Sentences with phrase «business needs of our customers»

Xinuos offers a complete portfolio of services to meet the diverse business needs of our customers and partners, including Mission Critical Services (for corporate accounts), Business Services (for partners and end users), Incident - Based Support Services (for partners and end users), and Development Services.

We strive to provide solutions to the unique business needs of our customers in the hotel industry.

The products that are offered by Accordia Life and Annuity Company are well designed, and they are focused on meeting the protection, wealth transfer, and small business needs of customers across the country.

A Business Analyst is responsible for analyzing the business needs of their customers (small to large businesses) and coming up with solutions to business problems.

In addition, my communications skills have allowed me to effectively recognize and facilitate business needs of customers.

Not exact matches

But the company's real engine of growth is in the fledgling wholesale and design side of the business — something that never would have happened had White not been paying attention to his customers» needs.

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.

Decision to wind down the pitch control portion of the wind energy business in 2018, while continuing to support current customer needs;

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.

Online reviews reveal how well a business is catering to customer needs and desires, which is indicative of a company's future prosperity.

One of the most unfortunate aspects of a transition such as this is when your incoming boss doesn't understand the nature of the business, customer needs or your respective role.

Entrepreneurs can not afford to be held back by apps that don't serve their business's and customers» needs.That's why they need better support throughout the entire lifecycle of their app.

However, a caveat emptor is in order: Business owners need to have their attorney or accountant check out the bank and customer references of any factor, including those on this list.

Every small business needs creative influence and a manager and a growing number of customers discover a business through an online search engine.

Depending on what kind of business you plan to run, you need a steady stream of new customers coming in, which means you need to know where you're going to find them.

Since last year, Peninsula Shops has signed up about 80 businesses, many of which, facing competition from big - box retailers and feeling the effects of the recession, desperately needed a new tactic to get customers in the door.

However, as there are lots of options for a business to choose from, you need to come up with a good strategy that will not only achieve your company's goals but will establish a good customer relationship.

Every business needs to have a USP, a reason why customers should buy from you instead of from your competitors.

It's no secret that your business needs to be active on Instagram — with more than 500 million users, it's a social network that provides a great marketing platform to reach potential customers from every corner of the world.

Entrepreneurs need to be reliable in every aspect of their business, including setting milestones with investors, making agreements with partners, meeting customer expectations and following through with employees.

Salesforce defines roughly one - third of its customers as small businesses, but the software may be more than you need just now for yours — sort of the organizational equivalent of a just - married couple buying a four - bedroom house.

If you're building your business or you're launching a start - up, you'll need to target potential customers who may have never heard of you in order to draw attention to your brand.

Most businesses include the contents of the order in an email, as well as the total cost, but can you further anticipate your customers» future needs in order to offer a low - effort experience?

It also requires the business to invest most of its resources in learning about its customers and understanding how they can better satisfy their needs.

Many possess the same skills that are essential to leading a company: communications, strategic thinking, ambition, integrity, passion for the business and, last but not least, keen perception of customer needs.

As Michael Dell, chief executive of the new, converged company, told Fortune on Wednesday, business customers need options.

As a new business, you'll want to focus on meeting the needs of your customers.

These days, the key to making the difficult process of business growth easier is to maximize your ability to connect with potential customers and to automate tasks that don't need your full attention, so you can focus on the ones that do.

They deeply understand products, and they have their own coherent and consistent vision of where the industry / business models and customers are today, and where they need to take the company.

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.

The «stakeholder model» is the idea that management balances the needs and desires of shareholders, as well as employees, customers, suppliers, and the communities where a company does business.

The problem is that, in the scramble to create the requisite impeccable customer experiences needed, these same companies run the risk of building on long - established myths promising, but failing to deliver, great business returns.

Most of the garage doors had been installed in private homes and it was unlikely that past customers would need a new door, but now the business offered a range of other products including kits to mechanize garage doors, pool fences, security lighting and alarms for garages.

For businesses, this has provided invaluable feedback to help them meet the needs of their customers better while developing deep and long - lasting relationships for success.

When you're growing, leads and customers are the heartbeat of your business and you need them to keep your doors open.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to fiveBusiness plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to fivebusiness does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five years).

And while you might think you have nothing in common with Brian, think again: he took over the family business from his father (who took over from his father, the legendary Bill France, Sr.), needs to balance the needs of current customers while making smart changes to his product, must constantly work to build better relationships with partners, and must constantly revamp digital and social offerings and strategies to communicate with customers the way they want to engage.

What these people know — and what more Canadians need to understand — is that truly innovative companies tend to create more value as time goes on, as they shed the hype and tumult of the startup phase and gain the customers, experiences and processes needed to become global businesses.

Since this is a relatively new business, I think you need to be mindful that the initial growth was a result of curious customers in the neighborhood.

«Based on the current challenges in the power industry and a significant decline in orders, GE Power continues to transform our new, combined business to better meet the needs of our customers,» GE's statement said in flawless corporate speak: «As we have said, we are working to reduce costs and simplify our structure to better align our product solutions, and these steps will include layoffs.»

Offering your own freebies either in person or online can be an excellent and budget - friendly way of drumming up business and building the customer loyalty you need to get repeat orders and keep business booming.

Each of these options come with benefits and drawbacks depending on the size of the business, existing hardware, and the needs of the customer.

«Many times [business owners] think they understand who they are, but you need to be willing to interview and test potential customers, particularly in the early days of a company, in order to be able to build those relationships.»

You need to make retaining customers and building loyalty a top priority because every business — no matter the industry — has a better chance of selling to an existing customer than a new prospect.

When you find that network that really works for your specific type of business and your specific type of customer, then you need to really push on that network and take advantage of the opportunity.

While companies can hire temporary customer - support reps, they'll need some time to be trained on the products, services and the way the business works so the quality of support doesn't suffer.

The search giant said Tuesday that it would roll out several new data features specifically targeting the needs of businesses as well as tweaking its service for archiving data so that customers can get their old data more quickly.

Tools like Qualtrics, Delighted, and Promoter.io can help you boost your ranking to ensure you attract the very type of loyal customer your business needs.

In terms of lessons learned, Jerry Masino suggests using your franchisor's template and training, understanding customer service — «it's the cornerstone of a lot of businesses» — and making sure your location is right by hiring a corporate realtor to provided the demographics needed.

We need to obsess about the business of the AI buyer, and we need to obsess about their customers, too.