Sentences with phrase «global customer as»

I am interested to work in Global Customer as a customer service representative.

Not exact matches

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.

According to Jeff Cheal, director of personalization, campaign and analytics strategy for the global software company Episerver, companies are trying to glean as much data as possible to both give individual customers a more personalized experience, but also to better understand the customer base as a whole.

That approach has produced some significant offshore customers, including the massive International Air Transportation Association, the Geneva - based entity that establishes global standards for airline activities, as well as the Hills Pet Food Company.

With a library of more than 2.2 million e-books, with five million customers in 100 countries so far, the Toronto - based e-book retailer has shown potential to build itself into Amazon's chief global rival for digital reading, concentrating on markets like Europe where the American company isn't as strong.

While their customer and financial data may not be as big of a catch as, say, that of Target or some other global big - box retail chain, there are plenty of opportunities to hit mom and pop operations.

What these people know — and what more Canadians need to understand — is that truly innovative companies tend to create more value as time goes on, as they shed the hype and tumult of the startup phase and gain the customers, experiences and processes needed to become global businesses.

Neither spelled out whether the slowdown in spending was due to concerns by corporate customers for the global economy or whether it reflected competitive pressures from cloud service specialists such as Amazon Web 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.

I've already mentioned some of the things that you need to plan for, such as global expansion and what systems you need to integrate with, but you should also think about whether you will be supporting multiple brands and products over time and whether your customer support solution can scale as you grow.

Just as its Walmart2Walmart service allows people to transfer money between store locations, the company thinks its global service will attract customers through low - ish fees — $ 4 to send up to $ 50, $ 8 to send between $ 51 and $ 1,000, and $ 16 to send up to $ 2,500.

«As a company that provides software - as - a-service to global customers who expect 24/7 service, regardless of the weather, we have a well - documented business continuity plan that protects our customers as well as our employees,» Tina Lux - Boim, president and CEO of Boca Raton, Fla. - based Managed Maintenance, Inc., said via emaiAs a company that provides software - as - a-service to global customers who expect 24/7 service, regardless of the weather, we have a well - documented business continuity plan that protects our customers as well as our employees,» Tina Lux - Boim, president and CEO of Boca Raton, Fla. - based Managed Maintenance, Inc., said via emaias - a-service to global customers who expect 24/7 service, regardless of the weather, we have a well - documented business continuity plan that protects our customers as well as our employees,» Tina Lux - Boim, president and CEO of Boca Raton, Fla. - based Managed Maintenance, Inc., said via emaias well as our employees,» Tina Lux - Boim, president and CEO of Boca Raton, Fla. - based Managed Maintenance, Inc., said via emaias our employees,» Tina Lux - Boim, president and CEO of Boca Raton, Fla. - based Managed Maintenance, Inc., said via email.

Deripaska's business empire which includes United Company Rusal PLC, the world's second largest aluminium producer by volume of production has a global footprint and counts major international companies as customers.

As PayPal's Global Head of Social Media & Influencer Marketing, he is focused on defining the company's voice and creating stronger connections to customers through online communities.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

The global growth hasn't rolled out as fast as investors had hoped, resulting in some recent yo - yoing of Netflix's stock price — but some analysts think the company could still double its customer base by 2020.

During difficult market conditions, such as the asset - backed commercial paper crisis in the summer of 2007 and the global financial crisis of late 2008, the BAX has consistently provided customers with price transparency, liquidity and central counterparty guaranteed transactions.

I am looking forward to seeing how this inclusive mindset continues to grow and play out across leadership and business strategy — especially as we look into the new year toward Davos, which will focus on strengthening global cooperation and inclusivity across regions and industries, as well as how organizations communicate differently with customers to empower those around them to be agents of the change, not merely products of it.

He also informs that developing the MLP is done through structured, hands - on learning focussed on aspects such as reducing customer and market risk while launching the product, cross - border / Global networking and coaching with Silicon Valley mentors and coaches, and systematic learning about entrepreneurship and innovation while the idea is being nurtured and developed.

Samsung had told customers worldwide to stop using their Galaxy Note 7 smartphones as it struggled to contain a snowballing safety crisis that threatens to derail the powerhouse global brand.

According to Lou Shachter and Rich Cheatham of BTS, a global professional services firm who has worked with companies like AT&T and Chevron, collaboration means «leveraging internal resources on behalf of the customers» as a means of execution and «ensuring successful achievement of each element of the account plan.»

Airlines for America (A4A) vigorously advocates on behalf of the American airline industry as a model of safety, customer service and environmental responsibility and as the indispensable network that drives our nation's economy and global competitiveness.

«Combining our Internet broadcasting expertise with Yahoo!'s position as one of the Web's leading global branded networks will enable us to extend our multimedia business services to an even larger customer and audience base.»

Eckroth joins TE Connectivity from Hertz Holdings, where he served as CIO & VP, Global Customer Care.

