Sentences with phrase «n't build product»

[We've trained] our folks that product quality is just not building the product right but maintaining lean principles such as recordkeeping and partnering with our suppliers.

Developing the product and then building the technology — not building the product to fit the fancy tech.

Not exact matches

But don't look for assembly lines to be replaced by building - sized 3D printers that spit out finished products any time soon.

So then getting back to the question of how do we pay for this system, this is really quite a profound — I won't call it breakthrough, but realization that if we can build a system that cannibalizes our own products, makes our own products redundant, then all of the resources, which are quite enormous, that are used for Falcon 9, Heavy, and Dragon, can be applied to one system.

«From an e-commerce perspective, having a unique and differentiated product is really one of the cores to success, not only in building a company but being able to scale [it].»

If your customers don't «succeed» by using your product how can you build a great company?

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.

If you're business - to - business, every one of your clients has built their company by running a smart commercial entity, and they don't give away products for free.

The truth is that entrepreneurs too often get caught up in the details of the kinds of products or services they are selling to notice how critical it is to build relationships not just with your customers, but also with your vendors, employees and — gasp — even your competitors.

Don't waste time trying to build an elaborate selling framework (unless your product is the e-commerce platform itself).

And: This isn't the typical tech - startup burn rate that will diminish over time; these aren't startup expenses to hire lots of people, build up sales and marketing, or develop shiny new products.

Not only can stories help to build a community (that becomes a source of more stories), but storytelling is also a proven technique that allows your audience to see how they can benefit from your product or service without you blatantly selling.

It was his dedication to building his company that made him a legend, not the name printed on their products.

«If we were building a company from the ground up for every single product, we wouldn't be able to serve that mission.»

The goal isn't to develop and build a perfect end product right now.

Email marketing doesn't work unless you build a list of people to send messages to who are interested in your products or services.

Email marketing doesn't work unless you build a list of people who are interested in your products or services.

It's about building a human connection with your customer, not touting the bells and whistles of your product.

Good customer service doesn't have to do with the product or service you're selling — it's about building relationships and providing value.

At its core, Cohen says Apple's mission is indeed to develop products that should be built, not finding a way to shoehorn every piece of new technology into people's lives, wanted or not.

«At this time we are the leader, if not the only [company] that really has built these products and been successful,» he says.

With a very diverse skill set and strong common believe in not only the product, but also the type of company they are building, Agnieszka and her team have been able to quickly launch Decorilla - and bring it to profitability.

But that's not to say that Norway doesn't sell refined oil products to the rest of the world; Statoil has built a 110,000 bbl / day refinery specifically to serve the export market.

Your technological co-founder may have built a beautiful product, but he or she isn't focusing on the critical component of how to market it.

Even though the content itself doesn't mention the brand or product category, it helps define what the brand's values are and build its audience's identity.

As an example, about a year after VMR was up - and - running, everyone told me to invest in brand awareness but building a brand has little value if your flagship product can't evolve for your customers.

«Unless you've got a smash hit, you can't build a brand with a single product.»

The partners» approach hasn't just been to differentiate their product but to focus on building exceptionally strong relationships with relatively few retailers.

If you build something truly great, you will find that your customers will not only use your products, they will rave about it to others.

«Building products isn't easy, but if you keep working hard, keep throwing things at the wall, you will find a way.»

So why would a company build a product it doesn't really want you to use?

However, unlike other Apple products, the Type - C cable isn't proprietary to Apple and an open standard that any third - party company and accessory manufacturer can build to and incorporate into their device.

Then your not promoting and building your brand, your simply promoting everyone's use of a common name on a product.

I want to have plenty of runway so that I can build the business model and the product the way that it needs to be built and not be forced into a situation where we have to break the glass of the nearest business model just to survive.

It's inspired our product development process that building great software is about removing things that aren't useful instead of trying to add new features.»

A strong product demo doesn't need to include every potential feature but should take the investor through the key use cases showcasing why you built the product the way you built it.

Products don't get built in a garage in an uplifting montage and immediately wow influential members of industry.

For many startups, especially hardware ones, building a product isn't cheap.

And if your marketing budget is near nil, don't forget about the free ways to reach new prospects: Take your business online (if you're not there already), build relationships through social media and create partnerships that allow you to cross market with businesses that offer complementary products.

But even if you aren't building an office from scratch, adding a lot of whiteboards and markers as well as providing your team with beautiful computers and other technology products will help give space to the outpouring of their creative juices.

Rizkalla insists that his defence - oriented training products don't compete with the full - scale cockpit simulators built by firms like CAE, which is a customer of Bluedrop's.

There are a million «me too» products in every market today and making yours a little bit better isn't a formula for success or a way to build a sustainable competitive advantage.

«It's tapping into underutilized assets and building a product around that marketplace so it's not just a free - for - all,» Flynn says.

Slowly but surely, tech vendors are recognizing that they not only have to be on point regarding product functionality and support, they must also make genuine human connections with customers — developing relationships that inspire more than a transactional bond between parties but instead build bonds based on trust and real human experiences.

Murano isn't simply a new vehicle model, it represents Nissan's push to build more products where its customers live.

But as we built the product I couldn't shake the sinking feeling that I didn't see a real use for it.

When other companies imitate our product, it not only undermines the creativity that goes into designing it, but more importantly, our mission; we're building something much bigger than ourselves, and we're proud of it.

It doesn't matter what you're selling; you have to know the buyer, and you have to give him a story that builds an emotional attachment to the product.

Silicon Valley has a long history of building glamorous new technologies that fail on the first try because they don't have product / market fit.

Rigor is not always a recipe for long - term success when a company has basically built a product offering by sheer willpower and under the leadership of a trigger - happy leader.