Sentences with phrase «customer build your product»

How to Have Your Customer Build Your Product for You.

Not exact matches

Qualtrics, which calls itself a customer - service experience management company, is built around the idea that immediate feedback makes for a better product.

There are elements of Warby Parker and Bonobos in Casper, to the extent Casper is building a designer brand and attacking a consumer product category by obsessing about the full range of the customer's buying experience.

The moment marked a palpable change at CME, precipitating conversations about how the exchange could built a high - caliber product that could balance a number of customer interests.

Wells built the new product and its credit underwriting model in nine months, Stevens said, largely in response to its customers needs.

They typically react (slowly at best) to three outside drivers: (a) their competition brings a new offering to market, and they need a quick competitive response; (b) their customers see and begin to adopt new processes and solutions, and the customers demand that their products and services conform to the new ways of doing business; or (c) they see a new tool, product, or service in the market offered by a new player and they quickly determine that this is a game - changer which they need to own (rather than try to build themselves) because they lack the internal capacity to do otherwise.

If your customers don't «succeed» by using your product how can you build a great company?

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Your deck should address your venture's team, market opportunity, need for the product and its value to the customer, its position relative to the competition, how much capital you'll need to build the company, and a financial plan.

Using this methodology, you iterate based on customer feedback at each step of the way, so that you know you're building a product, or delivering a service, that customers want and will pay for.

The truth is that entrepreneurs too often get caught up in the details of the kinds of products or services they are selling to notice how critical it is to build relationships not just with your customers, but also with your vendors, employees and — gasp — even your competitors.

Take care of the «business side» of things — planning products, sales, customer service, marketing — and build your financial modelling around that.

The gathering is intended to probe what companies from Johnson & Johnson to 3M to Samsung — as well as every leading consulting firm across the globe — have already discovered: that smart, creative, and bold «design thinking» is one of the most essential (if too - often - overlooked) pathways for companies to build better products, connect with customers, improve their collaborations, and make the day - to - day corporate processes that now drive most of us crazy less crazy - making in the future.

The customer photos are a great way to build brand loyalty when customers can see themselves using her product on her social media sites.

But when they do work out, endorsements can build credibility for new or untested products, enhance brand awareness, and help small businesses reach a new customer base.

Dropbox, Uber, Erin Condren Design, Eat Purely and others have successfully used referral incentives to build their businesses by offering both their existing and new customers an incentive for sharing their products and services with the people they know.

Scott Dorsey, the co-founder and CEO of ExactTarget, said in an interview with Inc: «When we started the company we hoped to build a software product that added enough real value that customers would want to use it, and in the process to try to build a business.»

It's about building a human connection with your customer, not touting the bells and whistles of your product.

Good customer service doesn't have to do with the product or service you're selling — it's about building relationships and providing value.

Building a loyal customer base often requires more than simply creating a killer product or service.

Your business is a work in progress and if you launch your product or service quickly, you will be able to build a community of customers who can provide valuable feedback that can help you improve the offerings.

«You see these little companies building out service brands because they want to have account executives who work with customers,» Atkinson adds, «so they try to spin their products into serving three different groups in the first couple of years, and that's a very adverse situation to get into.

In fact, it's only when combined with the non-tech co-founder's understanding of customers that a seamless product can be built and continuously improved.

Play a role in the customer perspective at every step by making sure the business and product use accessible language at each stage of building, designing, improving, selling and revising.

The immediacy and care with which you deliver products is important for building customer satisfaction.

As an example, about a year after VMR was up - and - running, everyone told me to invest in brand awareness but building a brand has little value if your flagship product can't evolve for your customers.

Customers work with a product manager, the same way they would if they were contracting their internal IT department to get an app built, says Dickey, and they have similar weekly check - ins and the like.

When your customers are excited to pass your products down to the next generation, you're building loyalty that lasts a lifetime — and that starts by designing a product that will stand the test of time.

If you build something truly great, you will find that your customers will not only use your products, they will rave about it to others.

You must listen to your customers to build products, services and solutions that fit their needs.

First, if customers have had the opportunity to weigh in from the beginning and the offering has been developed accordingly, you're ensuring a built - in sales channel once the product goes live.

With an ever - growing history of innovative products, a focus on exceptional customer service, and a one - of - a-kind brand identity, Firehouse Subs is committed to building profit for franchisees.

By focusing on relationship - building, you're showing customers that they are much more valuable than the money they give when buying your products.

And while you might think you have nothing in common with Brian, think again: he took over the family business from his father (who took over from his father, the legendary Bill France, Sr.), needs to balance the needs of current customers while making smart changes to his product, must constantly work to build better relationships with partners, and must constantly revamp digital and social offerings and strategies to communicate with customers the way they want to engage.

Monica is passionate about helping SMBs, responsible for defining McAfee's SMB product marketing and communications strategies: and optimizing business plans and product positioning to build market awareness and deliver fulfilling customer experiences.

Rizkalla insists that his defence - oriented training products don't compete with the full - scale cockpit simulators built by firms like CAE, which is a customer of Bluedrop's.

This helps build a community with your customers, and it keeps your product and business on their minds.

But LED technology is changing so quickly, the shelf life is about a year.When large lighting companies build out a product line, they have an international customer line, an R&D department, and certification people.

Slowly but surely, tech vendors are recognizing that they not only have to be on point regarding product functionality and support, they must also make genuine human connections with customers — developing relationships that inspire more than a transactional bond between parties but instead build bonds based on trust and real human experiences.

Murano isn't simply a new vehicle model, it represents Nissan's push to build more products where its customers live.

It may seem obvious to build products well - tailored to customers» wants and needs but too many SaaS product development teams fall into the trap of iterating based on their own visions for the product rather that keeping to the goal of solving very specific customer problems, and solving them well.

So he did what any good entrepreneur would do: Built a new product and sold that to the customer.

I didn't realize until I joined that the financial situation was so dire, but I was told that if we could build the product quickly, there were scores of big customers lined up to buy the product and save the company.

When you're building new products and features you need to make sure your customers will buy them, because if not, you're likely back to square one.

They then may use the summer to fully build a product or platform and test it with potential customers.

Other companies with world - class R&D groups built radical innovations only to see their company fumble the future and others reap the rewards (think of Xerox and the personal computer, Fairchild and integrated circuits, Kodak and digital photography, etc.) Common themes in these failures were, 1) without a direct connection to the customer advanced R&D groups built products without understanding user needs, and 2) the core of the company was so focused on execution of current products that it couldn't see that the future didn't look like the past.

For most businesses, «new» is the only way forward: New products, new services, new branding... but for Darlington Raceway, the old - school NASCAR track built in 1950 (in baseball terms, think Fenway rather than Marlins Park), improving awareness, fan interest, customer engagement, and business results meant taking a giant step back.

They build tighter relationships with customers and create products they want.

«We've asked a lot of customers where they're from and this has allowed us to build up a database of genetic diversity,» said Robin Smith, 23andMe's product manager.

It takes a salesperson to sell features and benefits, build value, do a great product demonstration, get emotional and get the customer emotional so they can begin to make sense of the price.