Sentences with phrase «do over their customers»

A large body of law and custom in the United States holds that because employers have far more power over their employees than businesses do over their customers, they must provide them with far greater protections — not least, a minimum wage and overtime pay.

Not exact matches

«The service revenue, bolstered by 100 million new customers year over year — bringing paying members to 270 million — accelerated dramatically, and the expected big guide - down didn't occur, even if the rumored $ 400 billion buyback didn't occur, either,» Cramer continued.

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.

What he learned is that you don't get a do - over with a customer.

Many customers — who frankly did and would go to Starbucks with no loyalty program just as frequently — are up in arms over their changing the loyalty program from per visit to per dollar spent.

I've had several connections with iiNet for over 6 years now... I'll be looking elsewhere as great customer service comes from people who are very happy with their jobs and don't dread going to work.

By merely including those items as rewards in game play, customers walked away saying «I didn't know they also made Sabra» and over 90 % of the people who engaged tweeted photos of themselves playing the game with the brand extension.

And a Nordstrom spokesperson wrote us, «We serve customers all over the country and do not want to disappoint those who may not call the Seahawks «their team.»»

You can see that they don't have a tag management solution serving as a centralized hub for managing vendors and customer data, so many of their tags are all over the place.

Nothing is better than asking personally or assessing where you could still improve cause a lot of times we over think on what yet should be done to improve when in fact our customers have already been ranting or praising our business.

Now i am ready to sell them to the public.Josephine Scott & amp; lt; / div & amp; gt; & amp; lt; div & amp; gt; @smbizdoitbetter helping other small businesses keep in touch with their customers #sbdibSincerely Yours & amp; lt; / div & amp; gt; & amp; lt; div & amp; gt; @CaffeineKeybord I do:) My resolution is to take over the world!!!

Many seem to have the attitude that once a job is done, it's done; once a product is sold, it's sold, and the relationship with the customer is over.

The worst thing you can do is get in quarrels with customers over your policy.

When I look at what's happened to Canadian manufacturing over the past five, 10 years, I would say a big concern is the fact that the average manufacturer has one big customer — the United States — and it hasn't been doing very well.

Not only is that a nice thing to do, but it would give the company an opportunity to capture the email address of «angry» customers and rebuild a relationship with those vexed individuals over time.

If these technology giants did decide to move into finance, they would have a few major advantages over the banks: better data, a superior user experience and immense customer loyalty.

The company was doing fabulously well, it was the most successful it had been since we launched it, and customers loved it and it had grown really well month over month.

Your reputation for reliability precedes you because you've proven over time that customers, clients and colleagues can trust you to do everything you say you will.

If enough customers don't pay, if the panels» performance degrades more quickly than expected over time, or if power prices go out of whack the investments could go south.

The trial was one of three scheduled for the first half of this year over claims that Volkswagen deceived customers with the deliberate rigging of emissions controls to perform differently when being tested than they do on the road.

then if nothing on your ad page attracts the client within milliseconds, they turn the page again and you are done and over with, ready to be fish - wrapping paper, while if there are other ads on the page, or some article text, it gives the reader a reason to stop at that page, and then your ad has a higher visibility and ability to intrigue the customer, giving it several times the mental real estate and visibility than an ad costing thrice as much.

It does business in over 200 countries and counts Airbnb, Amazon, Google and Upwork among its customers.

Even worse, we tend to worry and obsess over the things we haven't done, even though we «should» — when the truth is that when we smartly decide what's right for ourselves and our customers, we end up being way further on top that we expected.

«Everyone trusts it, the shipping is incredible, but it's bad in that you don't really have fine - tuned control over the customer experience.»

Many cable competitors have come and gone over the years, done in by the expense of wiring every customer's home.

The problem is if RIM doesn't fix its problems and win over customers with its next round of products, there might not be another $ 20 billion in sales.

Over this time I've had partners disappoint me, suppliers lie to me, contractors disappearing on jobs, customers not paying when invoices were due and employees doing poor work.

Within days, a team of designers was in the XJ offices, mapping out the next generation in customer - relationship management software with a clear mandate: «Take the best of what we've done in this space over the past 20 years,» says Tatham, «and starting from scratch, build better than ever before.»

So it doesn't take a lot, even if you're a small company, to find some way to solicit feedback from either a large group of your customers through an email campaign with a SurveyMonkey link or even just kind of talking to customers on a regular basis over the fourth quarter to get some feedback.

To make your business better than your competition, you also need to learn the tactics and strategies your opponents use so that you can do it better to win over your customers.

As president of a payroll services company with over 30,000 customers, I know it's not easy to disconnect from your business, but I do it every year and have never regretted it.

We went from a one - man website show (literally, there was one guy doing it all) to a team of over 10 people supporting hundreds of customers.

When it comes to identifying sources of information about your competition, don't skip over the obvious ones — like your customers.

«We're doing so by giving back to our customers who have helped us lead the way with digital innovations over the last 20 years.»

Even if you really want to bend over backward for your customer, if you mix statements about commitment with statements that say what the customer's not allowed to do, the customer is going to see your «commitment» as a farce, corporate jargon, just a way to save face, or all talk and no action.

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.

And United Airlines CEO Oscar Munoz this week told the carrier's over 90,000 employees there was «zero tolerance» for sexual harassment of customers or staff, according to a memo on the airline's website, but he did not specify any extra training.

As an e-commerce business, you may lose money at the beginning, but make it back over the lifetime of doing business with your customer.

What the console industry doesn't want to have happen though is to be taken by surprise, where customers get ahead of the curve and hand their business over to other players almost entirely, as happened with the music industry and the rise of Apple.

A study done in 2011 by The American Marketing Association, involving over 10,000 customers at a well - known German bank, discovered that referred customers spend more on their first visit, stay customers longer, and have an overall 16 percent higher lifetime value than non-referred customers.

Wheeler and consumer advocacy groups have argued that any difference in privacy regulation is fair on the grounds that ISPs are able to see everything a customer does over their internet connection, and that it's harder to switch internet providers than use different apps and websites.

But over the course of time it's actually more attractive for Adobe because of higher lifetime value from our customers — they're paying us a little bit each month... and we ultimately do better financially over the long run.»

At the time of the sale, you need to put your annual plan of attack in place on what you need to be doing with these customers over the course of the year.

When du Pied took over the franchise in 2006, he decided to move closer to the airport to make it easier for him to pick up his customers.

As your response to the ads improves and more people end up at your online shop, you can begin to scale up the spend to drive more customers to your shop and hopefully gain some virality — like we did — that will allow you to increase sales by over 500 percent in two months.

They win over employers» (and customers») hearts with their sincere smiles and willingness to do anything to help.

Primer's approach has already won over U.S. spy agencies (Gourley claims he doesn't know which, since In - Q - Tel manages the relationship with the individual agencies) and other early customers, such as Singapore's sovereign wealth fund GIC and retail giant Walmart (wmt).

It's important to get things right from jump street vis - à - vis customer service; a man (I make no claim to his wisdom, he may have had the wisdom a closed - head - injured orang) once said «if you don't have time to do it right, when will you find time to do it over?»

To help safeguard against disappointing customers — in the event, say, that an investment doesn't accrue as much as they'd hoped over time - Wealthfront is careful not to make promises it can't keep.

Not only do you need enough miles to make an upgrade a possibility, you probably have to be one of the airline's top customers (Bagshawe told Bloomberg she flies over 100,000 miles each year), aviation analyst Henry Harteveldt told Business Insider.