Sentences with phrase «not sold to customers»

He pointed out that Apple's 77.3 million iPhone sold in the quarter included 4.2 million that were only added to inventory at stores, not sold to customers, the highest number ever.

To calculate GDP, you take everything the government purchases (G for government purchases), then add everything households purchase (C for consumption), then add everything businesses buy but don't sell to customers (I for investment).

Not exact matches

The company sold only 4.3 million handsets to customers, and the vast majority were older models, not the BlackBerry 10 handsets that were supposed to reinvigorate the company.

Medical marijuana dispensaries, online seed sellers, head shops selling drug paraphernalia, sellers of hydroponic equipment and so - called vapour lounges where customers are welcome to smoke their own weed make up a budding industry, not just in big cities but in suburbs and small towns too.

You must never relax in your prospecting efforts until you have so many customers that you don't have enough time left in the day to sell and satisfy all the people who want to buy from you.

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.

In November 2013, the FDA sent 23andMe cofounder and CEO Anne Wojcicki a stern warning saying that the company's tests and health reports, which it was already selling straight to customers, were unapproved medical devices that hadn't been cleared by the agency.

«We got stuck with 35,000 Rock - Its that we weren't able to sell,» Lucash says, so they ended up giving them away free to customers.

In that case, Coinbase eventually let customers withdraw their share of the new currency, known as «Ethereum Classic,» even though it still does not allow it to be bought and sold on the Coinbase site.

The truth is that entrepreneurs too often get caught up in the details of the kinds of products or services they are selling to notice how critical it is to build relationships not just with your customers, but also with your vendors, employees and — gasp — even your competitors.

Lean manufacturing specialist Matt Girvan, founder of MAG Consulting, said: «Even during what is considered «launch» mode, if a company is selling its cars to customers, it should not be experiencing large amounts of rework.

Not only should you charge based on the product sold, but also on what your brand represents to customers.

Simply look at your customer base and your existing products, and ask «Who have I not maximized in terms of what I've sold to them?»

If you are reading from a script, most customers will be able to pick up the fact that you yourself are not invested in the product you are trying to sell.

Few businesses sell anything the customer can't buy somewhere else but customers who feel acknowledged and valued are less likely to shop around.

Good customer service doesn't have to do with the product or service you're selling — it's about building relationships and providing value.

Prior to me joining the company, the sales model was very technical - focused, meaning the team would sell based on the technical components of the product to customers (i.e. speeds of the product) and this just wasn't that interesting.

«Customers are not going to tolerate intrusive selling anymore.

Amazon prides itself on selling «Earth's biggest selection» of products, but a large group of Amazon customers doesn't have a laissez - faire attitude when it comes to one brand: The Donald J. Trump menswear collection.

The canvas bags created so many problems that clerks would tell customers that the Toms shoes were sold out, and sell them something else, because they didn't want to deal with the tangled mess created by drawstring bags.

As a Boston Consulting Group publication reported, «Grocery retailer Tesco has worked with its Dunnhumby business unit to build a big - data business that analyzes millions of customer transactions and sells the resulting insights about shopping behavior (but not customer - level data) to major manufacturers, including Unilever, Nestlé, and Heinz.»

In addition, it gives the designers a low - risk way of entering the huge petite market (over 47 percent of American women are 5» 4» and shorter), and the retailer the ability to provide customers more variety in a cost - effective way as they're not investing in inventory that may or may not sell.

Conrad's research also shaped the crucial decision to give away the Zenefits software gratis, with no contracts or hidden fees — a model he co-opted from insurance brokers who sell their business customers not only insurance but also payroll systems and other administrative solutions, sharing a percentage of the resulting profits.

And while both companies sell monthly subscription boxes to customers, don't call it a me too product.

And in this environment, it wouldn't even occur to most customers to wonder: Who's actually selling this?

KnitCrate uses social media not to sell product, but to attract attention to the brand and to communicate with customers.

Citigroup Inc., the nation's fourth - largest bank, said in March it plans to prohibit retail chains that are its customers from offering bump stocks or selling guns to anyone who hasn't passed a background check or is younger than 21.

Not only can you accept payments in 87 different languages, 2CheckOut also gives you the option to sell products to your customers in their own language.

«We're going to sell it to whole new customers who haven't been in McDonald's in a while,» says John Betts, McDonald's Canada's president and CEO.

Competition: With beauty giants like Sephora and Ulta capturing a large share of the market, smaller companies that aren't selling their own products — but offering skin consultancy services or product recommendations — could struggle to attract customers.

That is, not in the traditional sense, in which you try to convince a customer to buy your product or service and the more resistance you get, the harder you sell.

Financial services provider Pioneer Credit has sold $ 3.1 million worth of bankruptcy - comprised customer accounts if felt could not generate any further value, but none of the proceeds will be contributing to the company's full - year profit.

For whatever reason — low pay, high hassles, dislike for the work, or simple boredom from doing the same thing too long — you don't want to sell to this customer anymore.

But the launch didn't get quite the fanfare the brand had hoped for as many customers turned to social media to express disdain for the collection, claiming it was far too similar to some of the products sold at Outdoor Voices, an outdoor clothing company based in Austin.

When it comes to selling on LinkedIn, getting your professional headline right is key to not only getting «found» on the platform, but also to enticing potential clients and customers to want to learn more about you.

The startup, which has $ 51 million in funding from Sequoia Capital and Silver Lake Kraftwerk as well as Autodesk's Spark Investment Fund, now counts Ford as a customer in the company's early access program for its device, which isn't being sold to the general public as of yet.

Copy so good it not only sells products, but entertains, empathizes and makes customers excited to open their wallets or get in touch.

The Massachusetts - based Formlabs doesn't release information on the number of printers it has sold, the number of customers it has sold printers to, or company revenue figures, but Lobovsky did say the company employs 120 people full - time now and that its customers have printed more than one million parts total.

Dalgaard insists that CEOs can't understand how to sell products if they don't understand how to speak the language of their customers.

These companies typically sell computing resources from their data centers on - demand to customers so companies don't have to buy their own data center hardware.

Thankfully there are lots of great online mattress startups you can pick and choose from, but if you want a mid-range option that will provide lots of comfort, a great warranty, and plenty of customer feedback to parse through in order to make an online purchase more reliable, you've got some great options on Amazon — with most best - selling mattresses not exceeding $ 200.

Handle these customers as a priority — not just to give them something, but to sell them something.

«People come seeking investment but they haven't got any customers to prove that there's a need for what they're selling,» he says.

When Tripping.com's customer base wasn't interested in buying what it planned to sell, the company had to find a new model — and let go of the past.

«You need to let the customer know you're not there to sell or talk about the product,» Cardone says in this video.

That's why at the same time, businesses should begin working with their customers directly, enabling them to share amongst themselves and with a company via an insight community, a secure online environment where customers feel comfortable that their information isn't misused, sold elsewhere, or exploited.

Startup investors, Blank says, don't even look at business plans; they're not expecting a five - year forecast, they want to know if the product will sell, and how a company creates value for investors and customers.

When selling to highly competitive or secretive industries customer referrals can be hard to come by but that doesn't make your company second - rate by any measure.

As for the perceived barrier to selling clothes online because customers aren't able to try on the garments, the buying public appears to see none.

They asserted that they had no expectation that their product would be sold and marketed to New Jersey customers, and thus they should not be held liable under New Jersey law.