliments and sincere in your praise. 5. Be appreciative and say thank you. 6. Listen with genuine interest. 7. Respect their opinions. 8. Encourage people with words of affirmation and validation. 9. Brag about people behind (and in front of) their backs. 10. Make the time and space to be fully present and engaged. 11. Spend quality time together. 12. Share your authentic self and be real. 13. Offer comfort and compassion.

Anne. It’s true that they seem younger than Claudia and me (they don’t care much about clothes or boys yet—although Kristy did just go to her first dance), and Mary Anne is unbelievably shy, and Kristy’s sort of a tomboy. But they’re my friends, and I belong with them. Which is more than I can say about certain traitors I left behind in New York. “All right, here’s one plan,” Kristy was saying. “It’s a school afternoon. Mrs. Newton realizes that it’s time to go to the hospital. She calls Mr. Newton or a cab or whatever, then calls us, and one of us goes to stay with Jamie.” “What if we’re all busy?” I asked. “Hmm,” said Kristy. “Maybe from now on, one of us should be free each afternoon so Mrs. Newton will be guaranteed a baby-sitter. It will be a special service for her, since the Newtons are such good customers.

14 Ways to Become an Incredible Listener 1. Be present and provide your undivided attention. 2. Seek first to understand, then to be understood. 3. Listen attentively and respond appropriately. 4. Minimize or eliminate distractions. 5. Focus your attention and energy with singleness of purpose on what the other person is saying. 6. Quiet your mind and suspend your thoughts to make room in your head to hear what is said—in the moment! 7. Ask questions and demonstrate empathy. 8. Use your body language and nonverbal cues constructively and pay attention to theirs. 9. Follow the rhythm of their speech; hear their tone. 10. Repeat and summarize what you have heard them say to confirm understanding. 11. Be open-minded and non-defensive. 12. Respond rather than react. 13. Be respectful, calm, and positive. 14. Try to resolve conflicts, not win them.

I want to make sure we understand in this reminder what duʿā’ is not? Duʿā’ is not placing an order at a restaurant. Duʿā’ is not placing an order for a product. When you place an order, you pay something and you get what you expected. You place an order for French fries; you’re not supposed to get a burger. You’re supposed to get French fries. When you place an order for a laptop, you’re not supposed to get a phone in the mail. You get what you ordered, and when you order something you obviously pay for it. You paid for it, so you’re expecting what you paid for. When you and I make duʿā’, we pay nothing. We pay nothing. When you pay nothing, then you have no expectations, you have no right to complain about what you get. You don’t get to say, ‘Hey! Wait, I asked for a hundred on my exam. I made duʿā’ last night. I still got a forty. What is this Allah? I placed the right order!’ You and I don’t get to do that. Allah is not here to serve you and me as customers. We’re used to customer service in this world. We are used to it so much that we think the way we are going to deal with Allah, is the same. Some of the young people today; unfortunately, their relationship with their parents has become like their parents are supposed to provide them customer service. ‘Mum, I asked you to buy me Grand Theft Auto! How come you didn’t get it yet?’, ‘I told you I’m going to do my homework!’ Like your homework is payment or something, right? Because we feel so entitled all the time, we bring this entitled attitude when we turn to Allah and we make duʿā’ to Him. ‘Yā Allāh, heal me.’ ‘Yā Allāh, get me a promotion.’ ‘Yā Allāh, do this for me or do that for me.’ And it doesn’t happen; and you’re like: ‘Forget this, I don’t need prayer. I even took the time out to pray and He didn’t give!

Imagination is the ability to produce new ideas without the need of time to stop and actually think about it. I'll produce elevator buttons - I bought that business from Jarod Kintz, who was only selling it, because he found a new, more profitable job – male prostitution (he’s selling his grandpa’s services, not his own, because his own are virtually non-existent – he’s a monk now, and monks are sworn to celibacy, you know, or should, by now). Buy now - grieve later. Two 5th floor buttons for your floorless cardboard-built tree house, for the price of one, 7-story tall tree, which, for the purpose of this story we’ll call Nathan. Nathan sends you its best regards and wishes you a happy, silent, well-watered-down life, which, coming from a tree isn’t really that much, however, as you know - trees aren’t regular customers in the land of walking and talking, and it took quite a lot of convincing to make him come over and say that. Meow.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

