Somewhere in the past. organizations were quite simple, and 'doing business' consisted of buying raw material from suppliers, converting into products, and selling it to customers... For the most part owner-entrepreneurs founded such simple business and worked along with members of their families. The family-dominated business still accounts for a large portion of the business start today.
You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.
Delighted customers are the only advertisement everyone believes.
Your product is a starting point. A loyal customer is the goal.
If customers leave without a purchase, you have not failed. But if customers leave without a smile, you have.
The right measure is not how many customers you've got, but how closely you hold them.
Customers can be asked about a products evolution, but not its revolution.
Industrial design keeps the customer happy, his client in the black and the designer busy.
As far as the customer is concerned, the interface is the product.
Organizations are defined from the inside out: they are described by who reports to whom, by departments and processes and matrices and perks. A business, on the other hand, is defined from the outside in by markets, suppliers, customers, and competitors.
Pan Am takes good care of you. Marks & Spencer loves you. Securicor cares. I.B.M. says the customer is king. At Amstrad, we only want your money!
Users can work with analysts and object designers to formulate and tune system requirements. People from business, analytical and object design disciplines can come together, learn from each other and generate meaningful descriptions of systems that are to be built. Each participant and each project has slightly different concerns and needs. Practical application of use cases can go a long way to improve our ability to deliver just what the customer ordered.