Sentences with phrase «of value for their customers»

«If we do it right, we'll have a lot of fun, create a lot of value for our customers, as well as a lot of wealth and experiences for our employees,» he concludes.

best essay writing service have an objective to convey extreme level of value for every customer.

As the two largest online brokers in the United States, Charles Schwab and Fidelity both provide plenty of value for their customers beyond low - cost trades.

Your job is to build reactors that can take atoms and molecules, and turn them into someone of value for customers, using «waldos» and a great deal of bonding.

We will continue to invest and grow the Counsellink business in the future so we can keep delivering this kind of value for our customers.

Not exact matches

When customers engage with your company and team members, they leave with an impression of what your business stands for and what its values are.

Once my target customer was able to explain the exact value proposition of my product back to me (and was willing to pay for it), I believed I finally nailed the product - market fit conundrum.

Look for patterns to help you increase the lifetime value of each customer.

«Throughout Asco's history, we have been committed to delivering innovative and value - added products for our customers,» said Christian Boas, CEO of Asco.

The value of keeping a customer satisfied in many cases outweighs the loss on the returned purchase, which is why consumers can generally ask for a refund on just about any purchase — and usually get one.

McDonald's launched McPick 2, its new value menu, earlier this month, in which customers can pick two out of four items (mozzarella sticks, fries, McDouble, and McChicken) for $ 2.

And when analysts calculated how much Verizon had paid for each potential customer covered, the amounts were tiny compared to the value of spectrum licenses used to offer current 4G LTE service.

Value should always be defined around the customer, and in a well functioning health care system, the creation of value for patients should determine the rewards for all other actors in the syValue should always be defined around the customer, and in a well functioning health care system, the creation of value for patients should determine the rewards for all other actors in the syvalue for patients should determine the rewards for all other actors in the system.

For an airline, however, the true value of a secret fare is the chance to snag a rival's customer with a lower price — secretly.

Starbucks CEO Kevin Johnson has apologized profusely for the incident, a major black eye for a company that paints itself as espousing progressive values and which famously caused a controversy in 2015 when it sought to foster discussions of racial matters between its baristas and customers, an idea it quickly dropped.

For some of the trends and themes that I'll discuss over the next week or so (including the two below) you'll see that customer value is clearly at the core.

Ensuring that Harrods customers experience the service we are famous for, even during this busy time, shows them how much we value their visit to the store,» Michael Ward, managing director of Harrods, told CNBC.

For any e-retailer, the long - term growth objective has to be to gain and maintain a loyal base of high - value customers — a scarce commodity, no matter how compelling the brand.

In terms of being a headphone company's OEM for Shieldz, our goal is to show them the profit that can be made by offering this value add to customers.

This means looking for as many ways as possible to make the process and administration side of things really smooth and then find as many ways as possible to add value to the customer to make them feel incredibly appreciated in every way.

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.

The cards were chosen based on the quality of their customer service and their value for people with good to excellent credit.

United will adopt a «no questions asked» policy on permanently lost baggage, paying customers $ 1,500 for the value of the bag and its contents, beginning in June.

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.»

Its marketing slogan reads that Idealz is «a stationery and garment online store with a twist,» with the twist being its premise of creating three-fold value for the customer, the business itself, and people less fortunate around the world.

In their quest to create maximum value, Jad Toubayly and Easa Al Gurg have constructed Idealz as a platform that allows its customers (registered members) to purchase an item of clothing or stationery, which also gets them a complimentary ticket into a lucky draw for a luxury prize.

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.

At the end of the day, the more value you provide, the more willing customers will be to share their data in return for more personalized experiences.

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.

While companies are getting fined left and right for making unsubstantiated claims and misleading customers with their marketing, there are still those that know the value of putting authentic stories front and center.

Different Pricing Models Now that you understand what it costs you to provide a service, what your competitors are charging, and how customers perceive the value of your services, it's time to figure out whether to charge an hourly rate, a per - project rate, or try to negotiate a retainer for your services.

Imagination Technologies put itself up for sale after it lost 70 percent of its value after being ditched by its biggest customer Apple.

You should have very solid assumptions of the product features that deliver the most value and justify customers paying for your product.

For just about any growing company in this «as - a-service» world, two of the most important metrics are customer churn and lifetime value.

In June, Imagination Technologies put itself up for sale after it lost 70 percent of its value after being ditched by its biggest customer Apple, in a disappointing end to a once - great European tech success story.

Increasing your average order value will lead to higher margins, all else staying the same, because the cost of revenue for one customer who spends $ 100 is lower than the cost of revenue for five customers who spend $ 20 each.

For many of our customers, they place a very high value on their ability to engage directly with the company, visit the factory and spend time with ourselves and our dealers at events and through experiences.

Assuming the average spend per visit at these businesses is around $ 20, the average customer lifetime value of a typical small business is only around $ 50, but for the businesses with the lowest monthly churn rates, it could be 10 times higher -; or $ 200.

Pfund wrote: «we are gravely concerned about the unprecedented decision to impose significantly new charges on existing customers and reduce the value of the credit for excess generation.

We also offer an extensive portfolio of value - added solutions for customers, including investment banking, personal and corporate trust, global custody, transaction banking, capital markets, and other services.

But getting too far ahead of your skis, spending more than you can afford shooting for levels of unnecessary precision, setting standards that make no sense and add no value to your offerings, or trying to address too broad a set of needs and customers are formulas for expensive failures.

Those companies recognize a variety of employees for their part in adding value for customers.

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.

But over the course of time it's actually more attractive for Adobe because of higher lifetime value from our customers — they're paying us a little bit each month... and we ultimately do better financially over the long run.»

Most business owners forget to account for the fact that equity in a business grows as it gains market share and a loyal customer base, so make sure to account for the value of your business and its holdings as well.

He calls it «conscious capitalism,» a mode of doing business that attempts to create value for all stakeholders — employees, customers, community, shareholders — rather than sublimating the needs of the first three to those of the last.

New customers were being courted for higher - value projects such as complex point - of - sale display boxes.

He values it so much that when he launched his new messaging app for college students, called Islands, he rented a space in student housing at the University of Western Ontario so he could be closer to his potential customers.

By putting the emphasis on prices over value for this one weekend of the year, retailers train their newly acquired customers to (essentially) «dine and ditch.»

Instead of treating customers acquired over the Black Friday / Cyber Monday weekend as customers with long - term potential value, ecommerce businesses and retailers are taking a «flash - sales» - type approach to try to get more sales for just that weekend (and perhaps a few days after).