Dear Mr. Vermylen: Your company has been one of our good customers for fourteen years. Naturally, we are very grateful for your patronage and are eager to give you the speedy, efficient service you deserve. However, we regret to say that it isn’t possible for us to do that when your trucks bring us a large shipment late in the afternoon, as they did on November 10. Why? Because many other customers make late afternoon deliveries also. Naturally, that causes congestion. That means your trucks are held up unavoidably at the pier and sometimes even your freight is delayed. That’s bad, but it can be avoided. If you make your deliveries at the pier in the morning when possible, your trucks will be able to keep moving, your freight will get immediate attention, and our workers will get home early at night to enjoy a dinner of the delicious macaroni and noodles that you manufacture. Regardless of when your shipments arrive, we shall always cheerfully do all in our power to serve you promptly. You are busy. Please don’t trouble to answer this note.

What about his life on Xenex can possibly apply to your situation. Xenexians don't have Pon Farr." "Granted, Commander. However, they do have their own traditions and customs. One of them is that if a woman of the tribe has become widowed, and she wishes to conceive, thereby fulfilling what is perceived as the woman's role in the tribal order--and please--she put up a hand to forestall exactly what she anticipated Shelby saying--do not spend time telling me that women are capable of fulfilling many more functions besides childbirth. Since you and I have both chosen careers in Starfleet, we can take that to be a given in both our personal philosophies. The point is, if she wishes to conceive, then it is the responsibility of the tribal leader to perform the necessary services. Mackenzie Calhoun was indeed a tribal leader. Therefore I am merely asking him, in a manner of speaking, to fulfill the same obligations." But he's not on Xenex!" pointed out Shelby. "True. And I am not on Vulcan. Our specific geographical location, Commander, is irrelevant. We continue to carry out cultures and backgrounds within us, no matter where we are.

The courtship continued through January 2000, causing Musk to postpone his honeymoon with Justine. Michael Moritz, X.com’s primary investor, arranged a meeting of the two camps in his Sand Hill Road office. Thiel got a ride with Musk in his McLaren. “So, what can this car do?” Thiel asked. “Watch this,” Musk replied, pulling into the fast lane and flooring the accelerator. The rear axle broke and the car spun around, hit an embankment, and flew in the air like a flying saucer. Parts of the body shredded. Thiel, a practicing libertarian, was not wearing a seatbelt, but he emerged unscathed. He was able to hitch a ride up to the Sequoia offices. Musk, also unhurt, stayed behind for a half-hour to have his car towed away, then joined the meeting without telling Harris what had happened. Later, Musk was able to laugh and say, “At least it showed Peter I was unafraid of risks.” Says Thiel, “Yeah, I realized he was a bit crazy.” Musk remained resistant to a merger. Even though both companies had about 200,000 customers signed up to make electronic payments on eBay, he believed that X.com was a more valuable company because it offered a broader array of banking services.

Mrs. Indianapolis was in town again. She looked like a can of Sprite in her green and yellow outfit. She always likes to come down to the front desk just to chat. It was 4:04 am and thankfully I was awake and at the front desk when she got off the elevator and walked towards me. 
 “Good morning, Jacob,” she said.
 “My name is Jarod,” I replied.
 “When did you change your name?” “I was born Jarod, and I’ll probably die. Maybe.”
 “You must be new here. You look like a guy named Jacob that used to work at the front desk.”
 “Nope, I’m not new. And there’s no Jacob that’s worked the front desk, nor anybody who looks or looked like me. How can I assist you, Mrs. Indianapolis?”
 “I’d like to inform you that the pool is emitting a certain odor.”
 “What sort of odor?”
 “Bleach.”
 “Ah, that’s what we like to call chlorine. It’s the latest craze in the sanitation of public pools. Between you and me, though, I think it’s just a fad.”
 “Don’t get sassy with me, young man. I know what chlorine is. I expect a clean pool when I go swimming. But what I don’t expect is enough bleach to get the grass stain out of a shirt the size of Kentucky.”
 “That’s not our policy, ma’am. We only use about as much chlorine as it would take to remove a coffee stain the size of Seattle from a light gray shirt the size of Washington.” “Jerry, I don’t usually give advice to underlings, but I’m feeling charitable tonight. So I’ll tell you that if you want to get ahead in life, you have to know when to talk and when not to talk. And for a guy like you, it’d be a good idea if you decided not to talk all the time. Or even better, not to talk at all.”
 “Some people say some people talk too much, and some people, the second some people, say the first some people talk to much and think too little. Who is first and who is second in this case? Well, the customer—that’s you, lady—always comes first.”
 “There you go again with the talking. I’d rather talk to a robot than to you.”
 “If you’d rather talk to a robot, why don’t you just find your husband? He’s got all the personality and charm of a circuit board. Forgive me, I didn’t mean that.”
 “I should hope not!”
 “What I meant to say was fried circuit board. It’d be quite absurd to equate your husband’s banter to a functioning circuit board.”
 “I’m going to have a talk to your manager about your poor guest service.”
 “Go ahead. Tell him that Jerry was rude and see what he says. And by the way, the laundry room is off limits when no lifeguard is on duty.

