Sentences with phrase «businesses acquire new customers»

Not exact matches

Customer retention is an essential part of a service business model because existing customers are easier to upsell and more profitable than constantly acquiring new customers while having a high turnover.

A fundamental of almost any business vertical is how much more it costs to acquire new customers than to keep old ones.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

The four critical factors are: (a) businesses with recurring revenue bases — like a renewable subscription — are far better than ones dependent on constantly securing new customers; renewals are much easier and less expensive to secure than new sales; (b) customer retention is absolutely critical — all customers are very costly to acquire and very easy to lose in a world of almost infinite choices; (c) businesses based on products that require constant replacement or renewal (the «razor blade» model) are much more attractive than durable goods businesses (like selling refrigerators) where the products have very long repurchase or replacement life cycles and where the market could even fairly quickly reach saturation points; and (d) businesses that offer products or services that had a predictably high rate of obsolescence were much more attractive than those where the products had long, useful lives.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

A steady, reliable cash flow is important to any business, and it should come as no surprise that this is accomplished by both maintaining a solid base of loyal customers, and consistently acquiring new clients.

You can also look to expand your business to new customers by introducing a new location, acquiring a competitor or moving into a related industry.

Thus the salesperson doesn't feel desperate and can more confidently acquire new business by directing negotiations to the point where the potential customer ends up selling the salesperson on why they should do business together.

As it can cost five times as much to acquire new customers than to maintain business with existing customers, loyalty is critical to your brand's bottom line and long - term growth.

They're so focused on acquiring new business, they forget about the current customer base — the ones they've worked so hard to acquire and nurture.

A successful SaaS business is built on retaining your existing customers, not just acquiring new ones.

Develop plans to acquire new customers or clients through direct sales techniques, cold calling, and business - to - business marketing visits

Mobile application will provide an unique opportunity for your businesses to acquire a new customers.

Get4x is a global directory where money changers from cities all around the world list their cash exchange rates and business details to acquire new customers.

It costs about 5 times more to acquire a new customer than it does to generate new business from an existing customer.

In 1971, Eli acquired SunLife, a small insurance company founded in 1890, for $ 52 million and transformed it into a new business that would answer another essential public need: offering secure retirement savings to aging Baby Boomers — the same customers who bought homes from Kaufman and Broad.

So the Show offers an inflow of new potential customers every year, bringing with it the potential for both buyers and exhibitors to acquire new business.

«In most businesses, the cost of acquiring a new customer is high.

The drive toward acquiring new tracking metrics and developing analysis tools that determine areas of highest values allows businesses to focus their energies on the most valuable customer experiences.

Unfortunately, with all the new marketing tactics and buzz terms, one of the most basic - and yet most effective marketing tool - in acquiring more business (or continued business) is often forgotten: the act of giving customers a deal.

According to a February 2013 article in Forbes magazine, keeping an existing customer is seven times less expensive than acquiring a new one — making these programs a smart tool for both the business and the consumer.

I really don't have a need to represent a company that clearly doesn't care about their customers, a company that works harder at acquiring new business than maintaining old relationships.

E-commerce retailer Wayfair loses roughly $ 10 for every new customer it acquires, according to a new analysis by two business school professors.

Drive business development strategies and consistently exceed targeted sales goals; aggressively acquired new accounts and managed all existing accounts with customer - centric initiatives.

Drive business development strategies and consistently exceed targeted business goals; aggressively acquired new accounts and managed all existing accounts with customer - centric initiatives.

Acquired new clients and business leads through proactive telephone and in - person customer contact.

Prospected and acquired new business and retained existing customers.

Key Accomplishments • Maintained customer base and succeeded in acquiring loyalty and recurring business from existing and new customers • Awarded the Crux Award for continuously meeting targets

A new line of business was acquired, which would require new, high speed equipment in order to achieve the financial result as well as meet customer expectations of deliverables.

Highlights Crowned King of the Sales Team for consistently bringing in at least 20 new clients each quarter Developed strong relationships with clients that led to first access when new items hit the market Drafted a dynamite business plan that led to increased saturation of market Combined expert industry knowledge with first - rate customer service for great client retention rates Brilliant mind for details, including personal information about each doctor or medical practitioner acquired as a client Extensive knowledge of disease pathology and the best treatment options Experience Medical Sales Representative 6/1/2010 — Current Sunnyvale Pharmaceuticals — Los Angeles, CA Repeatedly earned the top earner's spot in the company's monthly competition.

• Developed plans for acquiring new clients and customers through business - to - business marketing visits and direct sales techniques.

The best way you can manage your career is to acquire a skill set and work experience that employers can use in their business to make money, cut costs, engineer new products, and serve customers.

Demonstrated skills in leading highly effective teams to acquire new customers, win critical business opportunities and to improve client retention and satisfaction.

I would like to help define the customer experience for a company by increasing retention utilizing my «WOW Customer training», reducing losses utilizing my fraud & risk management training in the banking industry, and acquiring new business by selling / upselling of products avcustomer experience for a company by increasing retention utilizing my «WOW Customer training», reducing losses utilizing my fraud & risk management training in the banking industry, and acquiring new business by selling / upselling of products avCustomer training», reducing losses utilizing my fraud & risk management training in the banking industry, and acquiring new business by selling / upselling of products available.

