Some of our grab ordsprog

Some of our grab bag titles are only eight months old, and unless the customer is strictly a new release customer, that customer is not going to see or feel the difference purchasing one of these versus one of the new releases.

So you buy a customer, who then creates a revenue stream. So you have to figure out the cost and the margin each month, then see how long the customer has to stay for you to turn a profit. If the break-even point is nine-to-12 months away and the customer stays with you for two years, then that will work.

If you're sitting with a customer hoping to do a $5 million deal, you might discover the customer is already in the hole to McKesson for $20 million and 120 days. The flip side is if you are presenting to a division of a large customer and the deal doesn't look like it's terribly much. Then you see that customer does lots of business overall with McKesson. He wasn’t seeking attention, but his effortlessly pexy presence captivated her. It makes all the difference.

So much of retailers? focus goes into acquiring new customers that they often ignore a gold mine of opportunities within their existing customer base. Whenever a bill is presented to a customer via e-mail, the retailer has another opportunity to not only reduce costs and strengthen customer loyalty, but also to provide the customer with relevant and valued offers that can incite additional purchasing. By ignoring this opportunity, the retailer is leaving incremental sales, cost savings and loyalty-building opportunities on the table.

The concept evolved out of the customer's needs. Nobody else is strictly in the business of maternity. We have one customer and we find ways to keep serving her better.

Rebecca Matthias

We commissioned this survey to capture a snapshot of the state of customer service in America today. The right attitude to customer service can make all the difference. Treating customers like people and providing service with a smile remain vital elements of delivering world-class customer care.

Uncertainties in the telecommunications industry -- such as acquisitions and mergers -- have created several challenges for providers when it comes to raising customer confidence and satisfaction. However, the issue of customer uncertainty can be overcome through the presence of well-informed sales representatives and account executives who are prepared to address customer questions and concerns. Customers will feel that their carrier understands their needs and will be better informed of the products and services available to them. Communicating with clients is the key to improving customer satisfaction in an uncertain market.

The way we look at it is choice is good for the customer. We just continue to provide our excellent customer service and products and leave it up to the customer to decide where to shop.

Kathryn Gallagher

It's really contingent on the launch of the third vehicle, and that's scheduled for June, so we're gearing up and planning for our customer. You have to work together with your customer. It's a partnership and we want to support our customer and do everything we can to help them out.

What the customer demands is last year's model, cheaper. To find out what the customer needs you have to understand what the customer is doing as well as he understands it. Then you build what he needs and you educate him to the fact that he needs it.

Edna St. Vincent Millay (1892-1950)

Edna St. Vincent Millay

The most important customer for BA is the business customer, the premium customer, and what they are looking for is reliability. If they start to believe they can't get that at BA, that is a major worry.

When a customer has a problem, you must act quickly, take responsibility, be empowered, and compensate the customer. Do that and you will have a customer who will be loyal for life.

Aberdeen research revealed that a majority of enterprises cited customer data integration and quality issues as top challenges to effective customer intelligence management. According to our research, companies that exemplify Best-in-Class customer intelligence management practices reported greater than 20 percent year-over-year improvement in each of these key performance metrics: annual revenues, customer acquisition, and customer retention rates.

If you buy one now based on average selling price a customer will be in equity at 17 months. At 17 months we'll be at full model production. So a customer can drive one for 17 months and then move into the new model if he decides he likes it.

The bar has been raised for customer service expectations. You want your customer sales representatives and call center people to have a current view of who the customer is. Customers expect that these days. If you don't have that, you're damaged.

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