How Do I Speak to a Human at Expedia?-BESTwAY To speak with a real person at Expedia, call their customer service number at 1-844-987-7082 (also known as 1-844-EXPEDIA). When you reach the automated system, simply say "agent" or "representative" and follow the prompts to be connected to a live customer service agent. You can also access help through the “Contact Us” or “Customer Service” section on Expedia’s website, where you’ll find options to start a live chat with an agent +1(844):987:|7082. How Do I Communicate with Expedia? To communicate with Expedia, you can call their customer service number, which is 1-855-EXPEDIA (+1-844-(987)-7082). You can also use their Help Center on their website for more contact options, including live chat. Additionally, you can reach them on social media platforms like Twitter and Facebook. To get in touch with Expedia, you have several options: Phone Support: Call 1-844-987-7082 for immediate assistance Live Chat: Log in at Expedia.com, go to the Help section, select your booking, and start a chat with an agent Help Center: Visit the Help Center for FAQs, booking tools, and contact methods Social Media: Message Expedia on Twitter, Facebook, or Instagram Go to the Help section on Expedia’s website and use the live chat feature +1(844):987:|7082 or +1(844):987:|7082. If the automated assistant isn't helpful, simply request to speak with a human agent or +1(844):987:|7082. You can also call +1(844):987:|7082 or + +1(844):987:|7082 for more assistance.

How to Contact an Actual Person at Robinhood Support To contact an actual person at Robinhood Support, simply dial 1-888-(636)-8199. You will be connected to a knowledgeable support representative who can assist you with any questions or concerns regarding your Robinhood. Whether you're dealing with technical issues, troubleshooting, or need help understanding how to use your device, their team is there to provide expert guidance and solutions. Be ready to provide relevant details about your issue to ensure a quick and efficient resolution. Robinhood Contact Options Robinhood offers several ways to get in touch, whether you prefer calling, chatting, or reaching out via email. Calling Robinhood Hotline 1-888-(636)-8199 The most direct way to talk to a live person is by calling their customer service hotline. The Robinhood Toll-Free Number is 1-888-(636)-8199. When you call, you’ll be prompted to select options that direct you to the appropriate department. If you’re unsure which option to choose, pressing “0” or saying “agent” can often connect you to a live representative. Using Robinhood Live Chat Feature If waiting on hold isn’t your style, you can use the live chat feature on the Robinhood website. Navigate to the Help section and select the chat option to connect with a real person who can assist you. Reaching Out via Email For less urgent issues, emailing Robinhood is another option. While response times may vary, this method ensures you have written documentation of your issue and its resolution.

American Girl dolls are nice. But they aren’t amazing. In recent years Toys“ R” Us, Walmart, and even Disney have all tried to challenge American Girl’s success with similar dolls (Journey Girls, My Life, and Princess & Me)—at a fraction of the price—but to date, no one has made a dent. American Girl is able to command a premium price because it’s not really selling dolls. It’s selling an experience. When you see a company that has a product or service that no one has successfully copied, like American Girl, rarely is it the product itself that is the source of the long-term competitive advantage, something American Girl founder Pleasant Rowland understood. “You’re not trying to just get the product out there, you hope you are creating an experience that will do the job perfectly,” says Rowland. You’re creating experiences that, in effect, make up the product’s résumé: “Here’s why you should hire me.” That’s why American Girl has been so successful for so long, in spite of numerous attempts by competitors to elbow in. My wife, Christine, and I were willing to splurge on the dolls because we understood what they stood for. American Girl dolls are about connection and empowering self-belief—and the chance to savor childhood just a bit longer. I have found that creating the right set of experiences around a clearly defined job—and then organizing the company around delivering those experiences (which we’ll discuss in the next chapter)—almost inoculates you against disruption. Disruptive competitors almost never come with a better sense of the job. They don’t see beyond the product.

