Sentences with phrase «need of the customer as»

«We just have to evolve with the needs of our customers as they're traveling through the state.»

The Wollam family takes pride in the fact that they work hard to meet the needs of every customer as if they were family.

This helps us plan to meet the energy needs of our customers as efficiently and cleanly as possible.

The savings, premiums, and death benefit can be changed based on the overall need of the customer as the policyholder's situation changes.

«We are excited that our partnership with Expedia will expand AIG's ability to provide innovative products and solutions that serve the unique needs of customers as they travel around the globe,» said Peter Zaffino, Chief Executive Officer, General Insurance, AIG.

Prompt customer service of the needs of customers as well as processing wireless cell phone activations.

Responsible for meeting the needs of the customers as well as ensuring that contract requirements are fulfilled.

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.

Canada has attracted some of the new investment needed to serve these customers, but not as much as our competitors in the U.S. and many emerging economies.

One of the most unfortunate aspects of a transition such as this is when your incoming boss doesn't understand the nature of the business, customer needs or your respective role.

With smaller electronics, you will need to be prepared to have customers bring their repair projects to you, as you would have difficulty recovering the cost of driving around picking up broken equipment and returning it.

As more mainstream lenders (or their subsidiaries) look for a slice of the lucrative factoring pie, new customers are needed.

Making use of special delivery and using technology as an enabler to enhance one's software to operate and provide services best suited according to the customers» needs rather than opting for a first come - first serve basis also enhances the service experience.

«As quickly as possible, rational people on both sides of the table need to get together, recognize they had a huge customer - service issue and publicly declare peace,» says SmitAs quickly as possible, rational people on both sides of the table need to get together, recognize they had a huge customer - service issue and publicly declare peace,» says Smitas possible, rational people on both sides of the table need to get together, recognize they had a huge customer - service issue and publicly declare peace,» says Smith.

However, as there are lots of options for a business to choose from, you need to come up with a good strategy that will not only achieve your company's goals but will establish a good customer relationship.

And while some older people may discount Mulcahy's strategy of using a chat box on her website as impersonal, she sees it as a way to communicate with customers on their time table — maybe at 11 p.m. when they happen to need a tutor or want to book an appointment.

Salesforce defines roughly one - third of its customers as small businesses, but the software may be more than you need just now for yours — sort of the organizational equivalent of a just - married couple buying a four - bedroom house.

As CEO of Solvusoft, Jay Geater «s mission is to provide customers with effective and easy - to - use software designed for the needs of the common user.

And not going over that line of pushing too far but being a part of their life when they need us to be a part of their lives, as opposed to forcing ourselves into their customer journey.

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?

Certain matters discussed in this news release are forward - looking statements that involve a number of risks and uncertainties including, but not limited to, doubts about the Company's ability to continue as a going concern, the need to obtain additional funding, risks in product development plans and schedules, rapid technological change, changes and delays in product approval and introduction, customer acceptance of new products, the impact of competitive products and pricing, market acceptance, the lengthy sales cycle, proprietary rights of the Company and its competitors, risk of operations in Israel, government regulations, dependence on third parties to manufacture products, general economic conditions and other risk factors detailed in the Company's filings with the United States Securities and Exchange Commission.

Those who provide core services such as customer relationship management, financial systems, human resources, payroll, etc. should be closely managed, and adoption of unapproved services needs to be controlled.

For example, as the result of a web content audit of your site, you might notice that you've been focusing too heavily on industry news to the exclusion of the detailed product information your customers need to make buying decisions.

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 Michael Dell, chief executive of the new, converged company, told Fortune on Wednesday, business customers need options.

As a mathematician at heart with an introverted personality, she needs solitude and complete silence to concentrate on the details and complexities of her work which includes finding real estate that matches to her customer's needs and keeping the finances up to date for my many ventures.

As a new business, you'll want to focus on meeting the needs of your customers.

Expert tip: When your large customer's procurement department says it must own all the technology created in your relationship, as well as enhancements to and development of that technology, it is time to call a well - seasoned licensing attorney to help you craft and negotiate customer license agreements and provisions that balance customer needs against possible leakage of your IP and your IP derivative works.

The «stakeholder model» is the idea that management balances the needs and desires of shareholders, as well as employees, customers, suppliers, and the communities where a company does business.

Even as national governments accept that the current taxation system needs to be altered, the path forward is fraught with difficulties, with some countries warning that a new levy could discourage digital use and push customers to products outside of Europe.

As he explains, it's important to balance the goal of delivering strong quarterly results against the need to develop durable customer relationships.

Similarly, mindsets surrounding customer success also need to shift: identifying and nurturing advocacy must become just as much of a priority as upselling and renewing.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five years).

What these people know — and what more Canadians need to understand — is that truly innovative companies tend to create more value as time goes on, as they shed the hype and tumult of the startup phase and gain the customers, experiences and processes needed to become global businesses.

«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.»

Think of this as the latest version of «retail revisited» — not as a fad or even a trend, but as a major shift in the ways that traditional retail space will need to accommodate new customer requirements.

The search giant said Tuesday that it would roll out several new data features specifically targeting the needs of businesses as well as tweaking its service for archiving data so that customers can get their old data more quickly.

Once, with a particularly odious customer I carefully explained that the freelance work I was doing was taking up twice as much of my time as I had originally anticipated and so I would need to be paid twice as much.

So when writing content for your business site, keep the needs of your customers in mind as much as your business goals.

With years of experience in a particular industry, «these types of entrepreneurs are not only very well positioned to feel what is needed in the market — as they understand it perfectly — but they are also usually pretty good at executing their business as they easily earn their customers» and partners» trust because of their credibility and legitimacy,» claims Soussan.

I've already mentioned some of the things that you need to plan for, such as global expansion and what systems you need to integrate with, but you should also think about whether you will be supporting multiple brands and products over time and whether your customer support solution can scale as you grow.

As far as Kholodekno is concerned, as long as the company stays focused on the needs of those customers, Questrade can't losAs far as Kholodekno is concerned, as long as the company stays focused on the needs of those customers, Questrade can't losas Kholodekno is concerned, as long as the company stays focused on the needs of those customers, Questrade can't losas long as the company stays focused on the needs of those customers, Questrade can't losas the company stays focused on the needs of those customers, Questrade can't lose.

They need to start recognizing customer service as a critically important representative of that identity and bearer of those messages.

It's easy for small companies to think of customer service as just a checkbox item, but to be competitive and offer a seamless experience as you grow, you need to look ahead.

In Harvard professor Clayton Christensen's well - trodden disruption theory, as a market leader continues to improve its product, it goes beyond meeting the needs of what some customers actually want.

If you can figure out how to get it from the customer perspective, how you can make it nonlinear, and understand the nonlinearity of it, as well as incorporate exogenous factors, then you have a chance at understanding potential unmet needs as well.

And who wouldn't like to serve a huge market connecting millions of customers having urgent technical needs, limited alternatives, and little concern about price with millions of highly skilled professionals who would love to be their own bosses, fill their days with challenging and diverse problems instead of bullshit make - work jobs, and have countless opportunities served up to them on a regular basis which they can pick and choose as they wish.

The two methods are far from mutually exclusive, however, as both seek to effectively serve customers» needs through a systematic, low - risk path to innovating in the face of uncertainty.

«With the leadership team and Abe as Chairman, the new company is well - positioned to drive this work forward and continue to deliver the solutions that meet the current and future needs of service provider video customers.

Bain offers some tips along with the study, such as determining what level of customization you need to provide, considering a smooth return process if necessary, and knowing the strategic value you seek — whether marketing panache, customer retention, or improved margins.