Sentences with phrase «current customer of company»

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.

Both of these hosting services, owned by EIG, have been closed to new customers and current customers are being converted to other hosting service brands owned by the company.

In the current challenging economic environment, a company's worst - case scenarios might include the bankruptcy of its biggest and once - best customer, a banker's decision to close down its corporate credit line, the postponement or cancellation of an impending initial public offering, or the meltdown of a company's value.

Using the company's database of current and future customers to communicate a product launch in Vegas will keep the target audience engaged and updated, whether they can make it to the show in person or not.

The company makes some of the most comfortable underwear you'll ever wear, and gives customers the option to subscribe and get a new pair every month to help keep their rotation of undergarments current and easy to replace as older pairs wear out.

Other companies with world - class R&D groups built radical innovations only to see their company fumble the future and others reap the rewards (think of Xerox and the personal computer, Fairchild and integrated circuits, Kodak and digital photography, etc.) Common themes in these failures were, 1) without a direct connection to the customer advanced R&D groups built products without understanding user needs, and 2) the core of the company was so focused on execution of current products that it couldn't see that the future didn't look like the past.

«Smart companies understand the value of their current customer base, and recognizing what they need to do in order to keep them.

«We are in the process of determining the exchange process for our customers and how they can replace their current Note7 as quickly as possible,» the company said in a statement.

«With the leadership team and Abe as Chairman, the new company is well - positioned to drive this work forward and continue to deliver the solutions that meet the current and future needs of service provider video customers.

The various areas in which entrepreneurs are susceptible to the confirmation bias include: 1) identifying who the real competitors of the start - up are, 2) methodically and rigorously analyzing what the competition is doing and how it may affect the start - up, 3) understanding what the company's current and prospective customers need and want (it is usually not what one originally thinks), and 4) estimating the resources needed by the company to achieve its stated goals.

Create case studies to showcase the work of the company and ask current customers to write and share testimonials.

And if that's not enough, another recent study shows that 80 % of your company's future revenue will come from 20 % of your current customers.

The least risky growth strategy for any business is to simply sell more of its current product to its current customers — a strategy perfected by large consumer goods companies, says McFarland.

Moreover, the company can make notes of relevant information, like current and past orders or any specific preferences the person has in regards to customer service or favorite shopping times.

Thanks to smartphones, email has become one of the primary ways companies communicate with current and prospective customers.

Once a company has identified its key customer journeys, it must examine each one in detail in order to understand the causes of current performance.

The Company continuously monitors customer payments and maintains an allowance for doubtful accounts based on its assessment of various factors including historical experience, age of the receivable balances, and other current economic conditions or other factors that may affect customers» ability to pay.

Good identity starts with research, identifying the current image of your company, the problems that must be addressed by the new image and the way your customers perceive your organization now and in the future.

But there is another source of revenue, and it's typically an underserved part of your company when it comes to revenue generation — your current customers.

Current CEO Joe Rainero, who had been an avid customer of Kinder's, got involved in the company in 2001.

As one of the pioneers of the craft brewing movement in Massachusetts, Ipswich Ale Brewery has been in local refrigerators for more than a generation, meaning many of the company's current customers have been familiar with the brand their entire lives.

SYRAL is one of the leading European companies in the starch - based sweeteners sector, providing customers in the food and pharmaceutical industries with a full service to cover their current and future projects and requirements.

As Harvard Business School Professor Clayton M. Christensen explained in his book, The Innovator's Dilemma, large companies tend to ignore disruptive innovations and focus on what they perceive as the demands of their current customers.

As for 2008 and beyond we will enter into mainstream verticals that make the most sense for the company based on the current demographic of our customer.

Some disreputable companies will promise the world, but it's you who needs to pay for the marketing and take the risk, so make sure you meet with the people in person, meet with their customer support team, development team (who will provide your users with new features) and ideally meet with some of their current partners as well.

Steve Smith, Managing Director of ISM, says that the extension of the Genesys range gives customers greater choice: «There have been a number of articles in the security press talking about PSIM companies starting to develop systems that go beyond the current solutions and moving to a federated architecture.

