Sentences with phrase «of any company product in»

A study by Creative Strategies and Experian found that Apple AirPods customer satisfaction is the highest of any company product in history.

Not exact matches

«We see a lot of companies come in with a lot of capital — really good business - minded people — but they're not enthusiasts or enthusiastic about the product they're selling,» says Cobb.

For instance, if a company has a different Twitter account for each of its products in different countries — and then different Facebook pages on top of that — the number of accounts the company has to maintain can add up quickly.

Today, Chinese companies must design, manufacture, and sell their products in order to capture greater portions of their value.

In many of these cases, the company that is actually receiving the orders has no idea that their dropshipper is selling their product through Amazon (and may actually prohibit selling through Amazon).

Performed online in January and February, the poll seeks opinions on aspects of a company's reputation ranging from product quality to governance, citizenship and workplace culture, among others.

Now was just one of a raft of new products Google unveiled at its annual developer conference on June 27, and the array of products demonstrated just how ubiquitous the company wants to be in your life.

«From an e-commerce perspective, having a unique and differentiated product is really one of the cores to success, not only in building a company but being able to scale [it].»

With some of the lowest - cost gas operations in North America, the company has a bold new plan to sell its product straight to industrial clients

WHEN Tasmanian forestry products heavyweight Gunns missed out on securing the assets of defunct agribusiness company Timbercorp, those vying for assets of another failed timber company knew they were in trouble.

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.

The company and its eponymous product, created by serial entrepreneur and technology expert David Gurle, is scarcely out of startup mode, but already it's making waves as a potentially disrupting new force on Wall Street, thanks in large part to support from some of the world's largest investment banks.

She's found a demand for her product, and it's located in hundreds of stores including Kroger and Williams - Sonoma, but despite strong sales, the company is drowning in debt.

In addition to banks and the alternative lenders, plenty of non-bank consumer finance companies also have begun to offer products.

Rhinehart says the company will keep working to improve the formula of its original powder, and that more open - source products are on the way in the future.

I'm not a big fan of the whole lean startup thing or even minimum viable products (MVPs) unless they've been previously market - validated, but there is a clear virtue in representing an initial solution which a company can quickly buy and bring to market — even if it's not comprehensive, industrial strength or the whole enchilada on Day One.

«As an entrepreneur, I have had products and services shut out of closed cable networks, and as a venture capitalist, I've invested in companies that would not have been able to innovate if these network were not open.»

Pebble is one of the first breakout successes from Kickstarter, where companies raise money from fans and supporters often in return for early versions of the product.

-- Elliot Tomaeno, founder and CEO of Astrsk PR, an award - winning PR agency that has launched more than 300 companies and products since being founded in 2012

Though Star Wars revenue declined slightly for Hasbro in 2016, the company said it is confident it will sell through inventory in the first half of 2017 as it ships more new products to retailers.

Roberto Torres, co-owner of the Black and Denim Apparel Company, discusses their successfully funded Kickstarter Campaign, how they found out about, and were awarded, several business grants, were featured in Entrepreneur magazine, and got their products in the Oscar, Grammy, and BET awards swag bags.

«The growth of our business depends in part on existing sellers expanding their use of our products and services,» the company says in the prospectus.

Shares of the company, which makes aluminum products used in airplanes and trucks, fell 17.8 percent as the company also said high prices squeezed margins across its businesses in the first quarter.

Consumer products companies, representing such categories as physical fitness and pet products, also had a strong showing, representing nearly a quarter of IPOs in the third quarter.

For media relations in particular, you want to create a series of signature stories about your company, products / services and employees.

He also bet on the product being successful and priced it based on what it would cost in the future if sales increased, instead of factoring in the high input costs that the company had to face at the onset.

In other words, if the company notices a shift in local consumer tastes, it can fire off a batch of new garb from a nearby factory and get product on shelves many months faster than the old way — a supply chain triumph given that Levi works two years in advance and uses more than 1,000 different finishes in a season, which lasts six monthIn other words, if the company notices a shift in local consumer tastes, it can fire off a batch of new garb from a nearby factory and get product on shelves many months faster than the old way — a supply chain triumph given that Levi works two years in advance and uses more than 1,000 different finishes in a season, which lasts six monthin local consumer tastes, it can fire off a batch of new garb from a nearby factory and get product on shelves many months faster than the old way — a supply chain triumph given that Levi works two years in advance and uses more than 1,000 different finishes in a season, which lasts six monthin advance and uses more than 1,000 different finishes in a season, which lasts six monthin a season, which lasts six months.

This model exists in many other countries, and we see local food - based businesses, bars and pubs, art and creative studios and other product based companies taking advantage of these models and raising on average about $ 700,000.

Likewise, customers will put their trust in your company and purchase more of your products; investors and potential partners will consider your proposals seriously; and vendors will want your business.

