I think like a Silicon Valley entrepreneur. Failure is a great teacher. At the same time, you must remember, success will never last... Whether it's tech or fashion, it must be for the customer.

As we continue to drive the benefits of integrating our enterprise skills, capabilities, and experience - what we call operating as 'One Boeing' - we will find new and better ways to engage and inspire employees, deliver innovation that drives customer success, and produce results to fuel future growth and prosperity for all our stakeholders.

Our DNA is as a consumer company - for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not up to par, it's our fault, plain and simply.

If you do build a great experience, customers tell each other about that. Word of mouth is very powerful.

Our focus is on the customers and improving their experience. We believe that if we do that well, competition, prices, and profits will all take care of themselves.

We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better.

No one bill will cure the problem of spam. It will take a combined effort of legislation, litigation, enforcement, customer education, and technology solutions.

Permission marketing turns strangers into friends and friends into loyal customers. It's not just about entertainment - it's about education. Permission marketing is curriculum marketing.

When you focus solely on valuation and market share, you win some and you lose some. When you focus on the needs of your customers and help them achieve their dreams, you win every time.

The average customer comes into McDonald's three to four times a month, and I'm absolutely convinced that can fit in very comfortably into a balanced diet.

I'm looking for best practices constantly. Apple has beautiful design, beautiful product, incredibly functional. But mostly it's about picking product, getting behind it, marketing it and introducing it to a customer. What they've done just inspires me.

We opened a design center in the South of England last year as part of our strategy for being close to our customers and developing innovative products for exciting new markets.

This is very much my philosophy as a fashion designer. I have never believed in design for design's sake. For me, the most important thing is that people actually wear my clothes. I do not design for the catwalk or for magazine shoots - I design for customers.

I am a fashion designer. I'm not an environmentalist. When I get up in the morning, number one I'm a mother and a wife, and number two I design clothes. So the main thing I need to do is create, hopefully, exquisitely beautiful, desirable objects for my customer.

The interesting thing is when we design and architect a server, we don't design it for Windows or Linux, we design it for both. We don't really care, as long as we're selling the one the customer wants.

I design for real people. I think of our customers all the time. There is no virtue whatsoever in creating clothing or accessories that are not practical.

My friends and the people I know understand that I'm going to ask them what they're doing, how they're dating, who they're dating, where they're going and what they're doing. I'm constantly asking those questions and making sure I'm in touch with the customer.

Let your customers be your partners; let your vendors be your employees. What's necessary in this transformation more than anything else is courage and a willingness to change.

There are hundreds of competitors in the direct marketing of computers. We have been very successful because of quality, price, service and the way we treat the customer.

This is what customers pay us for - to sweat all these details so it's easy and pleasant for them to use our computers. We're supposed to be really good at this. That doesn't mean we don't listen to customers, but it's hard for them to tell you what they want when they've never seen anything remotely like it.

Although social media is a relatively new form of communication, it has become the primary way retailers and customers are interfacing.

For me, good service is efficient and discreet; it's that critical balance. As soon as the client sits down, the communication flow has to start. Customers need to feel that the waiters are supervised - that there's a system in place.

When you stop talking, you've lost your customer. When you turn your back, you've lost her.

A complaint is a chance to turn a customer into a lifelong friend. I say that seriously, not as some press release baloney.