Sentences with phrase «best company products»

Sale the best company products, resolve any clients problems.

Not exact matches

Qualtrics, which calls itself a customer - service experience management company, is built around the idea that immediate feedback makes for a better product.

«We see a lot of companies come in with a lot of capital — really good business - minded people — but they're not enthusiasts or enthusiastic about the product they're selling,» says Cobb.

After you've compiled a list of reputable distributors or representatives, the real work begins: choosing the best one for your company and products.

The best of these companies have experienced meteoric growth, not just because of their products, but because of the innovative strategies they incorporate into their sales and marketing processes.

Today's on - pack promotions, however, tend to align better with the company's product marketing and offering free stuff that promotes healthier living or family togetherness.

The company is increasingly crunching data to determine the optimal product mix at individual stores and the ideal locations to set up new outlets (it relied on data to figure out the best place to open its first American Girl doll boutique last year).

The food company is best known for canned soups but its product portfolio also includes the brands V8, Swanson, Pepperidge Farm, and Prego.

Ideas are the lifeblood of a company, and most small businesses recognize the need to protect their best ideas, products and services from competitors.

As Fortune has reported, Mexican products have performed increasingly well in the $ 100 billion U.S. beer market, especially as more companies direct their marketing efforts toward this country's growing Hispanic population.

In contrast to large companies, your small business can be an oasis for shoppers who crave better product information and a calm environment in which to shop.

Different perspectives on customers needs, product improvements and company well - being fuel a better business.

No matter how innovative or astonishing the product or services your company offers, without proper marketing and publicity, the company might as well not exist.

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.

«Most companies in our coverage reported solid core product trends and in - line / better - than - expected earnings per share, augmented by a greater - than - expected tax benefit,» Schott wrote to clients on Wednesday.

«Really the success of that product isn't how many people buy it, in our mind, but how many people don't buy it and choose another product,» he said, after the company reported better - than - expected profits for a quarter plagued by deadly hurricanes.

A few of the best ones will find a way to get there, but most young companies will have to fold their product or service into someone's else's success story.

Shake up your company with new furniture, business cards, freelance help, product development, better marketing / PR − the possibilities are nearly endless!

The best of these companies have experienced meteoric growth, not just because of their products, but because of the innovative strategies they incorporate into their sales processes.

News of the impending job cuts came in the form of an internal memo released to employees on Tuesday, which stated that the decision to terminate positions was due to product delays, as well as a «tough market» and the company's need to conserve cash.

Considering that most of these networking companies are themselves nonprofits, they might even be a good fit for your product.

Today, each of the startup's farms features vertically stacked trays where the company grows carrots, cucumbers, potatoes, and, its main product high - end baby greens, which it sells to grocers on the East Coast including Whole Foods, ShopRite, and Fresh Direct, as well as to dining halls at businesses like Goldman Sachs and The New York Times.

Gigwalk is a marketing, research, and consulting company that pays users to ensure that their client's products are being presented well.

The New York — based Institute surveys more than 5,000 Canadians on for their opinions on well - known brand names, including companies» corporate citizenship, product quality, workplace culture and more.

In the video above you can see how Next Millennium's growing facilities operate, as well as how the company develops new food concepts using its signature product, high - protein cricket flour.

When a customer has a negative experience with a company or product and you do a good job of resolving it, they are more loyal than if nothing had gone wrong in the first place.

When we are loyal to a product, service or company, we want them to do and be their best.

Dr. Tung's is best known as the company that first introduced Americans to the concept of a tongue cleaner, but the company has been producing a range of healthy, natural - based oral care products ever since.

The gathering is intended to probe what companies from Johnson & Johnson to 3M to Samsung — as well as every leading consulting firm across the globe — have already discovered: that smart, creative, and bold «design thinking» is one of the most essential (if too - often - overlooked) pathways for companies to build better products, connect with customers, improve their collaborations, and make the day - to - day corporate processes that now drive most of us crazy less crazy - making in the future.

The company has already produced highly popular products for male customers, including regularly stocked items such as underwear, as well as capsule collection pieces for men, such as board shorts.

If you accept this, prioritizing short - term gains comes through the optimization of management and spending, which allows the company to grow, in turn supplying higher returns, more jobs and other benefits to society, and better products.

Frends products hit Apple stores and Best Buy in October 2012; by the end of the year, the Encinitas, Calif. - based company had revenue of $ 1.6 million.

However, to be a consultant, it is often best not to be affiliated with any one company or product and be able to recommend products and options across the field of solar energy.

Initially, 20 - odd companies were said to be in the race to acquire Ruchi Soya, which has product portfolio that includes well - known brands.

The electronic payment company owns and manages payment brands including Visa and Interlink, as well as product platforms that financial institutions use to manage clients» credit, debit or prepaid programs.

If possible, explain why and how your company, out of all others, will be able to position the product best.

During August 2013, the fine folks from the Edison Awards will be asking the companies with the world's best innovations a series of questions on Twitter, so you can tell them about your new product or service.

I've learned the importance of product management, which frankly was not a well - developed concept at some of the companies where I have worked.

Now more mature, it's considering hiring more salespeople to better sell its products to large companies with which it acknowledged that is has limited experience in terms of direct sales.

The good news is that reporters and bloggers are more likely to listen to a pitch from a company founder than a PR rep. «It means something when you tell somebody, «I invented this product,»» says Leslie Haywood, founder of Charmed Life Products, a Charleston, South Carolina, maker of grilling accessories.

-- Suhail Doshi, CEO of Mixpanel, an analytics platform for mobile and web that helps companies gain insights into user activity and leverage this data to build better products.

She declined to name the product, or the companies involved in the deal, but says the station plans to use the goods for listener giveaways as well as for in - house sales incentives.

Get your networks in place well before launching your company or a new product.

In fact, this is a reason many businesses launch new brands — sometimes creating a whole new product is a better way to shake up your company's image.

Best Buy has a specialty - product division that responds to such requests and tests new accounts in anywhere from 10 to 100 stores, so the company offered GoPro a shot that way.

Armed with that viewpoint, she whittled her management team down to a well - chosen few, parted company with her partner, and bid her existing business farewell, and — in what amounts to overnight in company - evolution terms — McCann's new company, International Product Options, was born.

Ensure that the product / service you're providing is better than what they'd receive from a larger company.

Your best option is often undergoing a rebranding campaign, pivoting the company's products, image, or approach to meet the demands of a new demographic or to reset expectations for your company altogether.

Or is the smaller company's technology and approach best applied to Apple's new product categories to which chief executive Tim Cook keeps alluding?

But Berkshire's book value, like all companies, is in part a product of accounting rules, and perhaps not the best indicator of the company's performance.