Additionally, you will: * Lead with Heart — display empathy and compassion for your patients, customers, caregivers and colleagues on your team * Motivate, inspire and develop your Pharmacy Support Staff by balancing assignments that maximize colleagues» strengths, address development opportunities and decrease knowledge gaps * Identify critical business opportunities and meaningful solutions to drive growth and improve performance in your pharmacy * Successfully implement those solutions by leading your team to achieve specified goals * Adapt to change and adjust plans to thrive in a dynamic community healthcare setting * Seek new ways to grow, collaborate with others and deliver better outcomes * Align others around purpose to gain support and commitment * Facilitate a «team» culture that promotes caring, energy, enthusiasm and pride * Apply acquired knowledge to help drive healthy outcomes and differentiate CVS from competitors * The above represents a summary of the functions of a Pharmacy Manager.

Respected, enthusiastic professional with proven ability to develop and implement business development, sales, marketing and PR strategies to acquire new customers and retain existing accounts.

Advised sales force regarding all aspects of printing and filing requirements., 1998 - 2004 RCI GROUP, INC., New York, NY, Customer Service Representative and Print Production Manager, 1996 - 1998 NEW YORK PRINTING AND PUBLISHING COMPANY, New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, Customer Service Representative and Print Production Manager, 1996 - 1998 NEW YORK PRINTING AND PUBLISHING COMPANY, New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0NEW YORK PRINTING AND PUBLISHING COMPANY, New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, Lead Plant Foreman, • Supervised press room staff consisting of 27 union employees., • Negotiated aspects of collective bargaining agreements., • Coordinated daily with plant and operations managers on all production schedules., • Purchased all supplies required to meet project specifications., • Monitored press room personnel to guarantee consistent maintenance of equipment., • Negotiated vendor and supplier contracts., • Developed internal systems and policies to increase productivity, increase profitability, and decrease waste., 1994 - 1996 BOWNE OF NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0NEW YORK, New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, Senior Customer Service Representative, 1987 - 1994 MERRILL CORPORATION, New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, CORPORATE PRINTING COMPANY (acquired by Merrill Corporation in 1993), Senior Customer Service Representative, 1984 - 1987 PANDICK TECHNOLOGIES, New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 0New York, NY, Facilities Management Analyst, • Wrote business plan for start - up company that was subsequently sold to Pitney Bowes for $ 100, 000, 000.

Two Kings Tickets (New York, NY) 07/2006 — 12/2007 Director of Business Development / Partner • Authored business plan, launched, and grew corporate sales from $ 0 to $ 500,000 in first year • Created marketing plans and sales goals focused on acquisition of corporate concierge services and social clubs • Negotiated deal to acquire over $ 400,000 of inventory at a discounted rate, saving the company over $ 100,000 • Mentored partners on best practices of establishing business goals focusing on efficiency and revenue growth • Worked with VIP Desk to increase revenue from secondary ticket sales through increased focus on customer service • Designed and implemented a targeted direct marketing program to enhance and better focus sales initiatives • Managed sale of company and assets to iBusiness Development / Partner • Authored business plan, launched, and grew corporate sales from $ 0 to $ 500,000 in first year • Created marketing plans and sales goals focused on acquisition of corporate concierge services and social clubs • Negotiated deal to acquire over $ 400,000 of inventory at a discounted rate, saving the company over $ 100,000 • Mentored partners on best practices of establishing business goals focusing on efficiency and revenue growth • Worked with VIP Desk to increase revenue from secondary ticket sales through increased focus on customer service • Designed and implemented a targeted direct marketing program to enhance and better focus sales initiatives • Managed sale of company and assets to ibusiness plan, launched, and grew corporate sales from $ 0 to $ 500,000 in first year • Created marketing plans and sales goals focused on acquisition of corporate concierge services and social clubs • Negotiated deal to acquire over $ 400,000 of inventory at a discounted rate, saving the company over $ 100,000 • Mentored partners on best practices of establishing business goals focusing on efficiency and revenue growth • Worked with VIP Desk to increase revenue from secondary ticket sales through increased focus on customer service • Designed and implemented a targeted direct marketing program to enhance and better focus sales initiatives • Managed sale of company and assets to ibusiness goals focusing on efficiency and revenue growth • Worked with VIP Desk to increase revenue from secondary ticket sales through increased focus on customer service • Designed and implemented a targeted direct marketing program to enhance and better focus sales initiatives • Managed sale of company and assets to investors

CDW Corporation (Chicago, IL) 03/2005 — 03/2006 Small Business Account Manager • Managed client accounts and sold various technology to small business clients • Acquired new small business customers through cold calling, networking, and other tactics • Communicated with current clients and vendors in order to follow through on orders • Participated in the CDW sells training academy developing key customer building components • Sold over a $ 100,000 worth of software to one customer due to exemplary customerBusiness Account Manager • Managed client accounts and sold various technology to small business clients • Acquired new small business customers through cold calling, networking, and other tactics • Communicated with current clients and vendors in order to follow through on orders • Participated in the CDW sells training academy developing key customer building components • Sold over a $ 100,000 worth of software to one customer due to exemplary customerbusiness clients • Acquired new small business customers through cold calling, networking, and other tactics • Communicated with current clients and vendors in order to follow through on orders • Participated in the CDW sells training academy developing key customer building components • Sold over a $ 100,000 worth of software to one customer due to exemplary customerbusiness customers through cold calling, networking, and other tactics • Communicated with current clients and vendors in order to follow through on orders • Participated in the CDW sells training academy developing key customer building components • Sold over a $ 100,000 worth of software to one customer due to exemplary customer service

Repeat clients tend to spend more money over time, offer more customer referrals and word - of - mouth recommendations, make fewer demands on service professionals, and can even lower your business costs since they're cheaper than acquiring new customers, writes author Frederick F. Reichheld in The Loyalty Effect (Harvard Business School Pressbusiness costs since they're cheaper than acquiring new customers, writes author Frederick F. Reichheld in The Loyalty Effect (Harvard Business School PressBusiness School Press, 1996).