Loyal Customer Quotes

Many companies expect loyal customers without providing loyal service. This has been the visionary failure of countless corporations.

Even your most loyal customers always have a choice about where to take their business.

Mom has the Touch. She knows what flowers go with what occasions, what hors d'oeuvres work with what people. She believes passionately in the power of food to heal, restore, and stimulate relationships, and she has built a following of loyal customers who really hope she's right. If she's wrong, says Sonia, no one wants to know.

The True measure of a person’s success is to be a person of value.’ I knew people of value, people who kept their promises, people who were kind, people who were loyal.

The easiest and most powerful way to increase customer loyalty is really very simple. Make your customers happy.

Attracting loyal customers based on price is like believing in the tooth fairy.

Never leave your customers wondering.

I believe in Chipotle. They have great tasting and nutritious food. And they're also a great case study for business efficiency and business resiliency. The company has no long term debt, a loyal customer base, it owns and operates all of it's stores, it has a clear business model and a clear growth path. They've got good company culture and they live by a set of values that earn the respect of their customers. In so many ways Chipotle is superior to it's peers in the restaurant industry.

How do you get on with your father ' Beleth asked. 'Very well ' Pyrgus answered loyally although it was far from the truth. 'I ate mine ' Beleth told him. 'He got old and feeble and useless but he wanted to hold on to power. So I took steps. Tasted disgusting - stringy tough smelly ... you know how fathers are - but it's the custom here. You're supposed to absorb the essence that way. Rank superstition of course but well ... tradition.

The farther right you go on the curve, the more you will encounter the clients and customers who may need what you have, but don't necessarily believe what you believe. As clients, they are the ones for whom, no matter how hard you work, it's never enough. Everything usually boils down to price with them. They are rarely loyal. They rarely give referrals and sometimes you may even wonder out loud why you still do business with them. "They just don't get it," our gut tells us. The importance of identifying this group is so that you can avoid doing business with them.

It's like the commercial, "Once you pop you can't stop."  Once you pop a pill, you can't stop.  They have you hooked and they know it.  Like a drug dealer, they are so happy they have won another loyal customer.  Not loyal because you want to be, but loyal because your body is now completely dependent on them and their legal prescription "drugs." 

Strangers Friends Customers Loyal Customers Former Customers

Happy customers become loyal customers.

He was not well-educated or political, but if nothing else, he was a man who appreciated fairness. A Jew had once saved his life and he couldn’t forget that. He couldn’t join a party that antagonized people in such a way. Also, much like Alex Steiner, some of his most loyal customers were Jewish. Like many of the Jews believed, he didn’t think the hatred could last, and it was a conscious decision not to follow Hitler. On many levels, it was a disastrous one.

The Thought Process of Hans Hubermann He was not well-educated or political, but if nothing else, he was a man who appreciated fairness. A Jew had once saved his life and he couldn’t forget that. He couldn’t join a party that antagonised people in such a way. Also, much like Alex Steiner, some of his most loyal customers were Jewish. Like many of the Jews believed, he didn’t think the hatred could last, and it was a conscious decision not to follow Hitler. On many levels, it was a disastrous one.

Munger contends that by selling quality merchandise very close to cost, the stores built such a loyal customer base that it qualifies as a franchise. "If you get hooked on going to Costco with your family, you'll go for the rest of your life," he said.22

Carlos comes back with our drinks. “What should we drink to?” “To love,” says Brigitte. “To the few loyal customers I have left,” says Carlos. I have to think for a minute. “To the dead. Let’s think of them always, but not join them too soon.” Everyone in the bar drinks to that.

It’s great customer service that keeps your customers loyal to you and your business — and that earns you a reputation for being helpful and a pleasure to work with.

The secret to success in business, and in life, is to serve others. Put others first in all you do.

But how long a customer will stay loyal to you is another matter.

Quit trying to be better than your competitors. Think of how you can position yourself differently.

There is a big difference between repeat business and loyalty. Repeat business is when people do business with you multiple times. Loyalty is when people are willing to turn down a better product or a better price to continue doing business with you. Loyal customers often don’t even bother to research the competition or entertain other options. Loyalty is not easily won. Repeat business, however, is. All it takes is more manipulations.

