Sentences with phrase «cost to the customer for»

Typically, the cost to the customer for all of that comes out to just over $ 10,000.

The Future Generali general insurance company provides timely reminders at no extra cost to the customer for his or her policy to be renewed

Not exact matches

Said Connie Steele, director of Network Solutions: «Social media can be the best friend for small business owners who constantly seek new ways to attract new customers and retain the ones they have at a relatively low cost.»

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 goal is to connect customers at much lower cost than is required for today's wired high - speed data services.

But what if you found a way to cut your customer acquisition costs to a fraction of what is typical for your industry?

The cellphone, which costs $ 999 to start, is proving too expensive for customers, Mirabaud Securities analyst Neil Campling told investors this week.

In addition to purchase price and shipping costs, Amazon's international store will also estimate duty costs for customers to import their desired products to their respective countries.

Sure, it's easy and cost efficient to recycle existing ideas with subtle new twists, but it's always more exciting for your customers to encounter something they've never seen before.

For example, metrics supporting customer acquisition goals could include message response (opens and clicks), awareness (website traffic and page view duration), conversion costs (cost per click, cost to acquire, etc.) and, of course, sales (products and revenue).

The cost of customer acquisition is a key make - or - break metric for your startup: you're investing time, energy, and resources to bring on these new customers (i.e., new revenue) so having a delighted customer base is essential.

Indicate what late fees you'll charge, if any; that the customer is responsible for any attorney's fees or collection costs incurred at any time, either during or prior to a lawsuit; and the venue where such a suit would be filed.

The cost is minimal and you can almost guarantee that customer - recipients will post about it for others to hear.

«As a result there's less friction to the customer and most importantly less cost and loss for merchants,» he says.

Other companies may charge $ 10,000 for a POS system, according to Isaacman, who compares the free - equipment deal to mobile phone contracts that offer free or low - cost phones when customers sign up for service.

We provide our customers with world - class audit and TMS technology for them to make better, faster, more cost - effective business decisions.

Secondly, for maintenance services like plumber, electrician, there is a considerably low loyalty factor due to lack of personal connection & customers are mostly motivated by cheaper cost points & discounts; which is definitely not a sustainable strategy for any company.

Companies that refine and sell petroleum products pay market price for oil, so their costs are rising, but a shaky economy makes it harder for them to pass costs on to customers.

«So much opportunity exists for entrepreneurs because switching costs for most customers are low and many are willing to try new, relatively untested technologies,» Knoll says.

With no direct sales force and no money to advertise, «it was the only cost - effective way for us to talk to our customers.»

But with the rules removed, carriers would be free to adopt more punitive forms of favoritism, like tacking on extra fees for some content or indirectly raising the cost to customers by charging the fees to the content providers.

You can accomplish this either by raising the amount you charge each month or you can charge a sign - up or installation fee for new customers as a way to offset their acquisition cost.

The MBA team ultimately recommended that Howard get a Square Register, an iPad - based point - of - sale system that will allow his customers to enter their products, calculate the cost and pay by credit or debit card — still checking out without the need for a human cashier.

In order for our country to prosper, our businesses should be allowed to focus on their customers rather than worry that regulations and costs will be posed on them retroactively.

Advice for small businesses on how to manage pricing strategies by calculating costs, considering different pricing models, and evaluating customer and competitor behavior.

This allowed us to achieve the new thresholds while also achieving a net cost savings for our customers.

There are also significant cost benefits — for example, a reduction in the number of back - office customer - relations staffers required to handle a formerly lengthy back - and - forth process for resolving complaints.

The deals include an offer to let customers pay for the phones, which often cost $ 650 or more, in 24 monthly installments.

The average dating site customer spends just $ 239 a year for online memberships, which more than pays for itself to the tune of $ 12,803 in cost savings from fewer dates,» the report said.

Not only is Amazon providing access to more than a terabyte of memory for just a few dollars an hour, but big corporate customers are able to buy physical boxes that provide relatively low - cost access to terabytes of non-volatile memory that developers can use instead of storage.

Another aspect of sustaining innovations is that they tend to fit in well with current processes and customers, so costs for ramping up production and gaining adoption tend to be far lower.

The ability to say with confidence that a product is safe for your customers, their families and the planet is more than worth the extra cost involved.

And these days, asking a customer to wait a week — or sometimes more — for an order can easily cost you a sale.

If it's cost effective, it's hard to imagine companies passing up the opportunity to take advantage of A.I.. That's especially true for positions like customer service reps, which require problem solving and a strong knowledge of the company's operating standards.

Many of the new models are predicated on cutting out the middlemen to bring down costs for the companies and their customers.

Starship says it hopes to get the cost of a delivery down to $ 1 for the customer.

The NDP this month proposed an Air Passengers» Bill of Rights, which would require airlines to pay customers $ 100 for each hour trapped on the tarmac up to the cost of the ticket.

If we assume the tuition for the MBA to be $ 50,000 to $ 100,000 (not considering opportunity cost), then this amount of money could already acquire you the first 500 to 1,000 paying customers.

For most ecommerce companies, inquiries about shipping status puts a huge burden on the customer - support team, which translates into decreased efficiency and increased costs (companies need more people on staff during the holidays to handle these inquiries).

In the flexiprise, not paying for idle time means enterprises are able to deliver more cost - effective customer service.

Terri Levine, a business mentoring expert, explains on QuickBooks, that she advises her «clients to collect all outstanding debts quickly, decrease prices by 10 to 15 percent, think about refinancing or borrowing money, offer customers discounts for prompt or upfront payments, and reduce costs by eliminating unnecessary overhead.»

Annette Tonti says that apart from it being easier for customers to find your business on the mobile web, there are two other key reasons why businesses choose mobile websites over apps: it's more cost effective and it's easier to maintain.

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.

Thanks to the treaty, she says her four - year - old El Monte, California - based company is able to sell products at a cheaper price than it would cost customers to rent tuxedos and formal dresses for little tykes.

As smaller iron ore miners scramble to cut costs to deal with falling prices, another hurdle looms — customers» preference for quality.

CVS and Aetna argue that their deal will lower healthcare costs for employees of their large corporate customers, giving the company greater clout to negotiate down drug prices and better manage the use of those medicines.

There is a disincentive for those customers to switch to other manufacturers» models because they would give up some of the cost savings from having the same set of replacement parts, tools and training procedures.

«For every dollar we spend on the banana car, we probably get $ 10 to $ 20 in return,» he says, citing a survey of new customers who signed up as a direct result of seeing the vehicle, which runs about $ 600 per month in operating costs.

Amazon sweetened the deal for customers by adding, at no cost, access to streaming shows (which are built into the interface of the media device they sell).

Different Pricing Models Now that you understand what it costs you to provide a service, what your competitors are charging, and how customers perceive the value of your services, it's time to figure out whether to charge an hourly rate, a per - project rate, or try to negotiate a retainer for your services.