Sentences with phrase «cost to their customers by»

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.

«Between 2009 and 2011,» Sands wrote, «the federal cash grant program provided almost $ 10 billion to renewable facilities, reducing the direct cost to customers by approximately 30 percent.»

Why would any builder provide 2 % closing cost to their customers by using a preferred lender what's the catch?

Not exact matches

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.

In every case a huge amount of fixed costs up front is overwhelmed by the ongoing ability to make money at scale; to put it another way, tech companies combine fixed costs with marginal revenue opportunities, such that they make more money on additional customers without any corresponding rise in costs.

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.

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.

Zappos also cuts shipping costs and improves its on - time delivery by encouraging customers to use UPS MyChoice, Trac says.

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

It, like everyone, was hit hard by recession, and did what a lot of companies did: dramatically reduced costs, laid off workers, raised prices, and went back to customers and said, «I'm sorry we can't honor this contract...» The response from Wall Street was, «Wow, you've done a great job managing your costs!»

He also innovated on the supply - chain side, sharing the rich customer data generated by his direct sales with his suppliers — an unprecedented move that enabled Dell to deliver computers almost in real time, keeping costs and inventories low.

The company's first - quarter results were hit by higher costs due to disruptions with its suppliers even as it races to meet record demand from top customer Boeing Co..

«We've eaten costs to maintain relationships,» he says, pointing out that clients often find themselves squeezed by their own defence - department customers.

To remain profitable, you must consider how much it costs to make and distribute the coupons, what you stand to gain by attracting new custom, and how much revenue you'll end up losing when existing customers use your couponTo remain profitable, you must consider how much it costs to make and distribute the coupons, what you stand to gain by attracting new custom, and how much revenue you'll end up losing when existing customers use your couponto make and distribute the coupons, what you stand to gain by attracting new custom, and how much revenue you'll end up losing when existing customers use your couponto gain by attracting new custom, and how much revenue you'll end up losing when existing customers use your coupons.

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.»

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 code effectively makes three - year contracts moot by requiring carriers to divide up the cost of customers» phone subsidies over a maximum of 24 months.

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).

The company at one time had bold ambitions of having 1 million customers by 2018, but began scaling back its plans at the end of 2015 as costs for funding that growth mounted and demand began to slow.

But by 1974, with fuel prices soaring and development costs estimated at $ 2 billion to $ 3 billion, Boeing's partner in the project, International Husky, couldn't find enough customers for the 754, and the project was canceled.

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.

Employing these three strategies in your business will compound growth by reducing customer acquisition costs while, at the same time, allowing you to sell a broader product set to help your customers and solve problems important to them.

«By offering huge discounts and giving 50 percent to Groupon, they just aren't earning enough to cover the cost of serving that customer.»

Other real obstacles faced by the more globally oriented firms included the cost of operating internationally, local competition, staffing, local politics and market conditions, and marketing to unfamiliar customers.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

By that I mean work with prospects and customers to build a strong cost versus benefit that will make it more difficult to postpone or cancel expenditures.

First, as happened in Australia and New Zealand, if ISPs and content providers believe they can reduce costs by peering (i.e. not have to pay transit to exchange traffic) they can use this as a competitive tool to pass on zero - rated content to their customers, as opposed to those ISPs demanding transit payments to deliver traffic, which was particularly common when the countries could be reached only via one company, the incumbent operator.

Comcast won't have any big capital outlays to build some kind of new network and, by focusing on wooing existing customers, additional marketing and billing costs will be minimal, Feldman says.

Additionally, McDonald's measures their other goals such as increasing revenue and creating better customer service, by analyzing the amount of sales generated, their overall cost savings, the type of customer feedback the campaign received, and their response time when replying to customers.

On Jan. 15, Hilton Hotels changed the cost of a free night at their best hotels to 50,000 from 40,000 Hilton HHonors loyalty points, devaluing customer accounts by 20 %.