To compete successfully, MNCs must find a way to leverage their global advantages, such as technology, brand and global sourcing, while also adapting their repeatable model to deliver what local customers want.

With a team of experienced agents and managers across the US, as well as a global presence in over 110 countries as a BCD Travel affiliate, we value integrity and honesty; and at the same time respect our relationships with each other and our customers.

Handles tasks such as delivering high quality customer service, promoting the user of company global process standards, serving as a support process leader, and driving the documentation lifecycle.

In addition, the partnership will involve collaboration on joint projects such as the development of LACI's Network for Global Innovation, which provides assistance in accelerating market entry for cleantech companies, access to customers and investors, and shared commercialization best practices.

Tesla has entered, for the first time, Interbrand's Best Global Brands list as a company with the most customer influence and brand presence, joining the...

As the Director of Business Operations and Customer Relations, she was responsible for growing a stealth company into an industry - defining brand, driving new global business opportunities with strategic partnerships, and playing a critical role in securing Skybox's venture capital financing from leading investors and eventual acquisition by Google in 2014 for $ 500M.

A global grid access leader: You can rely on lifecycle - long collaboration, as well as our commitment to flawless execution and customer experience.

The partnership will help Canadian startups with market - ready solutions to scale by providing access to GCT's network of corporate partners and investors, as well as to connections to new global customers.

Arcadier customers who subscribes to Payoneer's Mass Payout services will be eligible to receive a waiver of program set - up fees, as well as complimentary ACH transfers, as well as full utilization of Payoneer's global payout technology.

Customers join these efforts in April of each year as part of Starbucks Global Month of Service.

As the corporate wrote in its weblog: «Customer polls last year revealed the popularity of Litecoin as a rival alternative crypto to Bitcoin... It's faster than Bitcoin, has lower blockchain fees and may become a global payment option available on dozens of big brand websites in coming months.&raquAs the corporate wrote in its weblog: «Customer polls last year revealed the popularity of Litecoin as a rival alternative crypto to Bitcoin... It's faster than Bitcoin, has lower blockchain fees and may become a global payment option available on dozens of big brand websites in coming months.&raquas a rival alternative crypto to Bitcoin... It's faster than Bitcoin, has lower blockchain fees and may become a global payment option available on dozens of big brand websites in coming months.»

Citigroup Global Markets Inc. showed incorrect ratings — such as «buy» instead of «sell» — to brokers, customers and supervisors on 38 percent of the equities covered by its research department from February 2011 to December 2015, Finra said in a statement on Thursday.

Verizon is a leading global communications company that operates as three main entities: Verizon Wireless, the nation's most reliable 4G LTE network; Verizon Enterprise Services, providing Internet and phone services to large businesses in over 150 countries; and Verizon Residential Solutions, offering landline, digital TV, and Internet access to customers across the U.S.

The very nature or face of the industry as we know it is changing due to a number of factors including technological evolution, increasing global competition and changing customer demands.

As social customer care expert and McDonald's Senior Director of Global Social Media,

As social customer care expert and McDonald's Senior Director of Global Social Media, Dan Gingiss, told me in his Behind the Marketing Curtain interview earlier this year:

Traditional banks are not particularly good at serving this customer segments due to tougher Know Your Client / Anti-Money Laundering (KYC / AML) requirements as well as tightened lending standard post global financial crisis.

Offering over 650 office space locations worldwide, ABCN is an intelligent solution for office space providers seeking to expand their services as well as offer them to global customers.

Alibaba Group CEO Daniel Zhang called the planned Macy's store «a major win for consumers across China» that «reinforces Tmall Global's status as the premier solution for brands and retailers in their strategic online presence and direct engagement with customers in China.»

GLOBAL NETWORK: We leverage our technology and industrial ecosystem to help our portfolio companies access customers, sales channels and strategic partners, as well as sourcing talent.

In his role as a Global Enablement Specialist at Micro Focus he educates employees and customers on identity powered security with an emphasis in access control including multi-factor authentication.

He noted that AT&T, Verizon and Comcast could today provide «a very high - speed wireless pipe» if customers want that, but added that it would be more expensive compared to global standards and not ubiquitous as well.

Our Mission As employee owners, we are dedicated to designing and manufacturing flexible packaging solutions, including machinery and materials, and to effectively serving our global customers.

Chicago, 10/25/2016 — Coveris, a global leader in packaging and coatings solutions, announces the recent appointments of Werner Domittner as Vice President of Customer Excellence and Steve Robeson as Vice President of Customer Care.

The company is strategically positioned in more than 40 countries to serve global as well as regional customers.

Thomas Molnar, global sales and marketing communications director at Tomra Sorting Food, says, «As an international market leader in food sorting and peeling solutions, we feel it's important to provide information to both our current and prospective customers in their own language.