Sentences with phrase «at business customers»

The Verizon Elite x3 is a device aimed primarily at business customers, so are consumers interested?

Lenovo describes this model as a premium - looking device aimed at business customers and we can see from the renders that the smartphone may have a metal trim around the sides, similar to that found in the Lumia 650.

Two, Microsoft is aiming it at its business customers only for now.

The new MacBooks, which are thinner, lighter and faster than previous models, are primarily aimed at business customers and others who spend a lot of time on their computers, said Jan Dawson, chief analyst at Jackdaw Research.

Most of the company's 100 + apps in the Google Play Store are aimed at its business customers.

Actually both tablets aimed at business customers, but the... Read more...

Apparently what you get is the Lenovo ThinkPad Tablet: a new 10 inch Android tablet from Lenovo aimed at business customers.

Generally speaking, Microsoft has taken the closest aim at business customers (who are usually willing to pay a higher price as compared to the average mobile consumer), but having a less expensive model makes it tremendously more appealing for those wanting to outfit their families with the same device they use at the office.

The Xyboard will sport a Gorilla Glass screen that comes in two sizes: The 10 - inch version is aimed at business customers and will include a stylus while the 8 - inch model will be a more media - centric device, much like Amazon's Kindle Fire.

MINI say the extra equipment has been aimed at business customers to make driving long distances easier, and the 123g / km emissions — a decent number for a 4WD car — will help BIK costs too.

Not exact matches

Your small business stands out during the holidays by offering greater flexibility and better customer service, as well as by offering unique products and services that shoppers might not find at your larger competitors.

It places the customer at the center of business, and it focuses on the ultimate endgame, which is leveraging blockchain to prevent disruption as well as ensure that both parties benefit from such a secured transaction.

Learn how to get your entire company on board so customers see your brand at work in every aspect of your business.

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.

Said Connie Steele, director of Network Solutions: «Social media can be the best friend for small business owners who constantly seek new ways to attract new customers and retain the ones they have at a relatively low cost.»

From browsing favorite products, reading the reviews and then adding to the shopping cart, to inputting payment details at the online checkout, creating a seamless customer journey is an essential aspect of any online business.

The new service is aimed at getting more businesses to get online in order to connect with and find new customers.

Customer - centric business leaders excel at institutionalizing these five habits:

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.

For one, Forrester points out that Facebook isn't good at driving engagement between businesses and their customers.

Be Good at Everything and Great at Something Customers expect your business to offer quality at good prices with prompt service, but they don't expect you to be the market leader on all three fronts.

As an example, if every customer paid with credit, a small family business would see its profit reduced from $ 50,000 to $ 35,000 — and if their margins before card fees were closer to 5 %, then you are looking at cutting their profit from $ 50,000 to $ 20,000!

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.

Companies can also track how much it costs to service a customer, says Robert Krider, a marketing professor at Simon Fraser University's Beedie School of Business.

Business owners take care of their companies and get back to customers at the expense of their own daily rhythms.

As a senior executive at Digium, I focus on all customer - facing aspects of our business, and have responsibilities in sales, customer success, and technical support.

The app, launched in beta in summer 2012 following 10 months of testing at Oren's Hummus Shop, gives customers the chance to send feedback to business owners anonymously via text message or online.

At this year's SXSW Interactive Festival, Austin entrepreneur Lyn Graft gives tips on how to get investors and customers excited about your new business.

Even if you feel your business is running at capacity, new inquiries won't hurt and being sought after will only make your more attractive to your current customers.

To apply, business owners must be one of Wells Fargo's more than 3 million small business customers, have been in business for at least a year, and have sufficient revenue to support the loans» weekly repayment schedule.

(Some business models are built on breaking even on the customer's first or second purchase; then future purchases will be profitable, since the CAC is at or near zero.)

If you want to reach local customers and keep them coming back to your business, text - message marketing is one of the most effective strategies for doing so: While email marketing messages are opened by less than 20 percent of recipients, text message ads are typically viewed by at least 95 percent of recipients, according to Mashable.

Allowing your customers and clients a look at the nuts - and - bolts of your business processes is an opportunity to share with them stories of success, failure, joy and despair.

The good news is that small businesses and entrepreneurs are well - suited to succeed here, because you can be more nimble and adept at knowing your customers.

Perhaps most important, its customers are loyal: According to a recent survey by Business Insider's BI Intelligence, almost one - quarter of T - Mobile's customers say they would never switch to a competitor for any reason, vs. 16 % of AT&T's customers, 15 % at Verizon, and just 7 % at Sprint.

Fellow Robots has plans to change the retail business with its lineup of customer assistants robots like the OSHbot that's been helping customers buy hammers and nails at a San Jose Orchard Supply Hardware store.

A lot of businesses do not offer this service and according to statistics from a survey, a whopping 58 percent of customers at small businesses ask them to accept credit cards.

The ability to track and analyze every interaction with a customer or prospect increases customer engagement and keeps the customer where he or she belongs - at the center of your focus - and helps you close more deals and win more business.

I've been a loyal JK customer since she started her business I was a professor at Michigan State when she came and shared her new business with our Retailing Student Association.

Securing a big customer is often «fabulous» for a small business, at least from a revenue perspective, says Woyzbun.

Customers that have recently moved to a neighborhood outspend established residents at local small businesses.

I was recently reminded of how important customer service is for all businesses, both new and established, when I reconnected with the team at Virgin America and saw how they train their new employees.

Great businesses are good at turning customers into advocates for their companies.

While users report that considerable customization can be necessary at the outset and customer support can be limited, Zoho is a powerful tool for small businesses that are not ready to pay subscription fees.

At A1 Clearances our customer testimonials are key to our business, many other small businesses are the same, online reputation can be the deal breaker.

Once your customer gets comfortable with the payment form at your business, they'll keep coming back.

But Maoli is a big believer that hospitality — that deep, honed, customer - first attitude that the greatest hotels excel at — can work for any business.

Businesses of all sizes would be well served giving their customers a seat at the table with an executive that represents their interests.

A closer look at Market Basket's operations under Arthur T. Demoulas suggests that its industry - beating 7.2 percent operating margins in 2012, cited by the Boston Business Journal, derive from six secrets: long - term employee relationships, low overhead, bulk purchasing, low prices, no debt and treating employees and customers like family.

The size of your company allows you to reach people at a more personal level than big businesses, which turns into stronger relationships with customers.