Sentences with phrase «at customers with»

The Black card is a premium offering, targetted at the customers with a typically higher income that will tend to put a fairly high volume of transactions through the card.

The Cutie Q, Herr said, is aimed at customers with smaller dogs.

The Deserve Classic is aimed at customers with less - than - stellar credit scores.

Basically a raised, more rugged - looking version of the subcompact hatchback, the i20 Active is aimed at customers with active lifestyles and drivers who need a small car that's also useful on poor - quality roads outside the city.

Using survey research of 438 food service employees (including servers, hosts, bartenders, cashiers, and managers), the researchers found that employees who experience extra stress from customers are more likely to lash out at customers with CWB.

This is a brand new secured credit card from Refresh Financial targeted at customers with bad or no credit, and people looking to build or re-build their credit.

That report comes from payroll company ADP, which counted 62,000 new jobs at its customers with up to 49 employees.

Not exact matches

My daughter worked part time as a server at a local restaurant and made difficult decisions all the time, like how to deal with a regular customer whose behavior constituted borderline harassment.

«The new unit of currency is the individual,» said Brad Smith, a customer service expert at Sage North America during a recent Google Hangout with Entrepreneur.com.

That's not to say that SaaS sales professionals have an easier job at doing what they do because so much has been done for them, but rather that the way to position users to succeed with your solution is to present cohesive messaging to your customer across all stages of the sales journey.

We are headquartered in a small town, so I use a small private plane combined with commercial air to connect with as many clients and customers as I can in person at tradeshows and special events.

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

Plus, one of the most important factors for successful branding is consistency; if you change too much too quickly or at an inopportune time, you could interfere with your existing customers» loyalties to your brand.

Starting with a positive: I had dinner this week with a top new customer at one of our enterprise software investments.

Learn more about establishing credibility in your market in this short video with Brad Smith, EVP of customer experience at Sage North America, and Karen Leland, president of branding firm Sterling Marketing Group.

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.

«We have men and women who have been helped up Everest,» Will says, «and later they'll reach out to customer service and say, «I'm trying to get in touch with a guy named Dave who helped me up Everest at about 10.30 a.m.. He's the man I'm going to marry.

Learn what's involved in this short hangout with Brad Smith, EVP of customer experience at Sage North America, and Karen Leland, president of branding firm Sterling Marketing Group.

Marketing, at the end of the day, is about creating a relationship with your customer.

In an interview with the Canadian Press, Canaccord Genuity analyst Dvai Ghose noted a number of challenges that will face Laurence once he begins his new role at Rogers, including the improvement of customer service and the efficiency of the company's cable division, which competes directly with Bell's Internet protocol TV service.

In every case a huge amount of fixed costs up front is overwhelmed by the ongoing ability to make money at scale; to put it another way, tech companies combine fixed costs with marginal revenue opportunities, such that they make more money on additional customers without any corresponding rise in costs.

Once the Aetna deal closes sometime in 2018, assuming it passes muster with regulators, customers are likely to see more health clinic - style services at CVS stores, executives suggested on a conference call with investors on Monday.

Source candidates to engage with, and use them to find more candidates: The best places to find candidates are at «watering holes,» which are those places where your target customer congregates physically or digitally.

I sat in a meeting with a CEO recently who told me that at his last company, he forced a customer to pay a large contract up front because he «knew our software rollout wasn't going to be successful, so I wanted to be sure I got paid my commission.»

Look at your brand's demographic first and foremost and ask yourself if this particular individual's voice and likeness resonates with your customer.

But by buying Aetna, the third - largest U.S. health insurer with 22 million members, CVS is likely to go much further into customer care at its stores over time.

Gmail is a solid and reliable email provider and integrates with everything, so this move makes a lot of sense -; at least until you realize what kind of message that might be sending to your potential customers and partners.

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.

In the wake of a summer filled with headlines about NSA privacy violations, alarm bells are ringing loudly at the idea of «big brother» insurance providers wanting more information about what customers do when they're behind the wheel.

«We were not violating any Kickstarter rules, but at the back of my mind, I had this fear that what if, knowingly or unknowingly, due to a human error, we end up doing any kind of miscommunication with the backers or the customers» that Kickstarter would consider problematic, says Sanghavi.

The agreement with Al Qahtani Aviation company, signed at the Bahrain air show, means that Bombardier has firm orders for 198 CSeries planes plus nearly 250 options or commitments from a total of 17 customers.

«In connection with our transactions with Time Warner Cable and Bright House Networks last year, we reaffirmed this resolve, stating that we expected to hire 20,000 new employees at Charter, many in customer service,» the company said in a statement on March 24.

At a beige, two - storey building outfitted with security cameras, in the shadow of several affluent Toronto condos, a steady trickle of customers comes to buy pot.

In a recent Google Hangout, Entrepreneur.com's editorial director Ray Hennessey talked with branding expert Karen Leland and Brad Smith, EVP of customer experience at Sage North America, about the importance of building something that lasts.

EXECS ON CALL: Callie Field (hatless, center), head of customer care, poses for a selfie with staff at a call center in Meridian, Idaho.

You can't be on every client phone call or at every meeting, but holding a gathering with customers and employees will provide an opportunity for gaining valuable insights.

Relationships with customers and its employees, says Trinity president Anthony Magaraci, are at the core of its story.

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.

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.

With email marketing at your disposal, you benefit from features like an email designer that enables you to build quality, unique email designs to dazzle prospects and customers.

While there are limitations with graphics, layouts and integrations, it allows us to deliver a simple, customized website at a value price for our customers.»

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.

At my company, Terminus, every account has a designated customer success manager who communicates regularly with clients.

And he's happier still with others he says he's seeing: The company has hit new sales records each month since the corporate relaunch, and customer complaints are at an all - time low, Stix says.

Customers at Starwood hotels who enjoy their stay may want to replicate the experience at home with a Westin Heavenly Bed.

Since everyone at the outset is doing multiple jobs and since you can't be everywhere at once, you've got to trust your people to do the right things in the moment, since there's no rule book, no time for extensive preparation and instruction, and there's rarely a second chance to make a great first impression with a lot of new and prospective customers.

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