Sentences with phrase «needed by customers»

Work Experience Customer Service (Emergency Responder) 06/2017 to 12/2017 NIPSCO... connection and disconnection of service when needed by customers.

The sustainability space and the thinkers who are driving it are an important part of this larger network of information needed by our customers.

APA, MLA, Harvard, Turabian and Chicago styles are frequently needed by our customers.

We, after all, are artisans and bespoke piece work is needed by the customer — even though the customer, may not actually require such craftsmanship.

Today, customer portal is the virtual branch for most Life Insurance companies, because it caters to almost all of the policy servicing options that are needed by a customer.

Tagged equipment items for accountability and tracking purposes, and excess property that was no longer needed by customer, and could later be assigned to another individual.

Worked with engineers to create the drawings needed by the customer.

Manage and schedule developer downgrades and upgrades, bulk seat moves and seat deployments as needed by customer.

Not exact matches

A customer would only need a typical router placed by a window to receive signals for Internet and TV service from a neighborhood - based cell tower.

Customers are all driven by different parameters, which means that you need to do a lot of listening and keeping track of the likes, dislikes and drivers of your customers» Customers are all driven by different parameters, which means that you need to do a lot of listening and keeping track of the likes, dislikes and drivers of your customers» customers» behavior.

They typically react (slowly at best) to three outside drivers: (a) their competition brings a new offering to market, and they need a quick competitive response; (b) their customers see and begin to adopt new processes and solutions, and the customers demand that their products and services conform to the new ways of doing business; or (c) they see a new tool, product, or service in the market offered by a new player and they quickly determine that this is a game - changer which they need to own (rather than try to build themselves) because they lack the internal capacity to do otherwise.

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.

Given the «very low barriers to entry» resulting in intense competition in the funeral services industry, Earp stressed the need for InvoCare to stay ahead by providing the highest levels of customer service and upgrading its facilities and product offerings.

ID badges are also important for customer relations as customers can easily spot employees when they need help, and it helps the customer connect better with the employee by instantly providing the worker's name and other key information.

Appeal to editors, journalists, publishers and producers the same way you would your best customers — by learning exactly what they need from you and how you can help them.

Regardless of size, companies can maintain their relevancy by following the lead of the more agile and engaged indie brands who are in lockstep with customers» wants and needs.

Because you need to spend those marketing dollars to create and nurture customers in a world where getting a slice of their attention is becoming harder day by day.

Again, by rearranging the store, companies force customers to wander through the store longer to find what they need, leading to customers buying more than they needed.

By being receptive to customer needs, business owners can increase customer loyalty to a brand.

Entrepreneurs can not afford to be held back by apps that don't serve their business's and customers» needs.That's why they need better support throughout the entire lifecycle of their app.

When customers trust that you're delivering a unique service and exceeding expectations to meet their needs, they will return the favor by willingly giving you their information.

Get a leg up on success by listening to customer needs and understand their experiences with your company.

Maoli knew logistics, but he needed extra help forming those personal connections, so he called an old friend — Gary Gabriele, a hospitality prodigy who had worked his way up from dishwasher to general manager of a local hotel franchise by the age of 21 — and asked him to run Flash's customer service.

You need to take the reins and make a connection between leadership and customer success by implementing policies that unify and educate.

The phrase «The customer's always right» may be true, but there is a better one to operate by: «The customer's needs become my needs.»

He chalks up the service's success with a broad spectrum of age groups to its ease of use and suggests that by keeping the less tech - oriented user firmly in mind, his company has tapped into a rich vein of customer need and appreciation.

By leveraging predictive analytics, companies can anticipate the wants and needs of their customers to create customized experiences — finely tuned for individual preferences.

By collating and analyzing the data, the site can craft a clear picture of each customer's needs, style and preferences.

The MBA team ultimately recommended that Howard get a Square Register, an iPad - based point - of - sale system that will allow his customers to enter their products, calculate the cost and pay by credit or debit card — still checking out without the need for a human cashier.

Why are they shopping with you, and how do you as a retailer satisfy that need, then add to it by continuing to target the customer with meaningful promotions?

Start by analyzing your market to determine what your customers» needs truly are, then develop a plan to provide a solution to meet them.

Dividing them by geographic region and keeping track of purchase patterns in order to anticipate needs will help you meet customers» specific wants and needs.

Think about the subject line, think about how to formally acknowledge the person, break the copy into paragraphs, avoid shouting by using capitals, make sure that your email is clear especially with what steps need to be taken from here for the customer if they would like to proceed.

For his IT crew, this means showing up on time, addressing customers by name, answering questions and checking whether customers need anything else before wrapping up jobs.

According to an internal company memo, unearthed by Advertising Age, the chain believed this was the «perfect food offering to address the needs of [a] very important customer to McDonald's» — millennials — and brought the McWrap, along with a marketing blitz, back to the States.

Though lenders don't like getting publicly bashed by customers — a major reason that some of its rivals don't provide ratings — they tolerate LendingTree's ratings because they need its leads.

There are some glitches: For example, there's a baker in Chicago who needs all baguette orders to be in by 5 a.m. for same - day delivery; if a customer orders baguettes at noon, we can't deliver until the next day.

Updater realized it would better serve its customers by establishing industry partners who could facilitate referrals when they'd be needed most.

High - level managers need to set an example by communicating about customer service issues, procedures and technologies on a regular basis.

The product, a powder called DisposeRX, is meant to be used by customers who no longer need their prescription painkillers or are concerned that someone else might take their pills.

To serve your customers by knowing and addressing their needs.

By providing relevant and practical content (via articles, videos, webinars, etc.) you fulfill the needs of potential customers while capturing their attention and staying «top of mind.»

Making customer service a priority by regularly communicating with customer service department (and the whole company) keeps everyone focused on the importance of customer service and sends the message company - wide that customers and their needs come first.

After developing an idea to meet an unfilled need, ad - tech startups should continue to set themselves apart from their competition by focusing on what the customer wants.

Co-authored by two Innosight senior partners and Aetna CEO Mark Bertolini, the article provides a framework for detecting five potential fault lines: Your business model, customer needs, performance metrics, industry position, and internal talent / capabilities.

The only way to know what your customers need and want is by asking.

In terms of lessons learned, Jerry Masino suggests using your franchisor's template and training, understanding customer service — «it's the cornerstone of a lot of businesses» — and making sure your location is right by hiring a corporate realtor to provided the demographics needed.

They range from meeting customers» needs by making tailor - made products and services, to harnessing the power of data to identify these needs.

Because the price is substantially lower and the customer doesn't necessarily need the level of quality guaranteed by the premium brand.

Any investment in a system that helps understand these indicators needs to be preceded by having deep customer knowledge.