Sentences with phrase «of high customer»

Detail driven professional with the continual goal of high customer satisfaction.

Effectively communicated subject matter expertise and high quality advisory solutions to clients and resulted in the achievement of high customer satisfaction scores.

Crew Member Pizza House — Blackfoot, ID 2009 — 2012 • Delivered pizzas and other orders in the absence of delivery people or in the event of high customer traffic • Backed up other team members during weekends and holidays • Maintained food supply and stock • Provided initial training to new team members

• Skilled in maintaining a calm demeanor during periods of high customer volume by ensuring consistent and constant customer services

• Able to depersonalize self from the customer while providing the highest level of high customer service.

Proven history of high customer satisfaction ratings, low hold times and the ability to help maintain a steady pace to every -LSB-...] Continue Reading →

Washington, D.C. (January 18, 2018)-- Today the New York Public Service Commission (NYPSC) passed a stop - gap measure to enable continued community solar development in three utility service territories in the face of high customer demand.

I first looked at Healthy Paws because of their high customer satisfaction ratings and the fact that they were rated # 1 four years running.

The reputation of high customer loyalty and extensive inventory has carried STG AUTO GROUP for over a decade.

This textile always present unique and trendy clothing that is just another reason of high customer favor.

Among online mortgage lenders, Quicken's Rocket Mortgage loan program proved to be the best available option in Washington based on its convenient tools, speedy processing and record of high customer satisfaction.

There's a reason that Ram enjoys some of the highest customer loyalty of any pickups on the road today, and it has everything to do with the fact that Ram trucks offer the dependability, capability, performance and style that truck owners require.

Our Sales Consultants are Factory Certified and have earned some of the highest customer satisfaction ratings in Central Wisconsin.

Apple also sent emails to iBooks customers within Australia and New Zealand that said, «We've gathered some of our highest customer - rated books, all of which are $ 4.99 or less (many are actually free).

They also have one of the highest customer service approval ratings.

Accompanied by some of the highest customer satisfaction ratings we have ever seen from a publicly available insurance company, Auto - Owners Insurance quickly climbed to the top of our ranks.

I have one of the highest customer satisfaction scores in the organization.

«This business model bodes well for the real estate industry in terms of higher customer satisfaction.»

Uniquely, as an employee - owned (ESOP) company, FBS staff has earned one of the highest customer service performance measurements in any industry (NPS Score 84).

Not exact matches

The moment marked a palpable change at CME, precipitating conversations about how the exchange could built a high - caliber product that could balance a number of customer interests.

But even in the case of 23andMe's home DNA kits, some question the morality of telling a customer he is at high risk for Alzheimer's when there's little the person can currently do about it.

The most successful salespeople and companies have high levels of repeat business and a continuous stream of new customers that come from referrals from their satisfied customers.

If they're too high, many of your customers will go to the competition.

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 safety and security of our Employees and Customers is our highest priority at all times,» the representative said.

Almost all of the gains on the wireless side were due to customers upgrading to higher - priced plans or adding more devices to their plans, as opposed to an influx of new customers.

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.

Barry Pellas, who oversees tech strategy and the development of strategic assets for digital transformation firm PointSource, points out that Amazon certainly could be using facial recognition to individually identify customers in its new high - tech store in Seattle, but does not.

Customer retention is an essential part of a service business model because existing customers are easier to upsell and more profitable than constantly acquiring new customers while having a high turnover.

Having a high volume of customer service and sales inquiries can be overwhelming.

Nothing speaks to this more than the fact that Tesla has the highest customer satisfaction levels and the highest percentage of customers who say that their next car will be a Tesla in the entire global auto industry.

No matter how good your presentation or how high the level of trust and credibility that exists between you and your customer, there's always a moment of stress or tension at the making of a buying decision.

Sometimes, small changes have a big impact on how customers perceive the quality of your service and make the difference between loyalty and high churn rates.

They justify their early focus on luxury goods by noting numerous high - end brands successfully expanded into the mass market by grabbing «customers hungry for a piece of the brands» cachet.»

In the 2006 proxy statement, Trump Hotels disclosed that it paid $ 87,000 «for the periodic use of Mr. Trump's airplane and golf - courses to entertain high - end customers» and $ 319,000 to «pilot and maintain» the jet.

Checkpoint HR is a popular choice among mid-sized companies, with customers expressing high levels of satisfaction.

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.

To meet her tribe's needs, Weiss initially zeroed in on an affordable selection of four skincare products — priming moisturizer, tint, mist and balm — none priced higher than $ 26 and all designed to help customers put their freshest face forward.

Though it is acknowledged that both retail giants failed to keep up with the times, they have also been accused of failing to provide adequate online presence or more importantly, competitive prices for their customers; what can be learned from the fall of two former high street giants?

And there were knock - on benefits in the form of improved health and safety performance, higher rates of employee retention and internal promotion of employees, improved productivity, reduced mistakes and waste, and improved customer service and satisfaction.

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 preserves high standards of excellence in serving its customers, investors and associates while maintaining a long - term relationship with Marriott International.

In UBS's recent annual survey of handbag shoppers, 72 % of customers had a favorable view of Coach, and respondents gave Coach higher marks for quality than Kate Spade or Kors.

A higher degree of diversity seems to translate into better problem solving and decision - making, higher creativity, and more innovation, as well as improved understanding of customers.

And the Wall Street forecasts that Apple met were a result of weeks of analysts reducing their projections based on fears the higher priced iPhones might scare off some customers, particularly in emerging markets.

Lots of online activity will raise a small company's profile and mean a higher ranking in Google search results, bringing in more, and bigger, customers.

He is the co-founder of Blank Label, an award - winning luxury menswear company, and leads marketing for Receiptful, a platform to supercharge all customer interactions for eCommerce stores, and Tenfold, a seamless click - to - dial solution for high - performance sales teams.

Overcoming customer objections in an ethical manner is part of those high - quality service efforts... no matter what product a firm is offering.

A strong competitive positioning strategy requires a realistic view on the size of the market and how you plan to deliver value to your customers at the highest level possible.

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.