Indeed, it’s a virtue for a scientist to change their mind. The biologist Richard Dawkins recounts his experience of ‘a respected elder statesman of the Zoology Department at Oxford’ who for years had: passionately believed, and taught, that the Golgi Apparatus (a microscopic feature of the interior of cells) was not real: an artefact, an illusion. Every Monday afternoon it was the custom for the whole department to listen to a research talk by a visiting lecturer. One Monday, the visitor was an American cell biologist who presented completely convincing evidence that the Golgi Apparatus was real. At the end of the lecture, the old man strode to the front of the hall, shook the American by the hand and said – with passion – “My dear fellow, I wish to thank you. I have been wrong these fifteen years.” We clapped our hands red … In practice, not all scientists would [say that]. But all scientists pay lip service to it as an ideal – unlike, say, politicians who would probably condemn it as flip-flopping. The memory of the incident I have described still brings a lump to my throat.25 This is what people mean when they talk about science being ‘self-correcting’. Eventually, even if it takes many years or decades, older, incorrect ideas are overturned by data (or sometimes, as was rather morbidly noted by the physicist Max Planck, by all their stubborn proponents dying and leaving science to the next generation). Again, that’s the theory. In practice, though, the publication system described earlier in this chapter sits awkwardly with the Mertonian Norms, in many ways obstructing the process of self-correction. The specifics of this contradiction – between the competition for grants and clamour for prestigious publications on the one hand, and the open, dispassionate, sceptical appraisal of science on the other – will become increasingly clear as we progress through the book. 25. Richard Dawkins, The God Delusion (London: Bantam Books, 2006): pp. 320–21.

Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

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Somewhere on the rocky voyage from the garage to the fully managed organization, they get it backward. They begin to view the passion as something they can use to build the business. That may well be true, of course. The problem is, if you keep heading in that direction, you’ll eventually lose whatever it was that gave the company its mojo in the early days. Contributing something great and unique to the world will become less and less of a priority. By the time the second or third generation of owners takes over, there’s a good chance that the passion and the business will have gone their separate ways, and the company will have become just another income-producing property. If it’s acquired, it won’t be because the acquirer’s stockholders share the passion or believe in the mission (whatever the new management may say). They’ll want to own it only if they think it will improve their financial returns. People will work there mainly because they need a job. Customers will buy its products and services only if they offer the best value for the money. The company will be an economic mechanism and little more. Pretty much everything else will have been lost.

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that doesn’t take away from how profound it was. In fact, not only do those five simple words mark a major turning point in the sale but they also mark the point where you’re going to begin your next pattern. You’re going to say, in a sympathetic tone: “Now, that I can understand. You don’t know me, and I don’t have the luxury of a track record; so let me take a moment to reintroduce myself. “My name is [your first and last name], and I’m a [your title] at [the name of your company], and I’ve been there for [actual number] years, and I pride myself on …” And now you’re going to tell your prospect a little bit about yourself—citing any degrees you have, any licenses you have, any special talents you have, any awards you’ve won, what your goals are at the company, what you stand for as a person in terms of ethics and integrity and customer service, and how you can be an asset to him and his family over the long term.

Standard accounting practices might not factor the value of communities into the value of a firm, but stock markets do. Little by little, the accountants are catching up. A team of experts collaborating with the consulting and accounting firm of Deloitte published research that sorts companies into four broad categories based on their chief economic activity: asset builders, service providers, technology creators, and network orchestrators. Asset builders develop physical assets that they use to deliver physical goods; companies like Ford and Walmart are examples. Service providers employ workers who provide services to customers; companies like UnitedHealthcare and Accenture are examples. Technology creators develop and sell forms of intellectual property, such as software and biotechnology; Microsoft and Amgen are examples. And network orchestrators develop networks in which people and companies create value together—in effect, platform businesses. The research suggests that, of the four, network orchestrators are by far the most efficient value creators. On average, they enjoy a market multiplier (based on the relationship between a firm’s market valuation and its price-to-earnings ratio) of 8.2, as compared with 4.8 for technology creators, 2.6 for service providers, and 2.0 for asset builders.16 It’s only a slight simplification to say that that quantitative difference represents the value produced by network effects.

