Sentences with phrase «at the products customers»

When the time comes, look at the products customers have bought and offer them similar products that they will enjoy.

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.

The moment marked a palpable change at CME, precipitating conversations about how the exchange could built a high - caliber product that could balance a number of customer interests.

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.

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.

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.

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

Using this methodology, you iterate based on customer feedback at each step of the way, so that you know you're building a product, or delivering a service, that customers want and will pay for.

When you are using this strategy, you can look at the churn rate to see how many customers are continuing to use the product.

The Series C fundraising comes as California this month became the sixth U.S. state, and by far the most populous, to permit the sale of cannabis products of all types to customers at least 21 years old,...

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.

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.

Because they get a firsthand look at the problems users are encountering, customer service team members often have the most unique thoughts on how to improve our products.

The most important thing for you at this moment is to get your product in the hands of the customer.

If you take a look at Amazon's famous leadership principles, there are only two principles which mention the «designerly» way of developing products and services: «Customer Obsession» and «Invent and Simplify.

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.

To find out the best aspect to excel at, talk to your ideal customers and find out what they don't like about their current service or product suppliers.

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

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.

Which of their needs does your product or service meet, and at what point will it meet that need during a customer's life?

Blogs are especially helpful to get traffic from returning customers because you should have new content to offer, even if your product or service hasn't changed at all.

Simply look at your customer base and your existing products, and ask «Who have I not maximized in terms of what I've sold to them?»

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.

This is the act of attaching other services or products from your business at the checkout stage for each customer.

We bring a very customer - centric focus to smart home and we looked at the smart home industry and realized that a lot of the products out there weren't meeting customer needs.

Look at the results your products and services help customers to achieve.

Annie's branding, imagery, product packaging and design are perfection and really offer strong customer touch - points at every stage.

If a customer is looking for a product or answer to a query, and you have your site structured for SEO exposure, it will likely show up at the top of mobile search results.

So essentially that means all of the product and solution capability at the company and the supply chain that delivers it to customers, from consumers to the largest multinational corporations.

Retail giants such as Amazon and eBay regularly boost their revenue by using this technique at the end of a customer's product purchase.

It's no longer about pushing out a product or a service based on operational needs, but rather engaging with the customer on every channel at as many points along the path as possible.»

Imagine that you have identified your customer, found where he or she spends time online socially, created meaningful content to increase awareness and engagement with those customers, and then served up a buyable experience at the very moment they discover a need for your product.

Will Canine, chief product officer at Opentrons, told Business Insider said about 75 % of Opentrons customers hadn't had a lab robot before their Opentrons machine.

At InList, we've seen the value this approach can deliver: We often get our best product ideas from our concierges — the people listening to our customers.

Website landing pages are like the endcaps you see in a store — the displays at the end of store aisles showcasing specific products and summoning customers to buy now.

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.

More recently they tried to upgrade their product lines at the 40,000 sq m factory in the southern Guangxi region, adding recycled cotton shopping bags and pillows in the shape of emojis in a bid to bring in more customers.

Play a role in the customer perspective at every step by making sure the business and product use accessible language at each stage of building, designing, improving, selling and revising.

A SoapWorks customer herself, Davidson says store managers at the 131 - store chain reported such «huge demand» from customers that she decided to stock an expanded product line.

Too many product or service offerings at once risks overwhelming and frustrating your customers to the point that they regret their decision.

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.

Zappos has ordered a pizza for a hungry customer: Whether businesses do something thoughtful, reward loyal customers with a simple thanks or give away free products, they — like the NFL — need to keep fans at the edge of delight and deliver something unexpected.

«Our customers have told us that Twitter helps them uncover early trends, breaking news, and sentiment shifts, which may be indicative of changing market conditions,» said Ben Macdonald, Global Head of Product at Bloomberg, in a statement..

Launched in 2008 at the Royal Philips Electronics lifestyle incubator in Eindhovern, the Netherlands, the company has two factories where it produces products on demand, shipping them to customers worldwide.

In a time when we glorify someone like Steve Jobs, we forget that his influence came from the customers, who bought his products in droves at the end of his career.

Finally, and this is perhaps the most noteworthy point, I'm certain they would all agree that business and entrepreneurial success is based primarily on developing products and services that are far better at meeting critical customer needs than the competition.

«Some of the best decisions our team at Virgin has made involved exiting markets early, when we could see that our product, service or brand was not making a big enough impression on customers,» Branson later wrote.

Once customers have received your product and find it useful, they'll likely be inclined to purchase from you again at the regular price.

After all product freebies or discounts on services will come at little or no cost to you but the profit from these freebies will be immeasurable with countless returning customers and heart felt, positive reviews that entice newer ones.

Initially, customers may not be willing to try out a product at full price.