«Really the success of that product isn't how many people buy it, in our mind, but how many people don't buy it and choose another product,» he said, after the company reported better - than - expected profits for a quarter plagued by deadly hurricanes.

In addition to its web business, the company has over 1 billion users of its mobile chat products WeChat and QQ.

In a recent interview with Fast Company, co-founder and CEO Dennis Crowley explained this product is basically the holy grail of local discovery, and one that has the potential to turn Foursquare from a fun, though niche social check - in site, into a massive local data companIn a recent interview with Fast Company, co-founder and CEO Dennis Crowley explained this product is basically the holy grail of local discovery, and one that has the potential to turn Foursquare from a fun, though niche social check - in site, into a massive local data cCompany, co-founder and CEO Dennis Crowley explained this product is basically the holy grail of local discovery, and one that has the potential to turn Foursquare from a fun, though niche social check - in site, into a massive local data companin site, into a massive local data companycompany.

PepsiCo with 22 brands with $ 1 billion or more in sales now says the company's Pepsi - Cola trademarked products make up just 12 % of sales.

The clients I know who have succeeded on the platform usually devote a significant amount of time and resources to properly listing their products, understanding the nuances of the company's fulfillment and other services, participating in campaigns that have questionable profitability, analyzing reams of data that the service spits out in order to make adjustments to its prices and branding and working hard to live up to Amazon's stringent customer service guidelines.

He officially started his job in January amid falling in - store sales, a host of analyst downgrades, revised fourth - quarter earnings projections (the company slashed net revenue estimates to $ 515 million from $ 537 million), and a once loyal fan base raising concerns about product quality.

Marketing comprises everything a company does to attract and retain customers, which includes determining where and when a product is sold, its optimal price, how it's creatively positioned in consumers» minds, and even actual attributes of the product itself.

News of the impending job cuts came in the form of an internal memo released to employees on Tuesday, which stated that the decision to terminate positions was due to product delays, as well as a «tough market» and the company's need to conserve cash.

Keyword stuffing is a tactic where a piece of content on a business» website was written specifically to contain a high number of keywords related to the company's products, or other keywords related to the business, that the business hopes to rank for in the SERPs.

The company prints about a million business cards a day.It is a similar story throughout the broad range of others products, including brochures, catalogues and corporate reports.Such growth has not been without its problems.Expansion has meant six complete moves in 10 years and after being at Balcatta just a year, there is a need to move again — to more than double the size of just the print operations to more than 2,000 square metres.

We were in a board meeting for one of our EdTech companies and talking about the usual KPIs and basic business stuff and about how various aspects of the company's product development and enhancement efforts were progressing — especially how quickly we were moving to bring some of these new and critical features to market.

When a customer has a negative experience with a company or product and you do a good job of resolving it, they are more loyal than if nothing had gone wrong in the first place.

Perth - based confectionary company Yowie Group has tapped investors for a $ 32 million capital raising to fund an expanded rollout of its product in the US market.

In each of my former positions, I assumed entrepreneurial - type roles, whether that be managing product launches or guiding brand innovation for large companies in the food, credit - card service and automotive spacIn each of my former positions, I assumed entrepreneurial - type roles, whether that be managing product launches or guiding brand innovation for large companies in the food, credit - card service and automotive spacin the food, credit - card service and automotive space.

But the fact is that most companies need 5 - 10 years to hit their stride in terms of identifying the right market, product, and marketing strategy.

The real focus has been on Réno - Dépôt, one of the company's banners in Quebec, which expanded its seasonal merchandise and put a greater emphasis on big - ticket, high - end products.

Companies can now drive loyalty, and therefore higher lifetime retention and value, by leveraging convenience with even further granularity of access to products or information or both, giving specific customers specifically what they want every time, in a way that caters to their product preferences (and possibly their belief system).

The company sends monthly boxes with samples of beauty products to its subscribers, and the full - size versions of those products are available to purchase in its shop.

In the U.S., the company prides itself on its development programs for even junior positions like business analysts, who help co-ordinate the flow of product, and merchandising assistants, who work with buyers to choose which products to stock and negotiate costs with vendors.

Pony Ma's company, Tencent, has moved with the stealth of its founder this year, making a series of investments in Western companies that are significant, but not splashy: A 5 percent stake in Tesla, a 10 percent stake in Snap, an investment in Essential Products, and now, reportedly, a 10 percent stock swap with Spotify.

The gathering is intended to probe what companies from Johnson & Johnson to 3M to Samsung — as well as every leading consulting firm across the globe — have already discovered: that smart, creative, and bold «design thinking» is one of the most essential (if too - often - overlooked) pathways for companies to build better products, connect with customers, improve their collaborations, and make the day - to - day corporate processes that now drive most of us crazy less crazy - making in the future.