Sentences with phrase «needs of their customers for»

«We know the features of this Sprinter 4 × 4 van will fit the needs of our customers for years to come.»

Thousands of Cars, Trucks, SUVs, Minivans, certified pre-owned, and that's just the beginning.The Lia Auto Group has been meeting the automotive needs of our customers for over 30 years.After the sale, our highly trained service and parts professionals are here to keep your vehicle running in top shape.Lia would like to thank all of our loyal customers for making us one of the top 100 Auto Groups in the country.

The Lia Auto Group has been meeting the automotive needs of our customers for over 40 years.

Part of their efforts have been an in - depth understanding that their customer base is changing, as is the needs of those customers for news and information.

The app development for LAN and TAM will be prioritized and phased over the coming months based on what will meet the most immediate needs of its customers for the mobile channel, to ensure the best user experience and increased mobile engagement over time.

The business world has been focusing for hundreds of years on meeting the needs of their customers for goods and services.

Because Insurance Brokers Group sells insurance from California to Florida they need to have enough companies to meet the needs of customer for car, home, condo, renters, business, commercial and life insurance.

They've been meeting the staffing needs of their customers for over 10 years while specializing in all areas of permanent / temporary labor.

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.

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.

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.

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.

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.

Because clear communication is essential for effective functioning, it is necessary that each of your employees understand what your clients and customers need.

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.

An ESG may be a way for the company to tap a larger pool of candidates for leadership roles, to empower members of disadvantaged groups, to engage employees, and to gain a better understanding of customers» needs and wants while developing better relationships with stakeholders in general.

Follow up with customers to inform them of other products or services suited to their unique needs and give them a unique benefit for their return or referral.

In these cases, where the needs of customers are driving the pivot, gather relevant customer feedback and let the team hear it for themselves.

Dossa says he dislikes the traditional beauty approach of segmenting customers into different types — those looking for curl definition, or those looking for increased volume — because it ignores each person's unique needs.

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.

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.

That's key to drawing in new customers who might want a snack that fulfills key nutritional needs without committing to substituting a meal for a milkshake that tastes like «milk leftover from eating a bowl of Cheerios.»

Finally, you'll need to build a public portal for your customers where they can keep track of rewards and content earned.

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.

Netgear CEO Patrick Lo explained that the fast - growing Arlo unit needed to «aggressively acquire new users,» Wall Street speak for racking up big losses, while the rest of Netgear had to «deepen engagement» with an already large user base, a signal that customers would be squeezed with higher prices for more profits.

«If you're trying to build a tech community, be that a community of staff or of customers,» she says, «you need to live and breathe tech and everything that it stands for.»

Our algorithms for both Web and mobile can also tell us that the behavior of a certain customer shows he needs even more touch, or less touch, or a certain type of touch.

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

Terranova gives the example of car manufacturers that need to marry proprietary engineering data with customer feedback in order to build accurate predictive models for vehicle maintenance problems.

The fun name «does a lot of work for us» in sparking interest in Tangerine, Aceto says, but service at the customer level needs to be thoughtful and earnest in order to build a client base.

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.

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.

Many possess the same skills that are essential to leading a company: communications, strategic thinking, ambition, integrity, passion for the business and, last but not least, keen perception of customer needs.

5 SEO Trends Every Entrepreneur Needs to Know for 2014 The web is a crowded place, so taking advantage of SEO trends will help to ensure that potential and existing customers can find you.

Startups that decide to focus on foreign markets often feel the need for a physical presence in the country, in part to understand the needs of their customers in that area.

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 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.

Zappos has ordered a pizza for a hungry customer: Whether businesses do something thoughtful, reward loyal customers with a simple thanks or give away free products, they — like the NFL — need to keep fans at the edge of delight and deliver something unexpected.

Keith Hopper, CEO of Danger Fort Labs, adds, «Not addressing an important enough need that customers are willing to pay for.»

After outlining what drives customers to the category of high - powered yet user - friendly computing, Jobs goes on to identify NeXT's key competitive strengths against Sun, namely: the customer need for a specific custom app, the high quality of productivity apps offered, and a superior capability to communicate and network.

We believe that while many brands come and go, one thing that will never go out of style is the love we have for our pets, the extent we will go to get them what they need and the importance of being the go - to store for expert advice and best - in - class customer experience.

Ranson, who has led HomEquity Bank for the last 19 years, credits the company's success to keeping pace with the changing needs of its customers.

Most of the garage doors had been installed in private homes and it was unlikely that past customers would need a new door, but now the business offered a range of other products including kits to mechanize garage doors, pool fences, security lighting and alarms for garages.

For businesses, this has provided invaluable feedback to help them meet the needs of their customers better while developing deep and long - lasting relationships for succeFor businesses, this has provided invaluable feedback to help them meet the needs of their customers better while developing deep and long - lasting relationships for succefor success.

They must also have a strong understanding of customers» needs and empathy for patients.

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).

Federal regulators are poised to impose a $ 1 billion penalty on Wells Fargo for a variety of alleged misdeeds, including forcing customers to buy auto insurance policies that they didn't need, according to people briefed on the regulatory action.

You can grow without new products — AT&T sold essentially the same telephones for decades while becoming the world's largest telecommunications concern — but most small companies will find it difficult to grow at all, much less rapidly, without a constant stream of new products that meet customer needs.

When you find that network that really works for your specific type of business and your specific type of customer, then you need to really push on that network and take advantage of the opportunity.