The TV set shouted, “—duplicates the halcyon days of the pre-Civil War Southern states! Either as body servants or tireless field hands, the custom-tailored humanoid robot—designed specifically for YOUR UNIQUE NEEDS, FOR YOU AND YOU ALONE—given to you on your arrival absolutely free, equipped fully, as specified by you before your departure from Earth; this loyal, trouble-free companion in the greatest, boldest adventure contrived by man in modern history will provide—” It continued on and on.

It’s not the customer’s duty to be loyal to you; it’s your duty to be loyal to your customers. Focus on quality, relevancy, and the BEST customer service possible. Make sure your business is creating a service experience so good that it inspires loyalty.

You didn’t warn us about this, Readier,’ said Stowley resentfully. Gilt waved his hands. ‘We must speculate to accumulate!’ he said. ‘The Post Office? Trickery and sleight of hand. Oh, von Lipwig is an ideas man, but that’s all he is. He’s made a splash, but he’s not got the stamina for the long haul. Yet as it turns out he will do us a favour. Perhaps we have been . . . a little smug, a little lax, but we have learned our lesson! Spurred by the competition we are investing several hundred thousand dollars—’ ‘Several hundred?’ said Greenyham. Gilt waved him into silence, and continued: ‘—several hundred thousand dollars in a challenging, relevant and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening co-operation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission.’ An awed silence followed.

Evernote still came up with a bunch of clever tricks to get people to see its products while marketing was on their strategic back burner. After hearing customers complain that their bosses were suspicious of employees using their laptops in meetings, the Evernote team produced stickers that said, “I’m not being rude. I’m taking notes in Evernote.” Thus, their most loyal customers were turning into billboards that went from meeting to meeting. Once we stop thinking of the products we market as static—that our job as marketers is to simply work with what we’ve got instead of working on and improving what we’ve got—the whole game changes.

What's important to remember is that every customer interaction should be treated like a first impression. Until your on-demand customer becomes a loyal follower, he's probably already forgotten what his last touch was, so you'd better wow him or her this time. Don't skimp and don't cut corners when it comes to the external touches your brand makes. From experience I can tell you that you'll pay a much bigger price in customer retention if you go cheap when it comes to customer outreach and service.

Why are you always so mad?” She laughs under her breath. “That’s easy,” she says. “Assholes, stupid customers, a shitty job, worthless parents, crappy friends, bad weather, annoying roommates who don’t know how to kiss.” I laugh at the last comment, which I’m sure was supposed to be a dig, but it felt more like an underhanded flirt. “How are you so happy all the time?” she asks. “You think everything is funny.” “That’s easy,” I say. “Great parents, being lucky enough to have a job, loyal friends, sunny days, and roommates who starred in porn films.

Many, Lorenzo, have held and still hold the opinion, that there is nothing which has less in common with another, and that is so dissimilar, as civilian life is from the military. Whence it is often observed, if anyone designs to avail himself of an enlistment in the army, that he soon changes, not only his clothes, but also his customs, his habits, his voice, and in the presence of any civilian custom, he goes to pieces; for I do not believe that any man can dress in civilian clothes who wants to be quick and ready for any violence; nor can that man have civilian customs and habits, who judges those customs to be effeminate and those habits not conducive to his actions; nor does it seem right to him to maintain his ordinary appearance and voice who, with his beard and cursing, wants to make other men afraid: which makes such an opinion in these times to be very true. But if they should consider the ancient institutions, they would not find matter more united, more in conformity, and which, of necessity, should be like to each other as much as these (civilian and military); for in all the arts that are established in a society for the sake of the common good of men, all those institutions created to (make people) live in fear of the laws and of God would be in vain, if their defense had not been provided for and which, if well arranged, will maintain not only these, but also those that are not well established. And so (on the contrary), good institutions without the help of the military are not much differently disordered than the habitation of a superb and regal palace, which, even though adorned with jewels and gold, if it is not roofed over will not have anything to protect it from the rain. And, if in any other institutions of a City and of a Republic every diligence is employed in keeping men loyal, peaceful, and full of the fear of God, it is doubled in the military; for in what man ought the country look for greater loyalty than in that man who has to promise to die for her? In whom ought there to be a greater love of peace, than in him who can only be injured by war? In whom ought there to be a greater fear of God than in him who, undergoing infinite dangers every day, has more need for His aid? If these necessities in forming the life of the soldier are well considered, they are found to be praised by those who gave the laws to the Commanders and by those who were put in charge of military training, and followed and imitated with all diligence by others.

