Sentences with phrase «been a satisfied customer not»

I have been a satisfied customer not once... but twice.

Not exact matches

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.

The blunt nature of the system can't possibly capture the nuance of what makes for a satisfied customer — but its brutal simplicity also means that people actually give feedback, which can be surprisingly meaningful.

The best sales people aren't satisfied until they get to the root of a potential customer's problem.

«Most of our customers have more than one of these [services], they're putting a lot of money into them, but aren't satisfied,» said John Case, corporate vice president for Microsoft Office.

Too often, entrepreneurs fall in love with their products or services and forget that it is the customers» needs, not their own, that they must satisfy.

«There are markets where customers aren't satisfied with their banks,» says Redies.

Furthermore, these adept leaders know the most important team members are their satisfied customers and don't see clients as separate entities but rather as part of the business family.

Such promises make potential Amerisleep customers more likely to buy, because they know they can get their money back if they aren't satisfied.

Negative feedback isn't just a chance to repair a problem for a past customer, it also shows potential buyers you're willing to do what it takes to make sure they're satisfied.

Because majority is defined as «the greater number,» all you have said is that 51 percent of your customers are satisfied, which means 49 percent are not so thrilled.

That is especially true if the goal of their overall game plan is to increase foot traffic and sales, and have more satisfied and loyal customers who'll make return visits throughout the year — not just during the holidays.

If a customer isn't satisfied or happy, you have to do everything in your power to make that customer happy.

It needn't be that way, especially if one of the customer's employees is satisfied with your work.

No, Forbes isn't the author of a hot new book on keeping the customer satisfied.

«You're not satisfying the customers.

Often, the attitude that the customer is always right drives away good business as your company focuses on satisfying those who can not be satisfied, or focuses on creating short term satisfaction over long term customer loyalty.

If, instead, you decide that the customer is always right, then you're going to end up devoting resources to customers who are angry, and can't be satisfied.

Readers are cautioned that these forward - looking statements are only predictions and may differ materially from actual future events or results due a variety of factors, including, among other things, that conditions to the closing of the transaction may not be satisfied, the potential impact on the business of Accompany due to the uncertainty about the acquisition, the retention of employees of Accompany and the ability of Cisco to successfully integrate Accompany and to achieve expected benefits, business and economic conditions and growth trends in the networking industry, customer markets and various geographic regions, global economic conditions and uncertainties in the geopolitical environment and other risk factors set forth in Cisco's most recent reports on Form 10 - K and Form 10 - Q.

At Amazon, the aim is not only on satisfying the customers but to impress them in a way they can't didn't see coming.

For instance, the «dark side» of being obsessively customer - focused and putting the customer first is that we'll often do things that are not good for our business in the short term, in order to satisfy customers.

Strauss, CEO of Proflowers.com, an online florist based in San Diego, isn't satisfied with improving customer service to the nth degree.

Dig Deeper: Secrets for Satisfying Tough Customers Improving Your Customer Service: Make It Easy to Leave Sometimes, your company simply isn't a good fit for the cCustomer Service: Make It Easy to Leave Sometimes, your company simply isn't a good fit for the customercustomer.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

Since you already used a restaurant example, let me continue with the analogy: we're serving tasty food to an ever increasing number of satisfied, loyal customers and making enough money on every meal served to pay back original investment in fixed overhead by next year (those faux - egyptian obelisks didn't come cheap).

The problem is that satisfied customers are not always loyal customers; they patronize competitors» businesses as well.

Lastly, according to the 2016 J.D. Power survey, customers with bundled policies tended to be more satisfied with their company than those who didn't have a policy.

He discusses what companies can do to help service representatives lead interactions that leave a customer satisfied — whether or not the problem has been solved.

Monero is a bit of a gamble, but it would satisfy any customers you have that are not confortable with paying for services with crypto on a public ledger.

There will be times when you've explained everything you can about the situation and even why the decision is «no» and your customer isn't satisfied.

De Mooy warned that the results of the FTC investigation might not be so satisfying for harmed customers, even if it results in a blockbuster fine.

No business leader will deny the importance of customer feedback — how else could a company know whether or not their clients are satisfied?

Customers are loyal in the sense that they are repeat buyers, but not necessarily highly satisfied or brand advocates.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

This would mean going after their unhappy customers (those who are not satisfied with the products and services that the competition had offered) and moving in to exploit competitors with their low brand awareness.

«Look, I am a satisfied customer but I got ta tell you, I don't read any of their stuff anymore.

Engaged customers not only spend more, they are more satisfied with their customer experience and they feel more loyal to your brand.

Customers are reasonable, but they want to be completely satisfied; if they are not and have a choice, they can be lured away easily.

In the unlikely event that our Customer Care team are unable to resolve your complaint, and you are still not satisfied following the conclusion of our complaints handling procedure, then you may refer your complaint to the Retail ADA which is a certified Alternative Dispute Resolution Provider (www.retailadr.org.uk).

To resort to less ecclesiastical metaphors, the proof of the pudding is in the eating, or don't argue with a satisfied customer.

If it's a request we may not have heard in the past, we'll work on a solution to make sure at the end of the day the customer is satisfied.»

«Whether it's a wedding cake or ice cream waffle cones, all their customers will be more than satisfied, to the point where they wouldn't know that they're eating gluten - free.»

Our Customer Satisfaction Promise: We love our Chia Seeds and stand behind them; Receive a full refund or replacement within 30 days if you are not completely satisfied.

I have a vegan bed and breakfast and have been struggling to find a pancake recipe that satisfied my midwestern customers who aren't vegetarian.

If for any reason customers are not satisfied with Aldi's everyday grocery range, we will replace the product or provide a refund,» the Aldi spokesman said.

They haven't been up and running if they don't have thousands of satisfied customers that keep on coming back to buy more from them.

Well, worry no more because the Pentair 360042 Kreepy Krauly Suction - Side In - ground Universal Pool Cleaner is one of the most versatile and popular universal pool cleaners in history and of course, over 3 million satisfied customers around the world can't be wrong.

Our commitment is to you and if you are not 100 % satisfied please contact a member of our Customer Loyalty Team or coordinate your return through our website.

The money is good — «better than a starting professor, but not as good as a heavy - weight scientist in the field» — and, even more important, the work is satisfying: «I enjoy the short - term challenges we face when I am assembling the new instruments, as there are often new and different applications by many of the customers.

As a result, researchers said many organizations, even beyond restaurants, may be investing in technology that creates efficiencies but doesn't satisfy what customers like, or want.