Kelly says Ginkgo can cut the costs of production of these fragrances and flavors by 50 % to 90 %, offer customers entirely new scents for their products by mixing and matching DNA letters — and the company can do it without the environmental costs.

Under the direction of its head of digital service and transformation Wayne Butterfield, the telecom provider turned to software robotics made by my company, Blue Prism, after fully exhausting other methods of reducing costs while increasing efficiency of the back - office transactions it completes for customers.

By offering mid - to high - end quality equipment, we provide customers the opportunity to «try out» bikes they may wish to purchase at a later date, providing additional incentive (besides cost savings) to use our service.

Anytime you can get automated, autopilot access to OPC or fast access to OPC in groups rather than one by one, you want to put it into your business and be cheerfully willing to pay at least as much to the OPC provider as it costs you to get a new customer by your own devices.

Startups need to be monitoring and able to speak to key financial figures, including burn rate and customer acquisition cost, as well as any other compelling data sought by prospective investors.

I instruct my 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.

By gaining «scale» both in journalistic resources and market footprint, Gannett bets it can generate cost savings, compete more aggressively in journalism and offer diversified marketing - advertising services to local business customers.

Business and government customers generally pay to write or receive cheques, but charges are typically less than the average cost suggested by this graph.

GOIS provides a clear visibility considering you as a third - party logistics (3PL) customer to plan ahead, by ensuring fewer stock - outs and lower costs which in turn improves your business's sales.

Wide distribution over the internet • Low cost, efficient, transparent capital • The «great equalizer «• Media / PR, awareness • Increase customer engagement and • Evangelize backers into investors (customer acquisition) • Reduce risk by getting feedback on new launches (product or ventures) • Market research Access to Capital Marketing Platform Validation • Raising funds via crowdfunding markets is a very public and transparent • Protect your IP and speak to a lawyer • Crowdfunding takes a lot of effort and commitment • The majority of Ideas fail to reach their funding goal • How will this affect your companies brand?

The investor was impressed by the rate of adoption by millennial users and the low costs to acquire customers.

A 236 - page compendium of insightful commentary and sound advice for the entrepreneur and small business owner With real world practicality, readers will learn how to significantly reduce their marketing costs and while increasing their profit margins by employing environmentally sound and ethically founded policies and practices; convert their vendors, customers, and competitors into a kind of auxiliary sales resource; successfully persuading business acquaintances to become joint - venture partners; utilizing social media, traditional media, and their own imagination to reduce advertising costs while employing alternative marketing practices The distilled and effective wisdom of two of the most successful yet frugal entrepreneurs who have combined their many years of experience and expertise in a single volume that should be considered mandatory reading strongly recommended.

From the collection and packaging of waste materials and management of satellite accumulation areas, to complete in - plant cleaning or running your RCRA treatment processes — Clean Harbors on - site staffs are solely dedicated to servicing your site by leveraging all of our capabilities and developing the safest and most cost - effective solutions for our customers.

It describes a process by which a product or service creates a new market or reshapes an existing market by delivering simple, low - cost innovations to a set of customers who are ignored or underserved by industry leaders.

Senate Health Committee Chairman Lamar Alexander and Sen. Susan Collins, Maine Republican, have partnered with Democrats on bills that would reel in rate hikes by resuming reimbursements for insurers who pick up low - income customers costs on the Obamacare exchanges and freeing up billions for a «reinsurance» program that blunts the cost of customers with big claims, so others don't have to pay more.

Businesses benefit by lowering recruitment costs, improving attrition rates, optimizing labor in relation to demand signals, and improving the customer experience with happier, more engaged employees.

Retailers of all sizes need a smart shipping strategy to meet customer expectations set by larger retailers, while managing their own costs.

While the companies promote these partnerships to employers and consumers as one - stop shopping, they could also put customers at a disadvantage by limiting their choices and increasing medical costs.

Shop owners can either increase the prices of what they sell for all customers, or can pass on the cost directly to customers that use high - cost methods by adding a surcharge, which encourages people to switch to low - cost methods.