the earliest surreal photographs come from the 1850s, when photographers first went out prowling the streets of London, Paris, and New York, looking for their unposed slice of life. These photographs, concrete, particular, anecdotal (except that the anecdote has been effaced)—moments of lost time, of vanished customs—seem far more surreal to us now than any photograph rendered abstract and poetic by superimposition, under-printing, solarization, and the like. Believing that the images they sought came from the unconscious, whose contents they assumed as loyal Freudians to be timeless as well as universal, the Surrealists misunderstood what was most brutally moving, irrational, unassimilable, mysterious—time itself. What renders a photograph surreal is its irrefutable pathos as a message from time past, and the concreteness of its intimations about social class.

Perhaps the best example for the continuing power and importance of traditional religions in the modern world comes from Japan. In 1853 an American fleet forced Japan to open itself to the modern world. In response, the Japanese state embarked on a rapid and extremely successful process of modernisation. Within a few decades, it became a powerful bureaucratic state relying on science, capitalism and the latest military technology to defeat China and Russia, occupy Taiwan and Korea, and ultimately sink the American fleet at Pearl Harbor and destroy the European empires in the Far East. Yet Japan did not copy blindly the Western blueprint. It was fiercely determined to protect its unique identity, and to ensure that modern Japanese will be loyal to Japan rather than to science, to modernity, or to some nebulous global community. To that end, Japan upheld the native religion of Shinto as the cornerstone of Japanese identity. In truth, the Japanese state reinvented Shinto. Traditional Shinto was a hodge-podge of animist beliefs in various deities, spirits and ghosts, and every village and temple had its own favourite spirits and local customs. In the late nineteenth century and early twentieth century, the Japanese state created an official version of Shinto, while discouraging many local traditions. This ‘State Shinto’ was fused with very modern ideas of nationality and race, which the Japanese elite picked from the European imperialists. Any element in Buddhism, Confucianism and the samurai feudal ethos that could be helpful in cementing loyalty to the state was added to the mix. To top it all, State Shinto enshrined as its supreme principle the worship of the Japanese emperor, who was considered a direct descendant of the sun goddess Amaterasu, and himself no less than a living god.

Perhaps the best example for the continuing power and importance of traditional religions in the modern world comes from Japan. In 1853 an American fleet forced Japan to open itself to the modern world. In response, the Japanese state embarked on a rapid and extremely successful process of modernisation. Within a few decades, it became a powerful bureaucratic state relying on science, capitalism and the latest military technology to defeat China and Russia, occupy Taiwan and Korea, and ultimately sink the American fleet at Pearl Harbor and destroy the European empires in the Far East. Yet Japan did not copy blindly the Western blueprint. It was fiercely determined to protect its unique identity, and to ensure that modern Japanese will be loyal to “Japan rather than to science, to modernity, or to some nebulous global community. To that end, Japan upheld the native religion of Shinto as the cornerstone of Japanese identity. In truth, the Japanese state reinvented Shinto. Traditional Shinto was a hodge-podge of animist beliefs in various deities, spirits and ghosts, and every village and temple had its own favourite spirits and local customs. In the late nineteenth century and early twentieth century, the Japanese state created an official version of Shinto, while discouraging many local traditions. This ‘State Shinto’ was fused with very modern ideas of nationality and race, which the Japanese elite picked from the European imperialists. Any element in Buddhism, Confucianism and the samurai feudal ethos that could be helpful in cementing loyalty to the state was added to the mix. To top it all, State Shinto enshrined as its supreme principle the worship of the Japanese emperor, who was considered a direct descendant of the sun goddess Amaterasu, and himself no less than a living god.

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.

qualities and values every leader should strive to attain: crystal-clear direction plus an unwavering commitment and passion.

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

Some of the most loyal customers any company has are the ones who had a big problem but got treated incredibly well as it was being resolved.

Content marketing without a loyal audience is not content marketing at all.

