While fuel prices increased for many months, the railroads have been able to pass on
the increased costs to customers in the form of fuel surcharges.
And, crucially, NERSC is looking for evidence that the market can be designed to add non-emitting generation without
increasing costs to customers.
Not exact matches
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.
While tap and pay terminals may offer the greatest convenience
to customers, many card issuers are not enabling tap and pay capable chip cards yet as it
increases the
cost of each card significantly.
«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.»
Some packages had
to travel long distances
to customers, depending on where the factory and the
customer were located,
increasing shipping
costs that Zappos had
to absorb.
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.
Fuel services revenue
increased 20 %, primarily reflecting higher fuel
costs passed through
to customers.
It's far easier and less expensive
to sell
to existing
customers than
to acquire new ones, Herjavec added, so maintaining a robust
customer mailing list is a good way
to increase your revenue at a low
cost.
They deliver water
to customers and raise prices as
costs increase.
For most ecommerce companies, inquiries about shipping status puts a huge burden on the
customer - support team, which translates into decreased efficiency and
increased costs (companies need more people on staff during the holidays
to handle these inquiries).
But when self - service is simply fobbing work onto
customers, it imposes a burden on
customers that amounts
to a hidden price
increase — and imposes
costs on sellers, too.
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.
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.
Increased costs to provide free services to consumers including «increased customer support cost
Increased costs to provide free services
to consumers including «
increased customer support cost
increased customer support
costs.»
Manco found that
to reduce
customers»
costs, it had
to increase some of its own.
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.
He said that his company could absorb the
cost of a 10 percent
increase, but in the case of a 25 percent
increase, he would have
to charge
customers more for his chocolates.
Now solo as president of social media games publisher Sava Transmedia, he says income statements he's seen indicate about a 30 %
increase in gross margin, although he cautions that advertising and
customer acquisition
costs (e.g. discounts, incentives, etc.) can still bring that down
to something closer
to parity with physical distribution.
The amount you charge per labor hour, any prices you pass along
to customers,
cost increases you assume, the rate of inflation, and how much your competition charges should be numbers you know off the top of your head.
Among the factors that could cause actual results
to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its
customers and suppliers; (2) the Company's credit ratings and its
cost of capital; (3) competitive conditions and
customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and
cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due
to shortages,
increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions
to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).
Making payment easy for
customers increases sales, encourages people
to pay bills sooner and lowers your
costs.
He said founders who do otherwise are «unwitting puppets» of socialism who effectively «tax»
customers — because prices would have
to increase to cover the
cost of all that social responsibility.
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 idea of going paperless may seem like a cliché in 2016, but it's never cliché
to reduce business
costs,
increase customer satisfaction and help the environment.
The best way
to increase revenue is
to get more value from your
customers than it
costs to acquire them.
Additionally, McDonald's measures their other goals such as
increasing revenue and creating better
customer service, by analyzing the amount of sales generated, their overall
cost savings, the type of
customer feedback the campaign received, and their response time when replying
to customers.
Despite the
increased costs, Lee is hopeful that the
costs of mistakes will go down and
customer satisfaction in a consistent experience will go up
to balance the effects of the switch.
A case in point: the
cost of roses goes up dramatically right before Valentine's Day, which forces Proflowers
to pass the price
increase along
to its
customers.
Under the direction of its head of digital service and transformation Wayne Butterfield, the telecom provider turned
to software robotics made by my company, Blue Prism, after fully exhausting other methods of reducing
costs while
increasing efficiency of the back - office transactions it completes for
customers.
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.
In the example above, the bottom line metric is clear: Reducing the CPL reduces the
cost it takes
to acquire a
customer, which could
increase profit down the road.
If a community consumes more than what has been acquired,
cost increases are passed on
to all
customers.
Others expect that gradually firming demand will allow them
to pass on some
cost increases, such as higher commodity prices,
to their
customers.
Wide distribution over the internet • Low
cost, efficient, transparent capital • The «great equalizer «• Media / PR, awareness •
Increase customer engagement and • Evangelize backers into investors (
customer acquisition) • Reduce risk by getting feedback on new launches (product or ventures) • Market research Access
to Capital Marketing Platform Validation • Raising funds via crowdfunding markets is a very public and transparent • Protect your IP and speak
to a lawyer • Crowdfunding takes a lot of effort and commitment • The majority of Ideas fail
to reach their funding goal • How will this affect your companies brand?
And while GWNFA has complained that head office is not allowing franchisees
to raise their price points in response
to the minimum wage
increase in Ontario, their biggest operating region, head office might fear that «if
customer counts are down and franchisees raise their prices
to cover the labour
cost increase, that will drive more
customers away,» Fisher said.
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Ecommerce companies that invest in inbound marketing will greatly
increase their opportunity
to grow online sales, lower COCA (
cost of
customer acquisition), and
increase new
customer retention.
Hence, one would expect
to see an
increase in the
cost to the
customer of obtaining that liquidity service.
While the companies promote these partnerships
to employers and consumers as one - stop shopping, they could also put
customers at a disadvantage by limiting their choices and
increasing medical
costs.
Shop owners can either
increase the prices of what they sell for all
customers, or can pass on the
cost directly
to customers that use high -
cost methods by adding a surcharge, which encourages people
to switch
to low -
cost methods.
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.
We also have experienced, and may experience in the future, gross margin declines in certain businesses, reflecting the effect of items such as competitive pricing pressures, inventory write - downs and
increases in component and manufacturing
costs resulting from higher labor and material
costs borne by our manufacturers and suppliers that, as a result of competitive pricing pressures or other factors, we are unable
to pass on
to our
customers.
The name of the game is
to minimize these
costs by
increasing the flow of deposits into your institution. Large banks like RBC benefit from their extensive network of branches and large
customer base — chances are, their
customers write cheques
to other RBC
customers leading
to no net outflow and no overnight borrowing requirement.
At Chit Chats Express, it is our mission
to reduce your US and International shipping
costs,
increase the speed of delivery
to your
customers, offer a one stop shop for reduced
cost shipping supplies, provide fulfillment and bulk shipping options, and provide you with the necessary tools and support
to dramatically
increase your online sales.
The threat, often referred
to as the «utility death spiral,» goes like this: as
customers choose
to install solar panels or adopt energy efficiency measures, a utility will sell fewer units of energy and has
to increase what it charges for electricity
to ensure that it can still cover its fixed
costs, such as grid maintenance and labor.
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.
The result also reflects gradually firming demand and somewhat less drag from competitive pressures, enabling firms
to start restoring profit margins and passing
increased costs through
to their
customers.
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.