Let’s imagine, for instance, that a company makes a sale. Can the accountants put it in the books? Only, says GAAP, if they are satisfied that at least four conditions hold: • There is persuasive evidence that an arrangement exists. This just means the company is confident that a sale really did happen. • Delivery has occurred or services have been rendered. What was sold is somehow delivered to the customer. • The seller’s price to the buyer is fixed or determinable. The price must be known. • Collectability is reasonably assured. You can’t count it as a sale if you don’t think you can collect.

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One thing I don’t see here today is customers. Luxury-car sales are “more lifestyle than automotive,” Christiansen explains. The vehicles follow the money. His team will cosponsor events with private jet manufacturers and fractional ownership services such as NetJets and XOJET, or with San Francisco’s St. Francis Yacht Club, to expose affluent people to vehicles “they don’t even know they want yet.” Customers wander in from time to time, of course. Rocker Sammy Hagar, a Ferrari collector who sold his Cabo Wabo tequila brand to Campari for $91 million, has been known to stop by the sister dealership in San Francisco “in flip-flops, torn shorts, ratted hair, and a T-shirt. You wouldn’t think the guy has two dimes to rub together if you didn’t know who he was,” Christiansen says. Another guy showed up at the Walnut Creek lot dressed like a plumber and configured a $260,000 Bentley. He was, in fact, a plumber—one who owned a thriving plumbing business. He’d arrived in another Bentley, now on consignment.

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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.

Eventually Bezos hopes to integrate the Amazon online store, Amazon Prime, Echo, and Amazon’s customer data analytics with the Whole Foods Market grocery chain, which Amazon bought in 2017. Bezos says that his purchase of the company was partly due to his admiration for the outlook of its founder, John Mackey. When he meets with the founder or chief executive of a company that Amazon is thinking of buying, Bezos tries to assess whether he or she is in it merely to make money or because of a true passion for serving customers. “I’m always trying to figure out one thing first and foremost: Is that person a missionary or a mercenary?” Bezos says. “The mercenaries are trying to flip their stock. The missionaries love their product or their service and love their customers and are trying to build a great service. By the way, the great paradox here is that it’s usually the missionaries who make more money.” Mackey struck him as a missionary, and his passion infused the Whole Foods ethos. “It’s a missionary company, and he’s a missionary guy.

Everything we therapists do or say or feel as we sit with our patients is mediated by our histories; everything I’ve experienced will influence how I am in any given session at any given hour. The text I just received, the conversation I had with a friend, the interaction I had with customer service while trying to resolve a mistake on my bill, the weather, how much sleep I’ve gotten, what I dreamed of before my first session of the day, a memory inspired by a patient’s story, will all influence my behavior with my patient.

20 percent and that's my final offer." Dog folded his arms across his chest in a move that I assumed was meant to intimidate. He had sizable muscle, but the effect was watered down by his My Little Pony tattoos. I could swear I saw Fluttershy wink. "Don't give me that 20 percent bullshit," I said. "I work in retail. I know the margins and I know you didn't buy these goods so everything is profit for you." "You didn't tell me she was a hard-ass." Dog glared at Jack. "I like to keep the good stuff to myself." "Give me the Boxing Day special," I said. "Six A.M. door crasher." His eyes widened. "40 percent?" I shook my head. "First five people in the door." "Sixty?" "Take it or leave it." I pulled out a wad of cash. We'd all chipped in to cover the costs in hopeful anticipation of a bigger return at the end. Dog took the money, but not before registering a complaint with customer service. "You said she was a newb," he said to Jack. "She's a smart and savvy newb." Jack grinned. "Gotta say, it's pretty damn hot.

That’s why, when it comes to generating business ideas, customers come first. Before the product or service. Even before the idea. To build a business, you need someone to sell to. I can’t tell you how many times someone has emailed me saying, “What do you think of this business idea?” My auto-reply? “Have you asked what the customer thinks?” Steve Jobs said, “You have to start with the customer experience and work backwards.” Jeff Bezos, too, insists everyone at Amazon use a Customer First Approach to generate ideas and decide which to develop. The first of his sixteen Leadership Principles—Customer Obsession—starts by saying, “Leaders start with the customer and work backwards.” Working backwards prioritizes access to a group of customers (a group you probably belong to) and focuses on an aspect of a customer’s life that doesn’t work. If you do it this way, you’re assured of nailing the three Ws of business right from the start: Who you are selling to What problem you’re solving Where they are Your goals in this chapter are to use the Customer First Approach, to narrow in on three markets that you’ll target, to use your knowledge and experience of these markets to generate lots of ideas, and then to choose the three you think are the most likely to succeed. It’s the first step in the three-part Million Dollar Weekend process, in which you’ll learn to sell ideas to a small early adopter group before you’ve built the product (or spent a cent) in order to validate that there is a market that will pay. Repeat, fast and cheap, until it hits. Experiment, experiment, experiment—BOOM!