Belly went against the trend of flash sales to create a more sustainable business model for their small business customer. They developed an affordable subscription-based product that helped these merchants cultivate longer, more meaningful, and more profitable relationships with existing customers—turning them into loyal shoppers who produce a sustainable and more valuable customer base.

Kamry k1000 epipe sinbad vapors KAMRY K1000 COIL REPLACEMENT PACK OF (5) KAMRY K1000 e pipe coil replacement pack of (5). Directly From Kamry just for my loyal customers who been purchasing the one and only Kamry K1000 pipe... I'm an authorized seller for Kamry and I stand behind our products.

How Advocacy Boosts Retention One of the most critical challenges facing fitness clubs is retention. About 30 percent of club members do not renew their memberships, according to IHRSA. In some clubs, turnover rates are even higher. In larger fitness chains, like the fitness club, improving retention rates by even one percent can mean millions in revenues. So how can Brand Advocates help fitness clubs keep more members? Here are three ways: 1. Members are more likely not to renew if their usage levels are low. Brand Advocates can help educate other members about services they may not currently be using, like Group X classes, personal training, swimming lessons, spa services, and more. As the club's most enthusiastic and engaged members, Advocates are glad to tell others about these services. 2. Brand Advocates will happily create content about why they're loyal customers. Ask your Advocates why they stay with your club. Advocates will create compelling answers, which you can then share with other members and even prospects. 3. Sponsor fun events where Advocates encourage new members to participate in club events and take advantage of club services. 4. Lastly, engaging your Advocates increases the likelihood that these enthusiastic members themselves will continue renewing their memberships month after month, year after year. By building and nurturing relationships with your Advocates you deepen their commitment to your club.

The best is never the best, and pay attention to the smallest details.

The trouble with people is that we get hardening of the mental arteries, cirrhosis of the enthusiasm, and arthritis of the imagination,

Training cannot be limited to ‘Here’s what you need to do, now go do it.’ That’s not good enough. Training needs to instill a spirit, a feeling, an emotional connection. Training means creating an environment of thinking and feeling.

Laughter is no enemy to learning.

It’s fascinating, really,” she says. “The science has led to an answer, which is emotions. It is all about emotions. People don’t make the purchasing decisions that they make because they’ve done a double-blind taste test. They do it because of how a product or a service makes them feel. This has shown us that it’s what we really need to be doing to be different, and what we really need to tap into to wow the consumer.

The most loyal Apple employees, like the most loyal Apple customers, all love a good revolution.

Despite the brightness of the sun, I shivered in the brisk November air, for I had not taken a cloak with me when I had left my parlor. As if by magic, one fell about my shoulders, and I knew without looking that Narian had joined us. His mere presence bolstered my courage and brought my thoughts into focus. I scanned the throng of eager Hytanicans, some of whom were gathered inside the Central Courtyard with more outside its walls, then raised my hands to quiet them. Taking a deep breath, I began to speak. “Spread the word. Tell your families and friends. Let it be known across the Recorah River Valley that I am proud to be Queen of this Kingdom of Hytanica!” Cheers exploded, rising and falling in waves, and I let myself enjoy the sights and sounds of victory for several minutes. Then I once more raised my hands to quell the crowd. “Be it known that Commander Narian stands with me as a loyal citizen of Hytanica. Without him, I would not have been able to travel to Cokyri and safely return. And without him, I would not have been able to begin negotiations for lasting peace with the High Priestess. I believe a trade treaty that is fair for both of our countries will soon be signed. Regardless, we stand here now and forevermore as a people free of Cokyrian rule.” Jubilant shouts greeted these words, and I took Narian’s hand in mine, raising it high into the air. The people did not know that we were in love. They did not know that we were bound to each other according to Cokyrian custom and would soon be joined in marriage under Hytanican law. But this was a step forward, and that was enough for now. Out of the corner of my eye, I saw my mother appear at Narian’s other side to likewise take his hand and hold it aloft in a show of support. When the rest of my family followed her lead, my father next to my mother, Miranna and Temerson at my side, tears spilled down my cheeks. I met Narian’s mystified blue eyes and smiled, then gazed out at our people, a member of a united royal family, the man I loved among us. When the noise had subsided, I addressed the sorrow that hid beneath the joy, for it was essential to pay tribute to those who had fought bravely and tirelessly, but had not lived to see this day. “We all know the terrible price that was paid for our freedom. Remember those who died in the war. Honor them in your hearts, and join with me in honoring them with a memorial on the palace grounds. Let those who gave their lives for this kingdom never be forgotten.” I paused, permitting a moment of silence for our lost loved ones, then finished, “Embrace your families. Return to your homes. And know that you go in peace.” This received perhaps the greatest response of anything I had said, and to the tumultuous cries of my tired but elated people, Narian and I reentered the palace.

