Sentences with phrase «customers pay a base»

These extra services may be performed on a customer pay basis and the Service Interval Indicator will not be reset.

Assuming the customer paid a base fare of $ 3,000 for their trip, they'd earn quite a bit more under the new structure — 15,000 miles as a base member and 33,000 as an Executive Platinum.

Not exact matches

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 MBA team ultimately recommended that Howard get a Square Register, an iPad - based point - of - sale system that will allow his customers to enter their products, calculate the cost and pay by credit or debit card — still checking out without the need for a human cashier.

The Somerville, Massachusetts - based company is ranked at the No. 2 slot and attracts 200,000 paying customers every month.

Both companies are betting that the same customer base who would have laughed at the idea of paying $ 6 for a cup of coffee 20 years ago but now does so daily can be persuaded to do the same for a carefully steeped cup of Jasmine Oolong.

Since Chen came aboard late last year, he's focused the company on its traditional customer base of business users and outsourced other functions so the company can pay less attention to the consumer market.

Its customers pay an annual fee based on how many companies they would like to track.

The rewritten regulations prohibit Internet service providers, such as Verizon and Comcast, from blocking, prioritizing content or from creating fast and slow lanes based on a customer's willingness to pay for services.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

We gave them a commission based on the customer's bill, a percentage that was much more than AT&T, MCI, and Sprint were paying their salespeople.

Private clouds use many of the building blocks of public clouds, lots of automation, the ability to charge internal departments on a pay - as - they - go basis, but are otherwise wholly managed by the customer they serve.

An Oklahoma City - based chain of tanning salons, for instance, installed fingertip readers at all its locations to authenticate paying customers, thus preventing people from simply loaning their membership cards to friends.

Comcast would immediately become the world's largest pay - TV operator with 52 million «customer relationships,» if the deal went ahead, according to Macquarie analysts, adding Sky's 23 million subscribers to its own customer base.

In a perfect world, customers would pay us based on the value we create for them.

«Different customers have a different willingness to pay, and even the same customer will vary in their willingness to pay based upon the purchasing occasion.»

By going back to the basics and actually talking to every customer ourselves, we identified some friction points within the app, discovered features that were extremely useful to our user base and increase our secondary conversion rate, turning more leads into paying customers.

California - based OnLive, backed by AT&T and BT Group, launched at last year's E3 with major studios including Electronic Arts and Ubisoft supplying top - tier console games, which customers pay to access on a computer or television.

Because our customers sign yearly ongoing contracts, you're able to build a stable customer base that pays you recurring revenue every month.

Companies often pay lip service to the value of listening to customers, but only make meaningful changes to their business based on their own vision.

When Nilan had a falling - out with her rep, the fast - pay arrangement was seen to have a near - fatal flaw: «the problem was that at the end of the relationship, we didn't have a customer base, so it was like starting from scratch again.»

And it paid off in helping us find a target customer base and a go - to - market pathway.»

If Uber wants to create the same kind of fan base and avoid scaring away new customers with bad - weather sticker shock, it should cap the amount riders pay at two or three times the normal rates, while still paying drivers whatever rates it needs to get them to come out onto the roads.

After building up a base of customers our own online store will get more popular (customers will see our url on invoices and will hopefully have a look at our shop as well) and we'll mainly sell about our own platform (increasing margin as we don't have to pay commission for ebay and so on).

Overall, it seems to me that if you have been struggling to pay the bills and salaries on a regular basis; if you can not get traction with customers; if you can not raise awareness of your product or brand, then it is time to quit.

Anyone can be a customer of course, but millions of our customers who want to share in the profits pay a onetime membership fee and receive special offers and a refund based on the value of their purchases.

Based on this, one might expect to see bank customers paying significant amounts to use cheques.

In the olden days when customers would pay for a desktop app once (or at least the EULA that let them use it), software vendors could only prosper by getting every more first - time customers, or angering at least a third of their user base every year by offering a paid «upgrade» of either features that should have been in the software to begin with or added as developerd, or features nobody wanted.

Without customers or revenues or profits, a startup must find other ways to pay the bills and salaries of employees on a regular basis.

While customers used to pay for Prime Pantry deliveries on a per - box basis, the company is now moving toward a subscription model, CNBC reported.

To top that off, a mere 17 % of paying customers login to their SaaS service on a daily basis.

«One Pay FX uses blockchain - based technology to provide a fast, simple and secure way to transfer money internationally — offering value, transparency, and the trust and service customers expect from a bank like Santander, said Ana Botín, executive chairman of Banco Santander.

Another example is if you've consistently received a feature request from clients and thus have a customer base that is willing to pay for a solution.

OTT Pay Inc. is a payment platform offering simple and secure solutions for Canadian businesses to diversify their customer base.

The Company continuously monitors customer payments and maintains an allowance for doubtful accounts based on its assessment of various factors including historical experience, age of the receivable balances, and other current economic conditions or other factors that may affect customers» ability to pay.

Content marketing helps provide the search engines with information to rank your website for the right keywords, encourages other websites to link to your content, fuels interactions on social media, a basis for thought leadership in your industry, and helps educate leads that can eventually convert into paying customers.

That same year, Bezos announced his investment in Blue Origin, a Seattle - based aerospace company that develops technologies to offer space travel to paying customers.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

In the past, you had to pay extra to receive prioritized customer service, but that program has been eliminated, and all customer service is now ticket - based and provided for free.

Getting funding in this scenario will most likely be based on a working product and paying customers, otherwise the founder will need to bootstrap: http://blog.submitmy.info/2010/03/web-startup-b...

PPC bidding and bid optimization is a complex topic, and beyond the scope of this guide, but essentially, users are paying for the potential to find new customers based on the keywords and search terms they enter into Google.

All data & opinions are based on my experience as a paying customer or consultant to a paying customer.

Today's customers want subscription - based services they can pay for monthly.

Buyer personas are fictional representations of your actual, paying customers, created based on the data you have about them — such as their job title, budget, buying motivation, challenges, company size, age, pain points, education level, buying concerns, etc..

And it makes sense why... pre-selling your product lowers your financial risk and can make things a whole lot easier by securing a paying customer base long in advance.

Built as a decentralized autonomous organization and decentralized franchise, Paytomat features a unique loyalty program based on the PTM coin, incentivizing merchants to accept payments in crypto, and PTX tokens, thereby incentivizing customers to pay with crypto.

In April 2012, JPMC paid $ 20 million to settle claims by the Commodity Futures Trading Commission that the bank improperly extended credit to Lehman Brothers based, in part, on commingled customer funds that it was required to keep separate.

«We started with a $ 500 personal investment from our savings and strategically focused on creating innovative designs, delivering affordable price points, cultivating a loyal customer base and paying it forward in terms of investments back into the business,» says Vaughan.

«For that reason and to avoid collections problems, we focused on growing our customer base of government agencies who paid us on regular cycles.»

Value - based billing that is usage - based is at the heart of subscription monetization (i.e. having customers pay for the services as they use them as a way to inherently communicate the value of your offerings).