Sentences with phrase «in cost to the customers»

Hence, one would expect to see an increase in the cost to the customer of obtaining that liquidity service.

Not exact matches

But advertising costs to reach the general public ran too high, especially since individual customers tended to use it once in a while at most.

In response, Hewson told CNBC: «Our government customer needs to understand the cost.

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.

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.

In addition to cost savings, the longer you are winning and servicing customers the more efficient and knowledgeable you become.

In every case a huge amount of fixed costs up front is overwhelmed by the ongoing ability to make money at scale; to put it another way, tech companies combine fixed costs with marginal revenue opportunities, such that they make more money on additional customers without any corresponding rise in costIn every case a huge amount of fixed costs up front is overwhelmed by the ongoing ability to make money at scale; to put it another way, tech companies combine fixed costs with marginal revenue opportunities, such that they make more money on additional customers without any corresponding rise in costin costs.

In addition to purchase price and shipping costs, Amazon's international store will also estimate duty costs for customers to import their desired products to their respective countries.

If you're concerned about cost - effectively getting your company's message out to the right prospects, consumers and customers, you need to make sure that you're not spending your scarce resources in passé places and on cluttered channels that are getting you nowhere.

Intact Financial Corp. (TSX: IFC) reported it paid out about $ 300 million to customers in Alberta due to storms and the floods in 2013, and analysts have speculated insurance costs are likely to rise as weather - related catastrophes occur more frequently.

Canadian businesses can now shave off a significant cost in doing business with China, and reach a wider universe of customers in the Asian nation — customers who do not have the resources to conduct business in foreign currencies.

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.

Most businesses include the contents of the order in an email, as well as the total cost, but can you further anticipate your customers» future needs in order to offer a low - effort experience?

«As interest rates begin to rise over time, financial institutions will find it necessary to pass along their increased costs in the overall cost of credit to small business and commercial customers.»

In order for our country to prosper, our businesses should be allowed to focus on their customers rather than worry that regulations and costs will be posed on them retroactively.

Although the technology cost was 10 percent more than our previous generation of products, the net savings to our customers was approximately 10 percent, achieved through a pick - up of 20 percent in added efficiency.

But Jones needs to prove that his metrics are trending in the right direction: that the rate of customer acquisition is growing and marketing costs are under control.

When you consider the expense of a conventional launch or startup, the cost of finding customers, the expenses associated with marketing and advertising, the time required to establish your own set of systems... the idea of «buy, build and sell» can be very intriguing, especially if you are just starting out in business.

There are also significant cost benefits — for example, a reduction in the number of back - office customer - relations staffers required to handle a formerly lengthy back - and - forth process for resolving complaints.

While a high customer acquisition cost (CAC) could make sense if those customers generate consistent, long - term revenue — like in a subscription - based business — most startups can't afford to indulge in high CAC.

Because many companies employing low - wage workers face too much competition to pass the increased labor cost on to customers, a higher minimum wage would mean lower small business profits or costly investment in labor saving equipment.

The deals include an offer to let customers pay for the phones, which often cost $ 650 or more, in 24 monthly installments.

Count the number of new projects, time and resources required to implement, and measure the return in revenue, customer satisfaction, or cost savings.

In addition, it gives the designers a low - risk way of entering the huge petite market (over 47 percent of American women are 5» 4» and shorter), and the retailer the ability to provide customers more variety in a cost - effective way as they're not investing in inventory that may or may not selIn addition, it gives the designers a low - risk way of entering the huge petite market (over 47 percent of American women are 5» 4» and shorter), and the retailer the ability to provide customers more variety in a cost - effective way as they're not investing in inventory that may or may not selin a cost - effective way as they're not investing in inventory that may or may not selin inventory that may or may not sell.

The average dating site customer spends just $ 239 a year for online memberships, which more than pays for itself to the tune of $ 12,803 in cost savings from fewer dates,» the report said.

Our in - depth program helps franchisees understand day - to - day operations including customer service, overseeing cost of goods, labor, hiring and maintaining equipment.

«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.

The higher - quality burgers cost substantially more, with a customer burger with a drink and fries coming in at around $ 8.29, according to USA Today.

Another aspect of sustaining innovations is that they tend to fit in well with current processes and customers, so costs for ramping up production and gaining adoption tend to be far lower.

He also innovated on the supply - chain side, sharing the rich customer data generated by his direct sales with his suppliers — an unprecedented move that enabled Dell to deliver computers almost in real time, keeping costs and inventories low.

«Based on the current challenges in the power industry and a significant decline in orders, GE Power continues to transform our new, combined business to better meet the needs of our customers,» GE's statement said in flawless corporate speak: «As we have said, we are working to reduce costs and simplify our structure to better align our product solutions, and these steps will include layoffs.»

About two years ago, as dPoint's sales team talked with European and Asian customers about problem of dealing with hefty shipping costs, one customer suggested that the firm should think about licensing the machines that manufacture the frames — in effect, outsourcing production to dPoint's clients.

Plus, when kids are involved, the in - app purchase model is risky: A parent who discovers her kid has overspent is likely to not only uninstall the offending app but trash it on social media too, costing the developer more than one lost customer.

In the flexiprise, not paying for idle time means enterprises are able to deliver more cost - effective customer service.

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.

More Money, More Problems Customer satisfaction at online lenders is still pretty low, «in part due to high costs,» Mills and McCarthy write.

Donna Fluss, president of DMG Consulting, says that the best way to keep costs down in a people - heavy organization like a call centre is through effective use of workforce technology software, which can help quickly identify a customer's needs and deliver the call to the right agent.

In the case of huge industries such as retail, healthcare, and education that maintenance starts to not only slow down the industry and innovation but it also increases costs, makes the customer experience more frustrating, and ultimately distances the seller from the buyer.

And this year, it is set to reach $ 1 billion in partner ticket sales, out of which Wanderu takes a small percentage, costing no extra money to the customer.

«For every dollar we spend on the banana car, we probably get $ 10 to $ 20 in return,» he says, citing a survey of new customers who signed up as a direct result of seeing the vehicle, which runs about $ 600 per month in operating costs.

«Our objective in the first year was to get 200 customers, because it would cover costs,» he said.

A common practice has been to invest in customer acquisition at all costs, which assumes that churn is inevitable, and the best way to overcome it is to add tons of new customers.

The items aren't part of a promotion and don't cost the fast - food chain much, but they are able to bring in customers who don't want to spend much money.

Instead of outsourcing core functions (for cost reasons), startups hoping to grow quickly should look to develop airtight processes and technology to streamline in - house functions such as marketing, lead generation and customer - relationship management.

And annual operations and management costs can be crippling, as well as highly variable depending on the size of the plant and the systems used to take in water and distribute it to customers.

It's a simple notion, but a powerful one: if small - scale food vendors in developing countries like Kenya had the purchasing clout of Loblaws or Walmart, they could cut costs and pass on the savings to their customers.

But by 1974, with fuel prices soaring and development costs estimated at $ 2 billion to $ 3 billion, Boeing's partner in the project, International Husky, couldn't find enough customers for the 754, and the project was canceled.

The next part of your budget should include all the costs of operation involved in producing and delivering the product or service to customers.

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.

So, in business terms, Detroit was sunk when its customers (reduced revenue) and its employees (increased costs) teamed up to destroy it.