The problem arises when these businesslike elements become part of a comprehensive business model for the congregation that ignores biblical teaching. It might look something like this: Pastor = president/CEO Staff = vice presidents Members = shareholders/loyal customers Visitors = potential customers And the elders’ role? Elders = board of trustees

You will have your own examples of a work environment that seems to be firing on all cylinders. It will be a place where performance levels are consistently high, where turnover levels are low, and where a growing number of loyal customers join the fold every day.

tips on staying motivated daily: read for an hour a day (business or personal development books) watch YouTube videos on network marketing and motivation listen to business and network marketing podcasts work out and eat healthy have a daily routine and schedule and stay consistent set goals and do the work make a to do list every night before bed read positive affirmations in the mirror create a vision board put a note or picture of the lifestyle you want to live on your laptop

But if there is one thing we’ve learned from a lifetime of designing and analyzing incentives, the best way to get what you want is to treat other people with decency. Decency can push almost any interaction into the cooperative frame. It is most powerful when least expected, like when things have gone wrong. Some of the most loyal customers any company has are the ones who had a big problem but got treated incredibly well as it was being resolved. So while designing the right incentive scheme certainly isn’t easy, here’s a simple set of rules that usually point us in the right direction: 1.  Figure out what people really care about, not what they say they care about. 2.  Incentivize them on the dimensions that are valuable to them but cheap for you to provide. 3.  Pay attention to how people respond; if their response surprises or frustrates you, learn from it and try something different. 4.  Whenever possible, create incentives that switch the frame from adversarial to cooperative. 5.  Never, ever think that people will do something just because it is the “right” thing to do. 6.  Know that some people will do everything they can to game the system, finding ways to win that you never could have imagined. If only to keep yourself sane, try to applaud their ingenuity rather than curse their greed.

innovator’s dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?

Warby Parker, Glossier, Dollar Shave Club, and many new direct-to-consumer brands recognize that as important as a good product is, creating a good customer experience fosters loyalty, and loyal customers spread the word on social media and bring in more customers. “In the digital economy, your audience has an audience,” says David Bell.

As disappointed and unhappy as he was, Ron said, “Sam, I know you’re going to think that things are falling apart, and a lot of other people are going to think they’re falling apart, but you’ve got such a strong field organization here, and such loyalty from the associates and the managers in those stores out there, and such loyal customers, and the company is so sound in its operating philosophies, that I think you’ll just move right down the road.” I appreciated his expressing that confidence in us. I know he meant it, and I’ll never forget it.

I constantly remind our employees to be afraid, to wake up every morning terrified. Not of our competition, but of our customers. Our customers have made our business what it is, they are the ones with whom we have a relationship, and they are the ones to whom we owe a great obligation. And we consider them to be loyal to us—right up until the second that someone else offers them a better service.

But there is no rest for the weary. I constantly remind our employees to be afraid, to wake up every morning terrified. Not of our competition, but of our customers. Our customers have made our business what it is, they are the ones with whom we have a relationship, and they are the ones to whom we owe a great obligation. And we consider them to be loyal to us—right up until the second that someone else offers them a better service.

4. MIGRATE YOUR TARGET CUSTOMER BASE Every star venture wants to end up with a unique set of customers, ideally suited to its products and DNA. To migrate towards your ideal target customers, identify: ★ suitable customers you know already or could easily access; ★ customers who are disgruntled with their existing suppliers; ★ customers who need a product you can envision, not currently being provided; ★ customers who give you pleasure; ★ customers who aren’t price-sensitive; ★ customers you know you can help most; ★ fast-growth companies; ★ big and profitable companies; ★ loyal customers, who hate to switch suppliers; ★ customers with whom you can build a ‘thick’ relationship; ★ customers who’ll recommend you to big customers; ★ people within organisations at the most senior level you can possibly reach.

