Sentences with phrase «n't meeting customer»

We bring a very customer - centric focus to smart home and we looked at the smart home industry and realized that a lot of the products out there weren't meeting customer needs.

When one provider can not meet customer needs and does not make service a priority, consumers take their business elsewhere.

This «build it and they will come» model has led to a massive graveyard of good technologies and even good ideas that didn't meet customer needs or expectations.

This is not surprising as we know that Samsung (the only AMOLED maker) can not meet customer demand, and Nokia has AMOLED displays in several new models (the N8, E7, C6 and the C7).

Samsung announced that they can't meet customer demand in their AMOLED plant - and they won't be able to do so until early next year (at the earliest).

In case the paper still does not meet customer's requirements, he / she can ask for a refund within 14 days after order completion.

Samsung announced that they can't meet customer demand in their OLED plant - and they won't be able to do so until next year at least.

This strategy clearly does not meet customer needs and does not even meet the publishers» goals of maximizing revenue in the near term.

Related to the above, some vendors harbour very rigid perceptions of their marketplace and the way in which they will conduct business, which may not meet the customer's own regulatory, legal, or business requirements.

If a hotel doesn't meet a customer's expectations, it might lose that customer for good.

Not exact matches

White's customer is always «my woman» or «she,» who needs shoes for board meetings, silent auctions and running around on the weekends, not to mention for the opera or a bar mitzvah.

A board meeting shouldn't be the place an investor questions why you're focused on customers A and not customers B.

Differentiators don't need to come from out of left field, but they should be subtle and thoughtful differences that meet customers» needs and delight them.

The mismatch between Tesla's approach and customer demand created a big opportunity for gray - market resellers — who bought in bulk and catered to buyers who didn't meet Tesla's criteria.

I sat in a meeting with a CEO recently who told me that at his last company, he forced a customer to pay a large contract up front because he «knew our software rollout wasn't going to be successful, so I wanted to be sure I got paid my commission.»

Customers don't want a product or solution that only comes close to meeting their needs, or that usually functions properly.

You can't be on every client phone call or at every meeting, but holding a gathering with customers and employees will provide an opportunity for gaining valuable insights.

As you may imagine and have probably experienced, the key messages of: keeping the customer happy; personally apologising etc. are likely long forgotten by the end of the performance review when Tom's salary increase expectations are exceeded (Unlikely), met (Possible) or not met (Highly likely) and Tom leaves the review demotivated and not carrying the key messages, or the meat in the sandwich, away with him.

With meetings to organize, staff to accommodate, and customers to please, there just doesn't seem to be enough time to get it all -LSB-...]

You may not be able to control the exact circumstances when you meet your customers, but you can do a number of things to prepare the setting.

I frequently meet customers who I don't like, trust or want to spend time with.

So either very expensive or unreliable and glitchy and just weren't meeting the expectations of customers and we thought we could do better.

With no current plans to accept Apple Pay (though down the line it, and other mobile wallets, could well be a payment option within Walmart Pay), and no set launch date for MCX (never mind that as the product of consortium, that mobile app will not be set up to meet Walmart's specific needs), Walmart could wait no longer without risking missing out on a major shift in customer behavior.

As long as you are hitting the right target audience and then meeting their needs there's no reason why you can't bring this traffic to your website, and then turn them into a paying customer.

The key is to set realistic customer expectations, and then to not just meet them but to exceed them — preferably in unexpected and helpful ways.

Diligently uncovering the expectations of the customer and how they were not met lets you understand the person's position and starting point.

This way, employees can stay updated on company news or customer conversations that may not warrant a mention in a meeting or newsletter.

Keeping an eye on trends and adopting new, relevant shipping methods will not only help improve customer satisfaction, but it will also help small business owners meet their bottom lines and compete with the big dogs.

For example, a prospect of mine had a number of technical questions that I wasn't able to answer, so I reached out to a sales engineer to oversee the issue and ensure the customer's needs were met.

Not only will you improve your overall holiday strategy and increase the odds that you will meet or exceed your seasonal and end - of - year sales goals, but you will deliver the level of service customers now expect and deserve.

«Not every decision is an economic decision,» Schultz said at the company's 2013 shareholders meeting, when a shareholder argued that Starbucks had lost customers because of its support of same - sex marriage.

Meeting after painful meeting confirmed my intuition: there was no reaction, no feedback, not even a hint of interest from a single cuMeeting after painful meeting confirmed my intuition: there was no reaction, no feedback, not even a hint of interest from a single cumeeting confirmed my intuition: there was no reaction, no feedback, not even a hint of interest from a single customer.

No matter how many incentives you create, most of your customers won't become raving fans and spread the gospel of you to everyone they meet.

The customer is in the driver's seat and if you're not meeting his or her needs, they'll be gone in a flash.

As a leader, you must spend time meeting with those customers and find a need that competitors aren't meeting.

Buckley decided that if customer requests were to be truly valued, «we can't keep measuring them just on whether they met their sales target.»

We serve customers by not only meeting their expectations but also their desires and even their unrecognized needs.

Not all of your customers will be ready to buy the first time you meet them.

If a staff person isn't required to meet with a client or customer in person on a particular day and the job can be done from home, there's no reason he or she needs to come into the office.

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.

Although turning to robots doesn't immediately sound like the best way to have more human conversations, chatbots can empower brands to improve their content marketing strategies and meet evolving customer needs.

If you don't know your ideal customers like the back of your hand, you won't be able to meet your customers» needs better than your competitors.

In some cases, the top of the proverbial food chain at the tropical sweat shop where some companies quarter their customer service reps is an often imaginary supervisor who apparently doesn't do anything except spend all of his or her in meetings with God knows who, discussing God knows what.

It is therefore incumbent on any leader to not only pay attention to the intersections where company meets customer but also to play an active role in ensuring standards never, ever slip.

Bad news — to employees, when layoffs might be imminent or cuts need to be made, or to teammates, when work won't be completed on time or commitments won't be met, or customers, when deliveries will be late or high expectations may not be met — is much tougher to deliver.

«Our customers are shopping not so much because of a desire to buy something as they are engaged in learning about what's new, meeting interesting people and hearing their stories,» he says.

One other manufacturer was reportedly told by shippers that they couldn't meet some deadlines because they were booked up servicing a «very important customer.»

Above all, don't jump into «sales mode» if the customer indicates a need that your offering can meet.

When Seay contacted customer service, he was met not with an apology, let alone sympathy, but rather with incredulity.

In front of a crowd of eager ears, the entrepreneur recounted this time in the company's history to prove a point: You don't know jack about your customers — until you meet them face - to - face.