Sentences with phrase «customers value cost»

When it comes to ecommerce deliveries, do customers value cost or speed?

Not exact matches

The average order value has fallen from # 465 to # 445 (down to # 423 in the second half of 2016) and the cost of acquiring each customer has risen from # 176 to # 245.

As inflation rises in tandem with economic growth, growth stocks» future potential profits look less enticing compared with the steady profits of value companies, many of which are in industries where they can pass their costs through to customers.

Okay, so now you've analyzed your target market and competitor prices, you've done your customer research to understand how (or if) they value non-price differentiators, and completed a thorough cost analysis to figure out your minimum pricing.

At the crux of the marketability model is the ratio of the lifetime value of a customer to the cost of acquiring a customer, or LTV / CAC.

That's why he is focused on keeping costs down — there's that small team, big customer model again — and supplementing the wares with such loyalty - engendering value - added services as same - day shipping.

«When our customers see we do add value to their operations and reduce costs or drive efficiencies, it is a relatively easy sell to offer that client additional services in other areas of their business,» explains Wills.

A minimum viable product is the least amount of product or service you can bring to market while achieving two objectives: maximizing value to the customer and minimizing costs.

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.

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.

Increasing your average order value will lead to higher margins, all else staying the same, because the cost of revenue for one customer who spends $ 100 is lower than the cost of revenue for five customers who spend $ 20 each.

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.

Hampton Inn, despite costing a whopping $ 3.7 million (or more) to start up, made the overall Top 10 this year, largely thanks to travelers looking for good value and Hampton's strong customer satisfaction program.

Somewhat paradoxically then, Plus500 says the increase in customer sign - up costs is set to continue «as it continues to obtain higher value customers.»

The best way to increase revenue is to get more value from your customers than it costs to acquire them.

Every firm should know how customer attributes link to core selling metrics, including profitability, cost of customer acquisition and customer - lifetime value.

They will want to examine metrics such as gross margin, website traffic, revenue growth and customer metrics such as acquisition costs and lifetime value — and the history associated with each.

Though there are numerous metrics attractive to potential buyers, all businesses should be closely tracking revenue, gross margin, customer lifetime value and customer acquisition cost.

As part of its pitch, the company explains to potential customers that the so - called «net present value» of a $ 7,000 saddle is actually less than the all - in cost of using an ill - fitting one — expenses that include frequent vet bills, replacement saddles and even the costs associated with the premature death of the animal due to saddle - related health problems.

Exploitation for Toyota means honing competencies it already has to reduce costs and improve the value for customers — incremental innovations.

For example, they need to know the costs of acquiring a customer as well as the lifetime value of a customer.

As marketers, we often focus most of our attention on new customers and their acquisition costs while overlooking the needs and value of returning customers, the very people who will help us really build profits.

If your costs to get the customer through the door are higher than your Customer Lifetime Value (CLTV, LTV) than the business can not becustomer through the door are higher than your Customer Lifetime Value (CLTV, LTV) than the business can not beCustomer Lifetime Value (CLTV, LTV) than the business can not be viable.

It brings a comparatively lower cost per acquisition than other channels and consistently brings high value customers.

One way to analyze acquisition strategy and estimate marketing costs is to calculate the Lifetime Value («LTV») of a customer.

GAAP standards mandate that no revenue at all be recorded in the income statement until the upgrades are developed and provided to the customer or until the cost and value of the upgrades are known and verifiable.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

The goal of a robo - broker dealer like Friar Tuck's unbundling strategy is to reduce customer acquisition cost (CAC) while creating positive cash flow and lifetime customer value (LTV).

Volkswagen Group Procurement sources products and services for the Group that provide optimum customer value using the best possible cost structures.

Uber's customer segments, value propositions, key problems, solutions, cost structure and revenue model have also been discussed.

If the low cost brands delivers on its promise it is still providing a customer experience consistent with it's value prop.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

Steve Blank suggested metrics that may be more important than the financial statements itself which included: monthly burn rate (cash flow), customer acquisition costs, customer lifetime value, etc. for a startup company.

Acquirers should be focused on the strength of the customer base, churn rate, customer lifetime value («CLV») and the associated customer acquisition costs.

Of course, those increased costs also provide increased value to customers.

You may also want to gather costs you incurred so that your customer lifetime value shows your breakeven point (although that calculation is not part of this initial analysis).

The golden number in all profitable subscription commerce companies is the ratio between your projected lifetime value (LTV) and your customer acquisition cost (CAC).

This scenario occurs when a customer's value is less than the cost of acquiring that customer, which could mean your business model isn't viable.

By Josh Sookman on Business Models, Gaming, Marketing, Startups, Venture Capital tagged ARPU, business model, CAC, companies, customer acquisition cost, customers, entrepreneurs, Facebook, k - factor, lifetime value, LTV, Marketing, metrics, SaaS, startup, subscription, VC, viral growth, virtual currency, web services, Zynga

LiDestri notes that having multiple manufacturing sites adds great value because it provides customers with national representation and low transportation costs.

«We've taken this recession as an opportunity to introduce ourselves to the customers who haven't worked with us historically and really educate them on the value proposition that we offer, which is really a strong value against cost proportions for our customers,» Wagner continues.

Pro * Act produce category cost management through commodity contract pricing, in house consultation services and integrated produce program distribution management which brings optimal economic value and food safety to our customers and sets new standards in the produce industry every day.

«This new process will eliminate the risk of TCA in natural cork at levels as low as 1 part per trillion, a level far below sensory threshold — all at higher production volume and lower cost, providing customers with the finest quality cork at an unprecedented value.»

Our buyers continually scour the world to locate product that not only meets our demanding quality standards, but also is the most cost competitive, thus providing our customers unsurpassed value.

SupplyOne has built an impressive platform over the past two decades, with a strong geographic footprint across the United States, and a unique ability to add value to its customers» businesses by lowering total packaging costs.

That was a response to the drop in value of the pound — once we're in a situation with (potentially) much more costly tariffs imposed on goods retailers will have a choice — either to pass those costs on to customers or refuse to stock the goods.

«In this project, we investigated the cost - benefit analysis of restaurants purchasing local foods, along the foodservice value chain, which ranged from the sourcing of local food all the way to serving local foods to customers,» said Sharma.

The first one is the best fish oil supplement which we have selected after going through the features, pros, cons, price and customers reviews of all the products and the second one is the best value for money fish oil supplement which we have selected after comparing the cost and effectiveness of all the supplements.

Note the gambit employed in its entirety: a deceptively large ingredient list appears to cost more — the actual doses are concealed — thus the customer believes they are getting more value for their money.