Sentences with phrase «as a potential customer of»

Not exact matches

That's partly because 94 percent of investing partners at venture firms are male and, female entrepreneurs say, less likely to understand the potential of a business that specifically targets women as customers.

In that filing, Bank of America noted the potential risk of customers leaving for competitors offering products and services «in areas we deem speculative or risky, such as cryptocurrencies.»

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.

By attending these events, over time you will gain a variety of contacts, as well as potential customers or clients.

Think of your social media plan as a conversation with a potential customer, and remember that communication is a two - way street.

Not only is social media powerful in that it can open up the eyes of potential customers across different platforms that you may never have thought of using before, but it can also help to cultivate a following that is loyal to your present - day products as well as remaining actively interested in your future endeavors.

As inflation rises in tandem with economic growth, growth stocks» future potential profits look less enticing compared with the steady profits of value companies, many of which are in industries where they can pass their costs through to customers.

Potential customers want to know as much about your business as possible and they should be able to quickly access that kind of information on your website.

In many ways, CRM is like an intricate address book which logs every personal communication with a customer or potential customer, as well as keeping a track of all marketing communications.

«Think of this as a way to create broader and richer relationship with current and potential customers and friends,» says Etlinger.

This isn't an ideal experience for their customers and potential subscribers, instead it comes off as being too focused on growing an email list for the sake of growing it.

As an example, let's consider that a potential customer is asking you to extend them a significant line of credit as part of signing on with your companAs an example, let's consider that a potential customer is asking you to extend them a significant line of credit as part of signing on with your companas part of signing on with your company.

Different executives repeatedly stressed that Yum had a great first half of the year in China and pointed to China's growing consumer class as future potential customers.

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.

The addition of more «upscale» merchandise demonstrates the changes that the discount retailer has been forced to grapple with as the number of potential middle - class customers plummets.

At tradeshow events you have the unique opportunity of talking to customers that have singled themselves out as potential customers willing to talk to you.

Go with your gut feeling and steer clear of retweet foot - in - mouth tweets about sensitive topics that could be interpreted as offensive by your followers — especially your current and potential customers and business partners.

Businesses of all types are becoming adept at learning about potential customers as they go about the online equivalent of window shopping.

If you can figure out how to get it from the customer perspective, how you can make it nonlinear, and understand the nonlinearity of it, as well as incorporate exogenous factors, then you have a chance at understanding potential unmet needs as well.

The previous day, he had introduced himself to a roomful of potential customers in the hotel as the new London head of a foreign currency trading platform whose website offered very high returns.

Additionally, Intel faces the potential threat of these companies designing their own chips, as in the case of Google, which built a custom chip for machine learning to which it rents business customers access.

Meanwhile, the Wall Street Journal reported on an executive exodus at Tanium as well as a marketing scandal involving the company showing clandestine views of a hospital's network to potential customers without the hospital's permission.

I have somewhere in the neighborhood of 3,000 contacts in my network, most of whom connect solely so they can see when I have a new article or blog post published, but many who see me as either an easy mark or a potential customer.

In Canada, this has translated into a more favourable investment climate, with pipeline giant Transcanada saying it is courting prolific British Columbia acreage holders as potential customers as it looks to build future pipeline transportation solutions to the Gulf of Mexico.

Going cheap on your brand development could not only lead to a disconnect with potential customers, but could also result in your company shutting its doors as a result of low sales.

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.

They also serve a different purpose, providing a host of potential benefits such as improved mental health or logic, problem - solving and motor skills; something morrison's customers can easily attest to.

There are dozens, if not hundreds, of articles and books written on ecommerce and the importance of having your potential customer click as few buttons and see as few pages as possible between the point at which they're interested to the point they've completed a transaction.

When you start a business, you want to get your name in front of as many potential customers as possible.

Instead of treating customers acquired over the Black Friday / Cyber Monday weekend as customers with long - term potential value, ecommerce businesses and retailers are taking a «flash - sales» - type approach to try to get more sales for just that weekend (and perhaps a few days after).

As a result, 59 percent of respondents felt that it was a priority to have a single system to deliver customer experiences across all potential digital channels.

When Albertsons announced on Tuesday it was buying Rite Aid (rad), it touted a better ability to serve pharmacy customers as one of the deal's many potential benefits.

The addition of more «upscale» merchandise demonstrates the changes that the discount retailer has been forced to make as the number of potential middle - class customers plummets.

Brokerage firms are sensitive about discussing sales incentives as the U.S. Securities and Exchange Commission considers imposing a higher standard of customer care on their sales practices and the Financial Industry Regulatory Authority is warning the firms to vet potential hires more carefully.

When potential customers approach your display of video screens and infographics, compare their names to a printed index of attendees highlighted as «key prospects.»

As a result, the ability to educate potential customers will become a top differentiator, regardless of what industry you are in.

As part of its pitch, the company explains to potential customers that the so - called «net present value» of a $ 7,000 saddle is actually less than the all - in cost of using an ill - fitting one — expenses that include frequent vet bills, replacement saddles and even the costs associated with the premature death of the animal due to saddle - related health problems.

For everything you ask of someone, you give at least as much in return - you send someone a great candidate for a position they're trying to fill, and later they send you a potential customer introduction.

Stress, as defined by the Jobs Rated methodology, is determined by 11 factors: travel, deadlines, working in the public eye, competitiveness, physical demands, environmental conditions, hazards encountered, the life of oneself or others at risk, meeting and interacting with customers and / or the public, and the potential for job growth.

They are discovering that they can elevate customer loyalty and engagement — and use their customer base as an engine of advocacy to potential buyers.

So unlike brokers, we have no conflict of interest pushing us to recommend high volumes of trades whether we believe in the potential of those trades or not We have no perpetual bias for a bull market as most of Wall Street has to be (to justify the heavily - weighted stance of «buy» vs. «sell,» a stance that always persists even in harshest bear markets) Instead of all of these kinds of anti-investor establishment motivators, we will sell our products on subscription, with a customer - friendly, overwhelming motivation to deliver an experience that will win very profitable renewals for many years to come.

By working with First Insight, we will gain a more comprehensive understanding at the beginning of our product selection and development process of what customers perceive as distinctive products at a great value, thereby helping maximize our sales and profit potential.

Goldman Sachs said it would offer limited access for certain customers, but according to Bloomberg, the bank has demanded that some of its clients set aside funds equal to the full value of their bitcoin futures trades as a condition for doing the transaction, meaning Goldman is still very nervous about the potential for big losses in Bitcoin futures.

What you are creating is a conglomerate of multiple people labeled as «potential customer.»

By following a few simple rules of give and take, you'll give your content creation a leg up among relevant communities of potential customers — without contributing to the demise of LinkedIn groups as an engagement powerhouse.

Because some groups have thousands of members or more — and are therefore filled with potential readers and customers — they are ripe targets for spammers, as well as for well - meaning content creators who just want to spread their messages as far and wide as they can, without due concern for where it gets placed.

Market segmentation refers to dividing a group of potential customers into segments based on characteristics, such as shared demographic traits or interests, for targeted marketing.

We consider the reservation list as an indication of potential demand rather than a product backlog for pending vehicle sales, as customers on the customer reservation list have not made firm commitments to order and take deliveries of vehicles and may cancel such reservations at any time.

The startup, whose more than 4,500 customers include eight of the 10 biggest U.S. internet companies as well as several large retailers, is speaking to advisers about a potential listing, the people said, asking not to be identified discussing private information.

After adopting AI software known as Albert which analyzed the success of online advertisements and the behavior of past customers in order to identify potential new customers, the dealership saw new sales leads increase by 2390 %.