Sentences with phrase «not value their customers»

Don't spend your hard earned on money on a game from developer who doesn't value their customer's time.

It just goes to show that I'm not a valued customer at Capcom, I'm just another dollar sign to exploit.

Not exact matches

Also, customers are less likely to do business with a company if they don't respect its values or leadership.

Reading it might be worth considering if this is a subject you're not familiar with, not only for the inherent value in expanding your horizons, but also as greater empathy has been shown to improve leadership, further customer understanding, and help teams work together better.

On the other hand, over-pricing is a sign that your customers do not perceive the value of your product as indicated by your price.

Mobile websites don't offer any experience, nor do they add any value to the customer.

At the end of the day, it's not about if sales development reports to sales, marketing, or the CEO, it's about what's working to communicate your brand's value and how your company provides a solution to a problem that your customers are facing.

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.

In a business environment that no longer values brand loyalty, winning over long - term customers creates benefits that entrepreneurs should not undervalue.

A report by Aberdeen Group finds that businesses with social customer service experience around 7.5 percent year - over-year growth (compared to 2.9 percent without social customer service), so don't underestimate its value.

This not only keeps loyal customers alert, but it also provides an immense value by making the app worth having for potential travelers.

The rule of thumb when it comes to how much you should spend to acquire a new customer is that you shouldn't spend more than 25 % of the lifetime value of that customer.

As an example, about a year after VMR was up - and - running, everyone told me to invest in brand awareness but building a brand has little value if your flagship product can't evolve for your customers.

«A lot of these companies have great promise, but not that many of them have converted that promise into great customer value,» Maxwell says.

While laying out millions of dollars for advertising may pump up revenue, it's a money - losing strategy if your company can't turn those dollars into lifetime customer value.

We all need to have a really good, customer - centric «onboarding» process that not only shows just how professional an organization we are but also shows just how much we value our new customers.

«We had Extra Value Meals, plus we had Dollar Menu, [which was] rather confusing not only to customers but actually kind of confusing to us,» said Tim Fenton, then McDonald's chief operating officer, on a January earnings call.

No matter how much time, effort and money you've put into building your website, if you're not getting traffic, the value of your site drops because of all those potential customers who never see it.

Although your startup is not as big as Google, it shines some light on the fact that downtime is costly as existing customers are shut off from the value they're paying for, prospects are lost, and partnerships tarnished.

In general, less commitment is required on the part of the customer: it's easier and cheaper than ever to leave and seek alternate solutions if value isn't being delivered.

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.

As the telecommunication sector evolves, Legere said he would not discount the possibility of a merger, which he said could increase both customer and shareholder value despite T - Mobile being able to do so on its own.

Business should fundamentally be about creating value for others — be they customers, suppliers, local communities — and not just investors, he said.

«I want the world to know that Trump's values do not represent the larger Wharton community,» says Elea McDonnell Feit, former director of Wharton Customer Analytics Initiative.

John Mackey explains why you shouldn't «manage your brand» — you should take care of your customers and create authentic value.

It's deep stuff, and it doesn't mean that you have to dwell on this all the time as you're trying to do what you have to do to succeed: Identify important customer needs, create solutions, develop a compelling value proposition, gather necessary resources, build credibility, and lead your venture to greatness.

As Red Robin shares shed nearly 29 percent of their value, Cramer balked at the Street's response, saying that the rise of take - out and delivery is an «unstoppable trend» that will quash chains like Red Robin if they don't find ways to appeal to new customer bases.

This presents a huge problem, since the value of your customer should come from a long relationship, not their initial buy.

Give your customers something of value, even if you don't sell online.

For the vast majority of all other companies, however, we do not have (and probably do not want the kind of) the brand equity with our customers to allow us to wear pajamas in a professional environment, so it could greatly harm the value we are trying to convey.

Of course, you have to target customers that value this kind of service and not every client does!

If you're not sure how you can add value through content marketing, ask your existing customers or list members what kind of content would be helpful to them.

Conversely, knowing which high - value features that customers who renew use — and don't use — the most will help you decide which ones to invest in.

After all, if your business doesn't offer a solid value proposition — otherwise known as the reason why customers buy what you're selling — then it's dead in the water.

If you don't understand the context of your customer journey you won't know if the content you're sharing is delivering value at the time it will have the best impact.

Storytelling has a clear and essential value in marketing — and no, it isn't simply meant to string customers along on some fantasy.

It's not to create distance between the traditional service rep title; it's a clear - cut way to show how the company values support and what they expect this department to achieve (not placating customers, but truly making them happy).

If this seems like a large investment to you, remember that you're not just dealing with single customers; you're also showing other current (and potential) customers how much you value the individual.

Buckley decided that if customer requests were to be truly valued, «we can't keep measuring them just on whether they met their sales target.»

And the other flipside to that is that you'd not be able to build loyalties, thus restricting the opportunity to earn more from the same customer — or have an increased Customer Lifetimcustomer — or have an increased Customer LifetimCustomer Lifetime Value.

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.

But if boards take steps to properly align executive incentives around sustainable shareholder value growth — not one - off quarterly or annual gains — everyone (customers, suppliers, employees, shareholders, executives and outside stakeholders) will be better off.

Customers can easily identify with the goals and values to decide whether or not it's the company for them.

Sure, your talented sales professionals should already be confidently communicating your value proposition to customers, but there are always going to be some leads that just aren't a good fit for your product.

It's back to our core values - if we aren't serving our customer well, we aren't solving a problem.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

When you stand out from the competition by offering something of value that your competitors don't, you give your customers a better reason to choose your product or service.

We don't see the value hammering on our customers to buy our first product when the system allows you to make a change.»

If they are not yet ready to give you a confident «yes,» spend more time educating customers about the value you offer.