PKL has taken on distribution of the Garbage Guzzler as a logical next step in the company's catering equipment portfolio, and in response to the demands of many of its current school customers, who have an increasing focus on waste disposal, cost savings and a greater desire to reduce their carbon footprint.

Its current owners Jim Eicher and Bracton Eicher great grandson and great - great grandson of AJ Moser attribute the longevity of the company to a strong foundation built by their forefathers to great employees and to a loyal customer base.

Kobo's HTML5 app will not replace the company's existing apps, but extend its read - across - any - device strategy to reach a broader set of users and add additional value for their current customer base.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the effect of the proposed separation of NOOK Media, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, risks associated with the commercial agreement with Samsung, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses (including with respect to the timing of the completion thereof), the risk that the transactions with Pearson and Samsung do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion previously undertaken, including any risks associated with a reduction of international operations following termination of the Microsoft commercial agreement, the risk that NOOK Media is not able to perform its obligations under the Pearson and Samsung commercial agreements and the consequences thereof, the risks associated with the termination of Microsoft commercial agreement, including potential customer losses, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended May 3, 2014, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

While their current respective flagship smartphones offer similar functionality, the Apple iPhone 5s and the Google Nexus 5 are both symbolic of how the two companies differ fundamentally in their approach to winning customers.

There are also cases where when a company buys another company, and one main item in the transaction is the current and potential list of customers.

Despite the fact that the competition has heated up, the company has remained one of the top in the industry thanks to its dedication to detail, customer service, and staying current with trends.

It investigates scams, issues warnings of current scams to consumers and takes legal action against companies in order to protect consumers, punishes companies that violate the law, and gets restitution for customers who have been scammed.

Using evidence of the current success United Airlines exhibits, one can only assume that this leading company offers products to its customers in order to promote repeat business and improved customer satisfaction.

Instead of getting new customers, some insurance companies have began to drain their current customers by canceling their insurances and proposing new...

It's hard to keep drivers if no one wants a ride, so some of the transportation network companies offer incentives to current customers to recruit friends while others give the same special deal to everyone.

A large quantity of current assets, especially if they consist of inventories, costs in excess of billings, or receivables from less than creditworthy customers, probably can not help the common stock of a company which can not meet its obligations to its creditors.

Credit card companies are always looking for new ways to draw customers or to get current cardholders to charge more of their purchases.

These actions have always been performed to provide information in the account current and to make the customer aware of the account information, but now companies add an additional charge for each action that the customer is expected to pay to continue using the account.

CE Credit Score — The creator of this scoring model (CE Analytics) was unhappy with the current model of customers paying for their credit score and companies hiding how their credit scores were revealed.

Matthew Adam, of Bowling Green, Mo., the current owner of the system, still provides the same customer service the company became noted for; installation is provided by the company, and the cost is a surprisingly inexpensive rental fee, averaging $ 17 a month.

Pohl worries the effort would weaken the company's laser - like focus on its current priorities — the most important of those being to make great products that respond to customers» needs and demands.

In May, the company began offering a $ 99 bundle of the current - gen console with its Kinect accessory to customers signing up for a two - year Xbox Live contract, later extending the deal offer to U.S. - based Best Buy and GameStop retail outlets.

«The requested report is unnecessary, redundant to our current practices and initiatives, and has the potential for a diversion of resources with no corresponding benefit to the company, our customers, and our shareholders, particularly in light of our ongoing packaging sustainability efforts.»

Otherwise, this creates the possibility of GM being disrupted in the way described by Clayton Christensen in The Innovator's Dilemma: «Christensen suggests that successful companies can put too much emphasis on customers» current needs, and fail to adopt new technology or business models that will meet customers» unstated or future needs; he argues that such companies will eventually fall behind».

All of its current customers are larger firms, Merrill said, but the company is hoping to add more smaller firms.

Just to add, that this third party company still exists, but they would charge an exorbitant amount to replace this old system with their current line of development and that's why the customer asked me if I could just develop a new web GUI that could connect to their old server.

Companies address a range of stakeholders through social media marketing including current and potential customers, current and potential employees, journalists, bloggers, and the general public.

The consultant Lior Arussy calls this the «efficient relationship paradox»: it's only once you've actually become a customer that companies put efficiency ahead of attention, with the result that a company's current customers are often the ones who experience its worst service.