Sentences with phrase «by building products»

I started by building some products that solved problems I was excited about.

We achieve this goal by building products that focus on diagnostic assessment and personalized learning.

He made it legally, by building a product that a lot of people use by choice.

Instead of going after Apple by building a product that competed with the iPad, Amazon went in the other direction, creating a reading device that is light - weight, relatively simple to use and most importantly, inexpensive.

We've created one of the most powerful collaboration networks in the world by building a product that's simple and easy to use.

Not exact matches

There are elements of Warby Parker and Bonobos in Casper, to the extent Casper is building a designer brand and attacking a consumer product category by obsessing about the full range of the customer's buying experience.

But don't look for assembly lines to be replaced by building - sized 3D printers that spit out finished products any time soon.

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.

If your customers don't «succeed» by using your product how can you build a great company?

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.

By building prototypes of their products, getting them up and running, and understanding the basics of how they work, tech business owners can test out the riskiest aspects before investing money in additional development.

You can use media relations tactics to place articles and win interviews, get coverage by allowing key press to review your product, hold a launch event, or use grass roots marketing to build buzz.

Instead, it acts like a beauty consultant by helping clients find the right products for building a personalized skin care regimen.

If you're business - to - business, every one of your clients has built their company by running a smart commercial entity, and they don't give away products for free.

One, written by a senior product VP responsible for the news feed, was called «Building a Better News Feed,» and the second is called «News Feed FYI.»

They're trying to build a lifestyle around their products by copying the strategies of Instagram influencers.

Former Bunnings managing director John Gillam has been named as the incoming chairman of building products company CSR while Macmahon Holdings has bolstered its board by recruiting former Alcoa executive Kim Horne.

By recognizing that the marketplace is changing, Volk - Weiss, in response to that change, has built a 120 - person company that he says grew its revenue (from licensing, streaming, and production fees, product sales, and ad - revenue sharing) more than 100 percent annually over the past three years — and more than 200 percent over the past two.

Former Bunnings managing director John Gillam has been named as the incoming chairman of building products company CSR while Macmahon Holdings has bolstered its board by recruiting former Alcoa of Australia executive Kim Horne.

Dropbox, Uber, Erin Condren Design, Eat Purely and others have successfully used referral incentives to build their businesses by offering both their existing and new customers an incentive for sharing their products and services with the people they know.

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.

We build value by providing the highest quality products and innovative services such as free mentoring.

By the time they object, you should have built some rapport, qualified them and presented the product.

The move will also likely deal a blow to the Alexa Fund, the investment vehicle through which Amazon has been supporting startups building products and services to be controlled by voice.

When your customers are excited to pass your products down to the next generation, you're building loyalty that lasts a lifetime — and that starts by designing a product that will stand the test of time.

There is actually a name for this kind of company - building approach, Minimum Viable Product or MVP, which was coined by entrepreneur and influential blogger Eric Ries.

It's a tricky balancing act that Facebook is playing as it continues to build products that are powered by people's personal data.

Gauge user reactions early on and save time in development by heading off concerns and building out features people like so that when the product actually comes to fruition it's better situated to garner rave reviews.

By focusing on relationship - building, you're showing customers that they are much more valuable than the money they give when buying your products.

The firm even built its own oil barrels and employed scientists to find new uses for petroleum by - products.

The term — coined by James Collins and Jerry Porras in their 1996 article «Building Your Company's Vision» — refers to the 30 - year game changing goals, like Sony trying to change the worldwide perception of Japanese products being of poor quality.

Its power users and moderators are both vocal and staunch in their belief that the best version of Reddit is the product they know — the one hand - built by Huffman and launched in 2005 as a «minimum viable product,» which has gone largely unchanged, aesthetically speaking, since 2008.

Rizkalla insists that his defence - oriented training products don't compete with the full - scale cockpit simulators built by firms like CAE, which is a customer of Bluedrop's.

-- Jay Jamison, SVP of strategy and product management at Quick Base, maker of a no - code tool that enables workers to build apps without needing to know how to write a single line of code and that is used by more than half of Fortune 100 companies including Google, Kayak, and Southwest Airlines

This enabled Google to focus its efforts on building a product far better than anything offered by existing companies.

Rigor is not always a recipe for long - term success when a company has basically built a product offering by sheer willpower and under the leadership of a trigger - happy leader.

The EMMA brain module is installed during manufacturing on products built by the startup's manufacturing partners.

Not only did it signal a serious shift in our marketing and sales approach, it required a mammoth undertaking by our product and engineering teams to build the software that would enable our massive business shift.

Software companies can build special product demos that very clearly show prospects how much they can gain by using their product or the money or time they can save with it.

Musk puts the transformation in manufacturing represented by the Gigafactory like this: «You need to look at a factory like it's a product — like it's a giant machine that builds the machine.

The company achieves this in large part by beginning the design of every product with a low price in mind, and by building its furniture using low - cost medium - density fiberboard (MDF), which the company purchases in large volumes.

Build Your Market To learn how to bring a product to market, begin by selling directly to end - users.

Founded in 2012, Yieldify builds e-commerce software that helps online retailers convince people to buy products online by tracking customer behaviour and providing prompts where necessary.

We're excited by the opportunities to build amazing new products for users within these emerging ecosystems.

Castañón - Moats is a leader who has built her career by delivering great client service, primarily to retail, consumer, and industrial product clients.

«Our world is flooded by a plethora of choice, where you look for a product and get so many items, and part of [this] is making it easier and more convenient,» she says of the services she plans to build.

Since then, the firm's revenues have increased more than six-fold by smartly building on a reputation for quality and service with new products and robust marketing.

In fact, a New York Times article shed light on Silicon Valley's «build it first, ask for forgiveness later» mentality that has, in part, grown from pressure by CEOs, board members and other company stakeholders who want to be first - to - market with their products.

By building a better product and educating others in the industry, companies can achieve their goals of longevity, sustainability and talent acquisition.

Brands need a content strategy which is informed by data to elicit emotion and build connection — regardless of device,» said Loni Stark, Senior Director of Strategy & Product Marketing, Adobe Experience Manager.