Sentences with phrase «at our product pricing»

Another entrepreneur that won at the product price level was Sam Walton, founder of Wal - Mart.

If you want to register for Behind the Wheel only, you can also do this at our Products Pricing Page.

Customers look at how they will be treated just as they look at our product pricing.

Not exact matches

«Companies at the lower end can take the cheap technology for a toy and put it into a professional product at a price point I couldn't match,» Kroetsch concedes.

Above, we've highlighted one of our favorite watch brands, MVMT, because they bring luxury products to consumers at affordable prices.

For a $ 59.95 membership fee, consumers can buy organic products at up to 50 percent off the retail price.

The larger the batch the lower the manufacturing costs so you can sell your product at a better price or make a greater mark - up.

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.

Developers also have a choice of business models — they can sell their products at console - like prices or give them away like Blot is doing, with an eye to generating revenue through micro-transactions or other methods, such as merchandise.

This happens when you offer one product at one price to all customers.

Knowing we have a product people have to buy, and that we're offering it at the lowest price people can find... that's what helps me sleep at night.

Imagine what that would do to your pricing models — and more importantly, your ability to deliver a quality product or service to customers at a dramatically lower cost.

He also bet on the product being successful and priced it based on what it would cost in the future if sales increased, instead of factoring in the high input costs that the company had to face at the onset.

Last month I was at IBM Amplify and the big focus there was the fleeing of the traditional four marketing P's (product place, price and promotion) and a migration toward the new one C: the customer.

Stop undervaluing your products and services, and look at what your pricing strategy really says about you.

They've quickly gained a reputation for high - quality products at reasonable price points, and thanks to our own personal experience with them, they pretty much make their way into the majority of gift guides we do.

People come in all different colors and hues, so everyone should have access to makeup products, including foundation or concealer, that fit their skin tone at every spectrum of their price range.

That won't surprise anyone who's seen the recent New York City Department of Consumer Affairs report on gender pricing in the city, which found that toys and accessories marketed at girls cost an average of 7 % more than similar products aimed at boys.

Most of our products are third - party brands, but if we can't get the best - quality products at a price that feels right, we'll go directly to the supplier and make them ourselves.

• GrafTech International, a Brooklyn Heights, Ohio - based firm making graphite electrode products, raised $ 525 million in an IPO of 35 million shares priced at $ 15 apiece, below its range.

Take a look at the Unicorn Club and think about the changes in customer segments, revenue, pricing and channels all those companies have made since they began: Facebook, LinkedIn — new customer segments; Meraki — new revenue models and customer segments; Yelp — product pivot.

So we can leverage their economies of scale and offer products at awesome prices to our customers.

A doctor showing up at your door in San Francisco is convenient but access to products and services in consumer health that you may not have been able to get before at an accessible price point is a new level of access.

If you like the product, and opt for a more robust suite of services at a variety of price points.

That will allow customers to view the in - depth information available online — including reviews, related products and price — while simultaneously looking at the actual physical product via a smartphone.

Better still, it should explain how you're going to accomplish that goal (IKEA's says «We shall offer a wide range of well - designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them»).

«They're offering a high - quality product at a lower price,» he says, «and that appeals to that demand for value.»

Sure it's perfectly fine that the customer wants your product or service and you sell it to her at a fair price and deliver in a timely manner.

«The idea that gasoline demand is actually rising suggests that perhaps the lower prices of crude are actually prompting a greater usage of this product (gasoline),» said Vyanne Lai, oil analyst at National Australia Bank.

I notice the price of steel products don't reduce with the Iron Ore price at record lows.

Sakkijha always wanted to work in jewelry and brought her own twist to jewelry product design in 2013 with Mejuri, a brand that offers contemporary and everyday fine jewelry at accessible prices.

In 2014, Price sold her company to L'Oréal and today, Carol's Daughter products can be purchased at retailers including Dillard's, Macy's, Sephora, Target and ULTA.

For example, refining margins tend to expand when oil prices decline as the savings refiners reap from using cheaper crude to make gasoline and other products aren't immediately passed on to consumers at the pump.

Keith Parker, a strategist at UBS who has a 3,300 target on the S&P 500 for 2018, said only 35 - to - 45 percent of the tax plan is priced into the market, noting the index's recent gains have been mostly a product of better - than - expected economic data and strong earnings.

But Sheng Lu, assistant professor of fashion and apparel studies at the University of Delaware, said «made in China» products were not losing their price competitiveness because of the overall supply chain efficiency.

Doug Mackenzie, a fan of Edmark's products and a partner at the prestigious venture firm Kleiner Perkins Caufield & Byers, obliged by leading a round of equity investment that put $ 5.5 million into Edmark's coffers, paying the market price of $ 10 a share.

Even in the face of these exclusionary agreements that have unreasonably restrained competition, some companies, such as TreeHouse, have fought hard to win market share away from Green Mountain on the merits by offering innovative, quality products at substantially lower prices.

But most entrepreneurs launching a new product or service are aiming at market segments where pricing is more flexible because customers perceive non-price differences in the products.

Apple's stock dipped at the start of 2016 due to concerns over a slowdown in iPhone sales, though share prices have since rebounded into positive territory for the year amid investor optimism for the company's new line of products.

In some instances, retailers sold products at prices lower than those that had been listed for a year or more.

«I regret that we didn't do more due diligence on pricing at Valeant,» he said, noting that it's often difficult to nail down exactly what U.S. drugmakers charge different providers and payers for their products.

Assume that 16 percent of the 100,000 people in the target market would buy your product at that rate and price.

If a top - of - the - line product or service doesn't work as I had hoped, I often think, «At that price I really expected something better.»

This feedback can help business owners find out if their products, stock, pricing, and placement are appealing to customers; measure the training and performance of frontline employees; learn if competitors do a better job at sales, service, marketing, and operations; identify if employees are following company procedures or compliance practices; and, increase focus on service and selling to help convert browsers to buyers, Warzynski explains.

The product was «priced at a premium that reflects its consistent yield protection» against worms known as nematodes, he said.

One owner calls it a «quality product at a middle ground price» and appreciates the carrier's storage capacity.

Roughly 4 out of 5 said low wages could not be justified by a corporation's desire to provide products and services at very low prices, or by their promise to create jobs.

But be advised, with the expensive price of the products at Sephora, it's vital that you take the time to do the math.

A new study by consultancies BBMG and GlobeScan has found there are four consumer categories around sustainability retail decisions: the die - hard «yes» sustainability - conscious shoppers, whom they call «Advocates,» the «no» shoppers (there are two categories here, the «Practicals,» who prioritize price and quality of a product and look at sustainability last, and the «Indifferents»), and a fourth category: the «Aspirationals.»

At one of the highest price points in the Okanagan, Quails» Gate wine is not cheap, admits Stewart, but the product has integrity.