Whereas employees contribute time and energy, investors contribute capital (money). Both forms of contribution are valuable and necessary to help a company succeed, so both parties should be fairly rewarded for their contributions. Logically, for a company to get bigger, stronger or better at what they do, executives must ensure that the benefit provided by investors’ money or employees’ hard work should, as Adam Smith pointed out, go first to those who buy from the company. When that happens, it is easier for the company to sell more, charge more, build a more loyal customer base and make more money for the company and its investors alike.

There is no question that it is easy to enter the wedding industry but it is tough to survive there because most businesses still don’t know what it takes to build a long-line of loyal customers in this business.

everyone wants to see the path to success. When you produce an impressive solution, you want people to know how you make their lives better.

Since the cost to renew and expand existing customers is a fraction of the cost for acquiring new business, this is a lucrative approach. McKinsey finds existing customers account for between a third to half of total revenue growth, even at start-ups.

Front loading the relationship is the recipe to higher renewals and expansions. When customers fail to launch, you never win back their business. It’s onboarding that drives renewals.

Simon Doiban is a name that is synonymous with the beauty industry. As a serial entrepreneur, Doiban has made a name for himself by launching and scaling successful beauty businesses. From his early beginnings in the industry to his current role as a beauty industry advisor, Doiban has demonstrated an innovative and entrepreneurial spirit that has enabled him to succeed in a highly competitive market. Doiban’s journey in Miami in the beauty industry began when he launched his first beauty startup, a Beauty Spa with updated technology. The startup was an instant hit and quickly gained a large following. However, Doiban was not content with just one successful business. He went on to launch several other beauty startups, each one building on the success of the previous one. Following the example of the first business, he launch a second location of the Beauty Spa in one of the most concurrent zones in Miami, Brickell City Center. This marked the beginning of Doiban’s career as a serial entrepreneur in the beauty industry in Miami Area. Over the years, Doiban has launched and scaled several other beauty startups, each one building on the success of the previous one. His latest venture is a beauty consulting academy. The company has been praised for its innovative approach to beauty and has already gained a large following. Doiban’s success in the beauty industry can be attributed to his entrepreneurial spirit and his willingness to take risks. He has a deep understanding of the beauty market and has been able to identify gaps in the market that he can fill with his innovative products and services. He has also been able to build a loyal following of customers who trust his brand and appreciate the high-quality products that he provides. In conclusion, Simon Doiban is a serial entrepreneur who has made a name for himself in the beauty industry. His innovative and entrepreneurial spirit has enabled him to launch and scale successful beauty businesses, and his latest venture is set to revolutionize the beauty industry even further. As the beauty industry continues to evolve, it will be exciting to see what Doiban has in store for us next.

It’s a foolhardy thing and it’s unsustainable as a business model to spend so much money generating new, disengaged customers. Until your company masters keeping customers engaged, it’s like pouring champagne down the bathtub without a stopper.

No growth decisions should damage the most important sources of sustainable, profitable growth: loyal and satisfied customers and happy and inspired employees.

The sales team should review what is captured in the success plan with the CSM during the internal handoff meeting, which is covered in the next chapter. The success plan then should live in a place where it can be easily accessed by all the customer-facing teams and updated regularly.

Paccar’s strategy is based on doing something well and consistently over a long period of time. That has created difficult-to-replicate resources: its image, its network of experienced dealers, its loyal customers, and the knowledge embedded in its staff of designers and engineers. This position and these kinds of slow-build resources are simply not available to companies, mesmerized by the stock market, who want big results in twelve months.

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I constantly remind our employees to be afraid, to wake up every morning terrified. Not of our competition, but of our customers. Our customers have made our business what it is, they are the ones with whom we have a relationship, and they are the ones to whom we owe a great obligation. And we consider them to be loyal to us—right up until the second that someone else offers them a better service.” —Bezos (1998 Letter)

If you only take away one thing from this book, let it be this: Focus on creating well-written content about topics that are interesting to your audience, and you will be rewarded with more traffic to your website, enhanced brand recognition, and a loyal customer base. If you’re ever in doubt, come back to this essential law, and you will be most of the way to creating quality content.

