To stand out from the pack today, you need to tailor your products and services to meet the particular
needs of each of your customers.
There is less hardware that needs repair, and the responsibility for the grid often falls to the people that are on it, creating strong incentive to maintain infrastructure and get it back up quickly compared to a large, central utility which has to weigh
the needs of all of its customers.
We are dedicated to satisfying
the needs of each of our customers.
We work to meet the mortgage
needs of all of our customers — even if that means borrowing an amount above conventional limits.
I work hard to totally comprehend the distinctive
needs of all of my customers.
I persistently work to completely comprehend the special
needs of each of my customers.
I constantly work to completely comprehend the special
needs of each of my customers.
I persistently work to totally comprehend the unique
needs of all of my customers.
I strive to fully recognize the special
needs of each of my customers.
I constantly work to completely grasp the special
needs of all of my customers.
Not exact matches
But the company's real engine
of growth is in the fledgling wholesale and design side
of the business — something that never would have happened had White not been paying attention to his
customers»
needs.
The majority
of survey participants highlighted the
need to modernize technology to achieve the goal
of improving
customer satisfaction.
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.
This generation will demand the convenience
of browsing, shopping and receiving
customer service through mobile and social - media channels, so your strategy, from marketing to operations to human - resource management,
needs to consider this.
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.
Decision to wind down the pitch control portion
of the wind energy business in 2018, while continuing to support current
customer needs;
Learning the
needs of your
customer takes time and experience.
A coupon can definitely give a
customer the push they
need to try a new product and will hopefully be the start
of a beautiful new relationship.
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.
Finally, understand the economics
needed, from the
customer's point
of view, to consider your product worthwhile.
That could mean that consumer services won't be reliable enough, or won't be cost - effective if the carriers would
need too many cell sites to reach a critical mass
of customers.
Automation and technological enhancements we have made to our network over the last decade have enabled us to continue to increase the utilization
of our existing capacity while serving the growing
needs of our
customers.»
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.
Everyone on your team
needs to understand the importance
of happy
customers.
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.
You don't
need something that everyone on the planet will want, but you do
need enough
of a
customer base, or a recurring
customer base, to make it worth your time.
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.
Online reviews reveal how well a business is catering to
customer needs and desires, which is indicative
of a company's future prosperity.
In order to successfully create a public relations plan, you
need to gather a significant amount
of data about your target
customer and who they look to.
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.
Instead
of focusing on selling your product, offer expert advice on what's best for your
customers»
needs — even if it's outside
of your product offering.
According to Earp, this was a «long - term investment» to meet the
needs of customers.
Keeping the average workingwoman top
of mind through every stage of the design process is probably why almost half of Of Mercer's customers are repeat purchasers — the styles really suit her need
of mind through every stage
of the design process is probably why almost half of Of Mercer's customers are repeat purchasers — the styles really suit her need
of the design process is probably why almost half
of Of Mercer's customers are repeat purchasers — the styles really suit her need
of Of Mercer's customers are repeat purchasers — the styles really suit her need
Of Mercer's
customers are repeat purchasers — the styles really suit her
needs.
Over the next six months, we'll continue to meet the
needs of our present wind
customers and develop long - term support solutions for their products in the field.
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.
A better method is that whenever you
need to take a public, onstage
customer interaction private, do so in the hidden chambers
of the original contact channel.
Make sure you determine the viability
of your market presence right at the get - go, or you may find yourself without the
customers you
need to survive.
You'll
need employees with a very particular set
of skills to serve those
customers, and you'll
need an operating plan to guide your everyday activities.
Because
of Northway's and Smith's backgrounds, the Of Mercer cofounders understand the needs of their customer better (most designers at mass - market brands have never set foot in a corporate environment), and their designs reflect tha
of Northway's and Smith's backgrounds, the
Of Mercer cofounders understand the needs of their customer better (most designers at mass - market brands have never set foot in a corporate environment), and their designs reflect tha
Of Mercer cofounders understand the
needs of their customer better (most designers at mass - market brands have never set foot in a corporate environment), and their designs reflect tha
of their
customer better (most designers at mass - market brands have never set foot in a corporate environment), and their designs reflect that.
Remember, to master marketing you also
need to master the art
of storytelling and connecting with
customers through your content.
Now here the
customer is not in dire
need of your services; still, the social media marketing strategies employed, entice them.
Once the funding was in place and Smith had built up a team
of six employees, all that Cotopaxi
needed was some
customers.
Once they have all the
customer information they think they
need in their pockets, they turn their focus on the new batch
of customers.
I sometimes compare
customer service to a farm team in baseball — our new employees who start there have plenty
of fresh talent and energy, but may
need a little guidance to figure out how they can shine the brightest.
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.
A bigger sample than Desjardins» current roster
of 40,000
customers would also be
needed for telematics to provide a reasonable amount
of data though, and so far, consumer concerns about UBI devices are still riding high.
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.
Because clear communication is essential for effective functioning, it is necessary that each
of your employees understand what your clients and
customers need.
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.
Customer support teams
need to be aware
of the complexities and nuances so they can explain them to
customers.