Sentences with phrase «of delivery to customers»

This mix gives the company a great advantage; it not only controls the means of delivery to its customers, but also owns some of the best content they watch, read, or listen to.

At Chit Chats Express, it is our mission to reduce your US and International shipping costs, increase the speed of delivery to your customers, offer a one stop shop for reduced cost shipping supplies, provide fulfillment and bulk shipping options, and provide you with the necessary tools and support to dramatically increase your online sales.

In logistics, the last - mile of delivery to customers is the most expensive.

Not exact matches

Amazon will be offering free two - hour delivery of Whole Foods products to Amazon Prime customers in select cities starting Thursday.

West Fraser, a supplier of lumber to Home Depot, said it was ensuring deliveries to its customers were as regular as possible.

We believe our focus on food innovation and customer experience, together with the execution of strategic priorities in digital and delivery, has enabled us, and will continue to enable us, to build a stronger Yum China,» said Joey Wat, CEO of Yum China.

Initially adopted for a specific methodology of software development, agility can be applied to project delivery, staff management or even relationships with customers.

As consumers, particularly those in the millennial age bracket (people born between 1977 and 2000) increasingly seek out alternative modes of healthcare delivery, such as telehealth, Oscar can direct its engaged customers to partner hospitals and clinics, driving up usage and revenue rates at these health systems.

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.

This means attention must be given to the importance on the service delivery thereby increasing the number of jobs for vendors, smarter use of technology for automation and analytics so as to make the operations and in - turn overhead expenses leaner thereby building a sustainable solution for both the customers and service providers.

One such solution was «productisation» of these services into subscription packages to offer a standard experience in terms of prices & service delivery quality regardless of the type of infrastructure, service, customer or vendor.

Large though that figure may seem, analysts say it's within investor expectations: Delivery Hero, which brokers deliveries from a network of restaurants or brings the food to customers» homes via courier, was most recently valued at between 3.5 billion euros ($ 3.9 billion) and 4 billion euros ($ 4.1 billion), when it raised funding from Naspers, a South African e-commerce company.

Clients» feedback can relate to different aspects of a business: customer service, quality of products, delivery services, complaints, desired improvements.

A senior product manager role advertised on Tuesday called for a candidate to shape the future of same - day delivery and «drive large worldwide projects with huge customer - facing and financial impact.»

Establishing a framework for your employees to tackle the nightmarish process of notifying customers and reinstating timely delivery of products and services after a disaster is an essential long - term strategy for your business.

For example, the perception of high delivery fees is a significant barrier in getting customers to complete purchases.

According to a September survey by RBC Capital Markets, just 4 percent of Amazon customers used same - day delivery, but they spent 15 percent more than others.

This year the firm added a small range of chilled and frozen items to its Prime Now service which offers one - hour delivery to customers in eligible postcodes in London and Birmingham.

The last step of delivery — brining a specific item to a specific customer — is often the most expensive.

For example, the authors articulate Amazon's value proposition as: «Amazon is a super-aggregator of vendors and customers, giving people a compelling, one - stop online shopping experience with easy access to products, information, and friction - free delivery.»

Starship Technologies, the startup that makes cooler - sized delivery robots that roll down the sidewalk, is partnering with Domino's Pizza to deliver pies to customers in Germany and the Netherlands who live within a one mile radius of local stores.

So she came up with a solution and started Floom, a London - based online marketplace dedicated to connecting customers from all over the U.K. who want unique and seasonal arrangements with local, independent florists who can provide both a bespoke work of art and same - day delivery.

Starship says it hopes to get the cost of a delivery down to $ 1 for the customer.

Customers can subscribe to regular delivery of Nima capsules at a cost of approximately $ 5 per test.

In February, Amazon said that it would offer free, two - hour Whole Foods deliveries to Prime customers who live in Austin, Cincinnati, Dallas, and Virginia Beach, with the promise of more cities to come during the year.

What's more, same - day delivery is a way for Walmart to get more business from New York City customers, a market of 8.5 million people that doesn't have a single Walmart location.

That way you don't have to invest in stock or take care of delivery and customer service.

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.

For all the fear and loathing directed its way, Amazon has won almost every fight it has ever picked on the strength of Jeff Bezos's indisputable desire to providing the fastest delivery, lowest prices, widest selection and best customer service on earth.

«One of the most effective ways we are able to add comfort and trust to the customer's experience is by constantly talking to our customers — not only before and after a purchase is made, but after the delivery is made as well,» Norman says.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

The final version of the app will also ask customers to choose table service, counter or drive - through pickup, or curbside delivery.

Fast food delivery has become a growing trend as restaurant chains try to boost the convenience factor of their food to keep customers satisfied.

Tesla's innovations to date have included new ways of selling (no dealerships), groundbreaking technology (autopilot self - driving capabilities), and even financing (persuading customers to make deposits far in advance of delivery).

Once BloomThat expanded from San Francisco to the greater Bay Area, then Los Angeles and finally New York, the company learned that providing on - demand delivery to customers in three of the country's largest markets was going to put them out of business.

From message to delivery to customer service, every element of your company has to align with your story.

To use the service, Target customers pay $ 99 annually for an unlimited number of deliveries.

«Delivery is yet another example of how we're using technology and innovation to respond to consumers» wants and needs, further evolving the Taco Bell experience for customers,» said Taco Bell CEO Brian Niccol in a press release.

About 10 days prior to Senigaglia's post, another Yelp worker published a Medium post complaining of low wages and poor treatment in her customer service role at Yelp food delivery subsidiary Eat24.

Of course, how an order reaches a customer involves careful strategic and tactical decision making, starting from the order to the in - store pickup or delivery.

«The majority of our shipments deliver on time» sounds as if you're the king of meeting deadlines, when in fact, you could be missing delivery dates on what a prospective customer would find to be a depressingly regular basis.

Amazon will charge U.S. customers $ 119 per year to join its free delivery Prime program starting May 11, a 20 % price hike in the popular offering that also includes access to a growing library of video programming.

Another service called WunWun, which offers free delivery of almost anything you can think of to customers in New York City and San Francisco, has expanded «everything delivery» to encompass Halloween costumes.

«By becoming part of the Amazon family, we'll be able to vastly expand our delivery capabilities and customer selection much faster, as well as continue Amazon's great track record of empowering sellers,» Souq.com Co-Founder Ronaldo Mouchawar said in the statement.

Like competitors Postmates and UberEats, among others, it provides a sleek mobile app and website for customers to browse and order, and handles the delivery by employing its own drivers — as contract workers, of course.

Amazon's grocery delivery service costs $ 299 per year, and delivers thousands of grocery products from fruits and vegetables to food from local merchants within a day or less to customers in metropolitan areas within northern and southern Calif., as well as New York City and Seattle.

On Thursday, he announced the sale of Envoy's operations, including its customer base, campus marketing teams and logo, to food delivery startup JoyRun for an undisclosed amount.

Each week, the delivery company provides its employees with a free box of the same fresh fruit and vegetables they deliver to their customers.

They would create ideas — submarine pens to pitch the movie The Hunt for Red October, foam rocks for the song «Like a Rock,» T - shirts for «The Simpsons» — sell their concepts to promotion - minded customers, and coordinate the manufacture and delivery of the finished goods.

JD.com, the country's biggest online direct retailer and Alibaba's top rival, said it tested delivery by drone to customers in four rural areas in what the company believed to be the first commercial use of such service.