Finally, if you look at the wealth management business, you’ll find just about everyone chasing the same demographic segment: the high-net-worth individual. Not Edward Jones, one of the consistently most successful U.S. brokerage firms. For thirty years, it has focused on customers defined not by how much money they have, but on their attitude toward investing. Jones serves conservative investors who delegate financial decisions to a trusted advisor. In terms of the five forces, this customer segment has been less price sensitive and more loyal.

Wise organizations realize that by crafting processes, practices, and policies that play fair with customers, allow people to feel heard and respected when there are problems, and create the feeling that customers’ best interests are being looked after, they build the ultimate competitive weapon: the fervently loyal customer who evangelizes to all within earshot (or Internet connection) about their organization. More leaders are also being won over by

If we are all good people with good hearts and intensions. If we are all disciplined. We all respect and obey the law and authority. Genuinely love and care for each other. Wishing well and the best for each other. See each other as one big family than strangers. Then we are ready for one Africa, and we can do away with the borders, But if not. What will open borders do is to allow worse and evil things to happen to good people in a bigger scale. It will be easy to start a war. People won’t be reliable. The society and the system keeping things in place will fail. More crimes and treason will be committed. It will be hard close to impossible to catch criminals and to sentence them. Criminals will have bigger market to steal and to commit their crimes. It will be easily for them to move around, to do money, diamond, gold laundering . Easy to smuggle people, stolen items, drugs, cars, cigarette. Fugitives, murders and rapist, pedophiles, serial killers. Opportunists , scammers or con man or women. Will fool and take advantage of lot of people. It will be easy for them to start cult and to manipulate people. Corporates will get more cheap labor employes that they will enslaves and to extort. Open borders is good business for criminals not for loyal honest citizens. Ask yourself. How many things illegal things were caught at the border or customs ? How many criminals and dangerous people were caught at the border or customs? Ask yourself what would have happen If there were no borders ? Open borders would have been a good idea if we were all good people and your unfortunately, we are not. We all have hidden agendas and will say and do anything for money.

Typically, HSPs are highly conscientious, loyal, vigilant about quality, good with details, intuitive visionaries, often gifted, thoughtful of the needs of clients or customers, and good influences on the social climate of the workplace. In short, they are ideal employees. Every organization needs some.

Briefly, it is a set of assets such as name awareness, loyal customers, perceived quality, and associations (e.g. being “pure” and “it floats”) that are linked to the brand (its name and symbol) and add (or subtract) value to the product or service being offered.

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Being responsive to the needs of customers pays in four ways: Customers are more loyal to suppliers who are consistently responsive to their needs. Customers will pay a premium over the typical price to a responsive supplier. Customers will buy more goods and services from a responsive supplier. The supplier becomes strategically advantaged when it secures the demanding customer.

Happy customers are loyal customers, and their satisfaction drives your business's success. So, take the extra steps, listen to your customers, and make their experience exceptional.

Patty was a Netflix senior executive for the company’s first fourteen years and helped drive its remarkable growth through 2012. Patty believes the company’s long stretch of success was fueled by this “very deliberate” strategy of “making it easy to leave and come back.” Patty notes that, while “pissing off consumers” may have short-term benefits, “a subscription model creates the most profit over the long term—over years, generations.” Eric, who went on to serve as chief algorithm officer at online fashion retailer Stitch Fix, added that companies that make it easy to quit get better data about how to keep customers satisfied and loyal. That’s because the “time to feedback” is faster for the company and the evidence is less noisy because most customers are keeping the service because they want it, not because they are trapped in a roach motel.

The larger truth that I failed to see turned out to be another of those paradoxes—like the discounters’ principle of the less you charge, the more you’ll earn. And here it is: the more you share profits with your associates—whether it’s in salaries or incentives or bonuses or stock discounts—the more profit will accrue to the company. Why? Because the way management treats the associates is exactly how the associates will then treat the customers. And if the associates treat the customers well, the customers will return again and again, and that is where the real profit in this business lies, not in trying to drag strangers into your stores for one-time purchases based on splashy sales or expensive advertising. Satisfied, loyal, repeat customers are at the heart of Wal-Mart’s spectacular profit margins,

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I am a great customer. I’m not a loyal customer, but that’s what makes me great—my willingness to shop other brands for better buys.

