Sentences with phrase «do customers need»

Do customers need a new plan?

What do your customers need and how can you help them meet their needs?

Whether you are designing websites or dining experiences, you must always asking yourself «what does my customer need right now?»

Does the customer need a stout, heavy - duty pen that will stay in one place, or does she need mobility and portability?

Does the customer need a stout, heavy - duty pen that will stay in one place, or does he need mobility and portability?

Does the customer need a longer or shorter turn - around time?

Today, than ever before, in the history of life insurance, does the customer need a comprehensive term plan that not only offers security to his family in the event of his death, but also supports him financially when he is beset by a critical illness.

Not exact matches

Whatever you do, you need to figure out if you can handle the pressure that comes with schedules that must be met and if you have the organizational and planning to skills to ensure you have satisfied customers.

Customers are all driven by different parameters, which means that you need to do a lot of listening and keeping track of the likes, dislikes and drivers of your customers» Customers are all driven by different parameters, which means that you need to do a lot of listening and keeping track of the likes, dislikes and drivers of your customers» customers» behavior.

«If successful, we believe this initiative will make it easier for customers to do business with Dell, eliminating friction and complexity and enabling more rapid response to customer needs.

They typically react (slowly at best) to three outside drivers: (a) their competition brings a new offering to market, and they need a quick competitive response; (b) their customers see and begin to adopt new processes and solutions, and the customers demand that their products and services conform to the new ways of doing business; or (c) they see a new tool, product, or service in the market offered by a new player and they quickly determine that this is a game - changer which they need to own (rather than try to build themselves) because they lack the internal capacity to do otherwise.

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.

Differentiators don't need to come from out of left field, but they should be subtle and thoughtful differences that meet customers» needs and delight them.

You don't need something that everyone on the planet will want, but you do need enough of a customer base, or a recurring customer base, to make it worth your time.

Customers don't want a product or solution that only comes close to meeting their needs, or that usually functions properly.

A better method is that whenever you need to take a public, onstage customer interaction private, do so in the hidden chambers of the original contact channel.

Customers want to know how your product or service is going to make sense for them, and the easiest way to do this is to inject their needs into your brand's story.

If you want customers to use your online store again and again, then you need to ensure they don't abandon their shopping cart at the last point due to frustrating payment problems which can be easily avoided.

One of the most unfortunate aspects of a transition such as this is when your incoming boss doesn't understand the nature of the business, customer needs or your respective role.

Entrepreneurs can not afford to be held back by apps that don't serve their business's and customers» needs.That's why they need better support throughout the entire lifecycle of their app.

Although you don't need any specific licenses for transporting personal horses for customers unless you get into commercial - size vehicles that hold many animals, you will definitely need equine or bovine experience for potential clients to trust your ability to transport their animals, and you need to familiarize yourself with the livestock transport regulations for crossing state lines.

To do this, retailers have to do more than blindly throw darts at the AR wall; they need to consider the needs of customers and the goals of their companies.

You don't need to go out and spend marketing and sales money — all you need to do is have a better understanding of who your customers are and what their needs are.

If your small business relies on vehicles to deliver products or services to customers, you need to do everything you can to ensure those vehicles are running efficiently.

iiNet has looked after its customers and its staff, If it wants to attract staff members that do the same it really needs to pay attention to the company's previous operations.

Instead of keeping the money it doesn't need pay in claims, the company takes a fixed rate of its customers» premiums and donates any unclaimed money to charity at the end of the year.

En route, enterprise customers may face a much more onerous process than do small - to - medium - size busineses, because the former have a procurement department involved (in addition to the businesspeople needing the solution).

For this to be done, you need to create an ideal customer profile (ICP).

Which of their needs does your product or service meet, and at what point will it meet that need during a customer's life?

While I am sure Susan has many repeat customers, hers is not a CPG brand, and thus she needs a different approach than I do.

Wal - Mart isn't the only big retail chain that regularly has samples for its customers — Target (TGT) regularly lists free samples on its Web site, and unlike Wal - Mart, you don't actually need to set foot in the store.

You might need to do a business market analysis to find the most appropriate customer segment.

You might say, «Our company prides itself on having customers buy things they do want, things they do need.

If they don't, Tishman says their customer service department will work with customers to replace the mattress with one better suited to their needs.

If you're just starting out and you need literally everything - from a domain name (or names), SSL certificates to keep your customer's information secure, access to Windows 365, solid site - builder and online marketing tools AND web hosting - and you want to do it all with one - stop shopping, it's hard to find a service that does a better job than GoDaddy.

This does not, of course, mean you need to have a fax machine just because one of your customers might prefer to contact you that way.

«Companies have had to be in close contact with their customers throughout the 232 process, and yesterday's announcement, while it gives some comfort, I don't think negates the need for our member companies to be in active contact with their customers to be responsive to concerns going forward.»

How does Saje encourage staff to be so in tune with customers» needs across dozens of stores?

While you may need to offer free shipping — at least as a promotional feature during the holidays — to retain and attract customers, don't jump into it too quickly.

Furthermore, the «Jobsian notion» of telling the customer what he or she needs (because he or she doesn't know what he or she needs) may be passà © and likely worth rethinking.

But, Thompson says, you also need to watch out for the customers who are too good to be true, «the ones that talk a great talk but don't bring up negatives,» he says.

Sobeys changed the things Safeway customers, employees and suppliers didn't want changed, like house brands, point - of - sale systems and long - standing relationships, and didn't alter those that needed refreshing, like the fading state of the stores.

Southwest also gives employees «permission» to go that extra mile to make customers happy, empowering them to do what they need to do to meet that vision.

When leaders invest in making it easier for team members to do their jobs, more leads turn into paying customers and a business gains the cash flow it needs to grow.

The fun name «does a lot of work for us» in sparking interest in Tangerine, Aceto says, but service at the customer level needs to be thoughtful and earnest in order to build a client base.

During the recent boom years, many of us were so busy serving current accounts that we didn't have the time — or the need — to sustain connections with former customers or potential referral sources.

Why are they shopping with you, and how do you as a retailer satisfy that need, then add to it by continuing to target the customer with meaningful promotions?

What you need to be doing is «actually getting out of the building and trying to understand something which I call the day in the life of the customer,» he explains.

In my experience, entrepreneurs are most successful when they complement the work they do with content that addresses a customer need.

(It does not however, work with government assistance programs such as the SNAP food stamps that many Walmart customers need to pay for groceries.)