One way to make yourself less vulnerable to copycats is to build a moat around your business. How Can I Build a Moat? As you scale your company, you need to think about how to proactively defend against competition. The more success you have, the more your competitors will grab their battering ram and start storming the castle. In medieval times, you’d dig a moat to keep enemy armies from getting anywhere near your castle. In business, you think about your economic moat. The idea of an economic moat was popularized by the business magnate and investor Warren Buffett. It refers to a company’s distinct advantage over its competitors, which allows it to protect its market share and profitability. This is hugely important in a competitive space because it’s easy to become commoditized if you don’t have some type of differentiation. In SaaS, I’ve seen four types of moats. Integrations (Network Effect) Network effect is when the value of a product or service increases because of the number of users in the network. A network of one telephone isn’t useful. Add a second telephone, and you can call each other. But add a hundred telephones, and the network is suddenly quite valuable. Network effects are fantastic moats. Think about eBay or Craigs-list, which have huge amounts of sellers and buyers already on their platforms. It’s difficult to compete with them because everyone’s already there. In SaaS—particularly in bootstrapped SaaS companies—the network effect moat comes not from users, but integrations. Zapier is the prototypical example of this. It’s a juggernaut, and not only because it’s integrated with over 3,000 apps. It has widened its moat with nonpublic API integrations, meaning that if you want to compete with it, you have to go to that other company and get their internal development team to build an API for you. That’s a huge hill to climb if you want to launch a Zapier competitor. Every integration a customer activates in your product, especially if it puts more of their data into your database, is another reason for them not to switch to a competitor. A Strong Brand When we talk about your brand, we’re not talking about your color scheme or logo. Your brand is your reputation—it’s what people say about your company when you’re not around.

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Of course, even if it doesn’t change the end result or the fact that it contributes to enabling the traditional financial system to decide morality for you (I know, what a joke), at least Stripe should get some credit for being open and honest about the decision process. You won’t find many articles like this on bank websites that say: well, we would have liked to have provided services to this customer, but, you know, the traditional financial system finds education about women’s sexual pleasure repugnant. Meanwhile, check out our financial services to strip mining companies in Africa, here …. Karl Marx and the 1% Karl Marx knew more about the 1% and banking than the vast majority of people.

Our people don’t have one look, one background, one culture,” says Erik. “The common thread is they are themselves. They are genuine.

In his book, Something Really New: Three Simple Steps to Creating Truly Innovative Products[lviii], author Denis J. Hauptly deconstructs the process of innovation into its most fundamental steps. First, Hauptly says, understand the reason people use a product or service. Next, lay out the steps the customer must take to get the job done. Finally, once the series of tasks from intention to outcome is understood, simply start removing steps until you reach the simplest possible process.

There are only two requirements for an on-demand service economy to work, and neither is an iPhone. First, the market being addressed needs to be big enough to scale—food, laundry, taxi rides. Without that, it’s just a concierge service for the rich rather than a disruptive paradigm shift, as a venture capitalist might say. Second, and perhaps more importantly, there needs to be a large enough labor class willing to work at wages that customers consider affordable and that the middlemen consider worthwhile for their profit margins.

WAL-MART: “In those days, we would go on these buying trips with Sam, and we’d all stay, as much as we could, in one room or two. I remember one time in Chicago when we stayed eight of us to a room. And the room wasn’t very big to begin with. You might say we were on a pretty restricted budget.” But sometimes I’m asked why today, when Wal-Mart has been so successful, when we’re a $50 billion-plus company, should we stay so cheap? That’s simple: because we believe in the value of the dollar. We exist to provide value to our customers, which means that in addition to quality and service, we have to save them money. Every time Wal-Mart spends one dollar foolishly, it comes right out of our customers’ pockets. Every time we save them a dollar, that puts us one more step ahead of the competition—which is where we always plan to be.

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