Sentences with phrase «high customer demands»

In order to meet high customer demands, some oil drilling companies allow equipment to remain in the field without the required routine maintenance.

For products stored in locker stock, we can ship replenishment merchandise to the stores that demonstrate the highest customer demand.

These shoes contains both comfort and style, it is a tradition of Adidas that its products always possess superior quality and comfortable stuff, that is why the brand has spelled the people among the entire world and has high customer demand.

«Thanks to the high customer demand, the Mercedes - Benz production network is working at high capacity utilization this year,» the company said in a statement.

The reality is... scanning the global market Polestar is barely on anyone's radar with cars languishing on dealer lots unsold... never mind high customer demand

High customer demand?

Washington, D.C. (January 18, 2018)-- Today the New York Public Service Commission (NYPSC) passed a stop - gap measure to enable continued community solar development in three utility service territories in the face of high customer demand.

Not exact matches

Although it is possible to sell promotional products once your brand is higher in demand, giving the items away to potential business partners, customers and associates will help to contribute to the buzz that surrounds your company and your overall popularity.

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 today's cloud - based, mobile - focused, inherently social world, customers demand a higher level of responsiveness than ever before: they expect businesses to provide what they want, when and how they want it.

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..

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.

Takeaway — Training your team to deal with demanding clients reduces employee stress and yields higher - profit customers.

In a normal environment, you might want to hold slightly more inventory than you expect to need so that you can be ready if customer demand is higher than expected.

Many customers, especially millennials, have turned their backs on chain restaurants and are demanding more variety, exotic flavours and higher - quality food.

Even if you are enough of a high - profile customer to warrant special treatment, «strong demand» for business and first - class seats on long flights means airlines often don't have many open seats that can be used for upgrades, according to Harteveldt.

May 1 - Juniper Networks Inc on Tuesday topped Wall Street estimates for first - quarter results and the network gear maker forecast current - quarter revenue above expectations on higher demand for equipment used by its data center customers.

At the same time, the company develops a reputation for taking low - margin jobs, thereby opening itself up to demands from high - margin customers to handle their low - margin work as well.

Juniper Networks topped Wall Street estimates for first - quarter results and the network gear maker forecast current - quarter revenue above expectations on higher demand for equipment used by its data center customers.

Strong domestic economies are supporting even higher prices at the same time that demand is being boosted by exports from the U.S. Gulf Coast to customers in Mexico and South America, he added.

So make yours competitive and attractive, using high - demand products at smart prices to draw in customers who may purchase additional products and services.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

Analysts have blamed the low demand on the high price of the iPhone X, with many customers opting instead for the more affordable but similarly - capable iPhone 8 and iPhone 8 Plus — or even 2016's iPhone 7.

Others expect that gradually firming demand will allow them to pass on some cost increases, such as higher commodity prices, to their customers.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; delays in the completion of project sales; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 20, 2016.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; cancelation of utility - scale feed - in - tariff contracts in Japan; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

«We found a very high demand for doorstep service from Pitstop's customers which has prompted us to allocate a large amount of resources to this strategy.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

The second element of the failure framework, the observation that technologies can progress faster than market demand... means that in their efforts to provide better products than their competitors and earn higher prices and margins, suppliers often «overshoot» their market: They give customers more than they need or ultimately are willing to pay for.

While Basic Energy Service reemerged from bankruptcy at the end of last year with a more sustainable cost structure and improved balance sheet, it needs higher oil prices to thrive, because those prices will drive customer demand for its services.

With high - level and in - demand concepts, marketers can attract customers in droves, like fans to GnR show.

In a blog post last week, Uber said, in order to maintain the speed of delivery for its UberEATS service, customers in certain cities will have to pay more for delivery when they order from a restaurant in areas of high demand but where delivery partners are few and far between.

Uber is asking customers in select cities to pay more when they order from restaurants that are in high demand.

The continuing success of the sector within the office market is also evidenced by the growth in competition over the two years, as high levels of demand from customers drives «fleet of foot» operator innovation, and creates clearer and more distinctive customer offers and facilities.

Auchan Retail's Chief Executive Officer Wilhelm Hubner said the shared commitment among the partners to digital transformation will help retailers meet Chinese customers» increasing demand for higher - quality goods and services.

Revolut also announced that it is adding digital currency bitcoin BTC = BTSP to its app in response to high demand from customers.

But maybe this will get marketers to focus more on topics relevant to their customers vs. just focusing on what's high in demand

Oil in Global Economy Series: Tight supplies amid higher demand pushes Saudi to increase oil price for Asian customers

Demand from customers in this sector had driven growth, with «a significant bias for high - performance compute» leading to a shift in chip sales towards more powerful chips and therefore higher average selling prices.

Continued high demand will likely require continued system upgrades to ensure that performance will not be degraded and that the customer experience will remain high quality.

When critics attacked Uber's so - called surge pricing policy, a system akin to the scheme used by airlines and hotels to raise prices when demand is high, the CEO who'd been fanatical about lowering prices began publicly mocking customers who complained.

Campbell's and other customers» high demand for frozen products in particular led the company two years ago to open Surfside Frozen Foods LLC, an individual quick frozen (IQF) facility in Millville, N.J..

Our focus is on helping customers to deliver high value added products in technically demanding applications.

«There are still technology gaps to meet complex customer demands particularly in high - performance applications to balance costs and technical requirements which will provide opportunities for innovative and well organised companies,» says Babits.

The need for on - demand label printing solutions in retail stores is high as customers are more and more looking for unique and customised products - a market development that encompasses many industries including food, drinks, clothes and cosmetics.

Another positive aspect in the protein market is the high demand for RWA and organic meat products from Eddy Packing customers.

Fatma Akalin - McGee, marketing and business development director, Petrow, added with the growing trend for free - from, customers are asking for more coconut flour, almond flour, walnut flours and other nut flours as alternative ingredients to meet the rising demands for high nutritional and gluten - free ingredients.

MLA has offices located in these export markets to promote and grow demand for Australian red meat in global markets, and to position Australian beef, veal, lamb and goatmeat as high quality products that offer enhanced customer enjoyment.

Our end - to - end approach helps customers create cost - effective, high - performance packaging that meets consumer demand for safe products that reduce waste.