The big advantage with price-simplifying is that it is often possible to build a huge mass market and a business system that cannot be imitated and out-scaled easily – at least not after the early days – which effectively shuts out all rivals. The price-simplifier is likely to end up with much higher volume than the proposition-simplifier, for the latter relies on the customer’s willingness to pay a premium for a demonstrably superior product. The rub for proposition-simplifiers is that they need to keep ahead of their rivals through constant innovation and new product development – otherwise, they will lose market share and suffer falling margins. Yet they may be able to build an extremely valuable, loyal following and brand among the middle to top of any given market. The price-simplifier must price down the experience curve, passing on cost savings and keeping margins tightly constrained. In contrast, the proposition-simplifier can – sometimes – hang on to fat net margins: up

the innovator’s dilemma: Should we invest to protect the least profitable end of our business, so that we can retain our least loyal, most price-sensitive customers? Or should we invest to strengthen our position in the most profitable tiers of our business, with customers who reward us with premium prices for better products?

The best ideas in the world will accomplish nothing if you leave them on paper. Talk about them. Debate, discuss, argue. Put them into action. Then you can change the world.

The best listener is the one who really cares about the other person.

Choose to deliver amazing service to your customers. You'll stand out because they don't get it anywhere else.

Make it easy for your customers to do talk to you.

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If your customers love you, they will not only remain fiercely loyal but become your most powerful marketing asset. Lovability is the greatest predictor of business success.

This method enabled me to expand my territory and create a strong network of loyal customers for referrals and repeat business. Make active listening a deliberate part of your business plan and success strategy. You will not only grow your business, but also make wonderful friends along the way.

Customer equity. Relationship marketing to build customer equity. Examples include exclusive offers for loyal customers, executive events in B2B, reward cards, and so on.

After September 11, there were customers who sent checks to Southwest Airlines to show their support. One note that accompanied a check for $1,000 read, “You’ve been so good to me over the years, in these hard times I wanted to say thank you by helping you out.” The checks that Southwest Airlines received were certainly not enough to make any significant impact on the company’s bottom line, but they were symbolic of the feeling customers had for the brand. They had a sense of partnership. The loyal behavior of those who didn’t send money is almost impossible to measure, but its impact has been invaluable over the long term, helping Southwest to maintain its position as the most profitable airline in history.

Some products have a very high CLTV. For example, credit card customers tend to stay loyal for a very long time and are worth a bundle. Hence, credit card companies are willing to spend a considerable amount of money acquiring new customers. This explains why you receive so many promotional offers, ranging from free gifts to airline bonus miles, to entice you to add another card or upgrade your current one. Your potential CLTV justifies a credit card company’s marketing investment.

shalt care about your customer. They need to feel like they are important and you care about their needs. If you prove that you are emotionally invested, then you will have a loyal customer for life.

For example, for most of our loyal repeat customers, we do surprise upgrades to overnight shipping, even though we only promise them standard ground shipping when they choose the free shipping option. In conjunction with that, we run our warehouse 24/7, which actually isn’t the most efficient way to run a warehouse. The most efficient way to run a warehouse is to let the orders pile up, so that when a warehouse worker needs to walk around the warehouse to pick the orders, the picking density is higher, so the picker has less of a distance to walk. But we’re not trying to maximize for picking efficiency. We’re trying to maximize the customer experience, which in the e-commerce business is defined in part by getting orders out to our customers as quickly as possible. The combination of a 24/7 warehouse, surprise upgrades to overnight shipping, and having our warehouse located just fifteen

The core of The Wall Street Journal is not its physical newspaper, but rather its journalists, its brand, its culture, its reach, its values. Its real value (and requisite expense) is in its content, not its format. That is something that people will pay for. If you start with the premise that you have loyal customers who identify with your brand, and you see this as a chance to engage them more deeply with a rich digital experience, then your new model becomes less reliant on the whims of advertising and more supported by stable, recurring subscription revenue.

You’ll know that your company’s mission, vision, and values are being communicated effectively when you observe that your employees’ job satisfaction is high, that they have a customer service focus, and that they feel committed, loyal, and empowered. What that really means is that you need to think of everything in your business as marketing—from your business model to how you treat your employees to how you engage your investors.