Sentences with phrase «on as new customers»

Not exact matches

We heard you,» General Mills said in a tweet that included a montage of customers complaints on social media such as «Your new colors are an atrocity.»

The new software gave customers a reason to rethink their music subscription as Apple brought new features, including the ability to listen to friends» shared playlists (a popular feature on Spotify), to Apple Music with the new version of iOS.

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.

So, from the very beginning of my time on the customer service team, I faced a variety of situations where I was plunged into new territory as I scrambled to help users solve their problems.

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.

The on - demand laundry service announced that as of Monday, it's no longer accepting new orders and any outstanding orders will be returned to its customers, according to a post on the company's website.

In that case, Coinbase eventually let customers withdraw their share of the new currency, known as «Ethereum Classic,» even though it still does not allow it to be bought and sold on the Coinbase site.

In January, the #deleteUber hashtag trended on social media after customers perceived the company as having undermined New York taxi drivers» strike in protest of the Trump administration's immigration ban.

«They can focus on growing sales and on the customer experience as a result of this new era of technology,» he says.

On Black Friday, customers «aren't browsing per se for the newest and best as much as [finding] the deal,» says Phibbs.

As the business landscape is changing more and more rapidly — particularly due to the impact of new tech on customers expectations and staff behavior — being responsive requires a certain level of flexibility and vision from your employees.

Both Humber River and Mackenzie Health have adopted Ambiant as their figurative brains and central nervous systems; new customers in British Columbia and Alberta are also about to come on board, according to ThoughtWire co-founder and chief executive Mike Monteith.

For the newbie technology - driven Fintech entrants (entrepreneurs) For the new entrepreneurs aiming at offering value - driven services to demystify finance as a domain, and to raise quality funding from both angels as well as VCs, More's suggestion is to build a commercially viable and solid business proposition, then focus on customer experience and efficient execution.

Certain matters discussed in this news release are forward - looking statements that involve a number of risks and uncertainties including, but not limited to, doubts about the Company's ability to continue as a going concern, the need to obtain additional funding, risks in product development plans and schedules, rapid technological change, changes and delays in product approval and introduction, customer acceptance of new products, the impact of competitive products and pricing, market acceptance, the lengthy sales cycle, proprietary rights of the Company and its competitors, risk of operations in Israel, government regulations, dependence on third parties to manufacture products, general economic conditions and other risk factors detailed in the Company's filings with the United States Securities and Exchange Commission.

Apple is not promoting the new bands directly — many buyers say they are reading about them on blogs — but at least one customer says he regards the band as Olympics merchandising.

As Michael Dell, chief executive of the new, converged company, told Fortune on Wednesday, business customers need options.

As a new business, you'll want to focus on meeting the needs of your customers.

But just as he once dreaded losing that million - dollar customer, Richardson believes that Stave fans are anticipating his demise and stocking up on new puzzles.

As you develop new offerings, make sure your current customers are on board.

So, what you as a new business founder should learn from this is that you should focus mostly on your customers.

Since then, he's worked on both driving new processes and new products within Deloitte, as well as helping external customers do the same.

«Based on the current challenges in the power industry and a significant decline in orders, GE Power continues to transform our new, combined business to better meet the needs of our customers,» GE's statement said in flawless corporate speak: «As we have said, we are working to reduce costs and simplify our structure to better align our product solutions, and these steps will include layoffs.»

The coming changes, disruptions, and new technology solutions as well as the changing demands of your clients and customers are not simply head - on challenges - they're lateral attacks, competitive entries from adjacent markets, and newly - enabled ways of doing business that never existed before.

It didn't have as much success as the company hoped, and now the chain focuses on fish — like this year's new Fish McBites — to lure in meat - free customers.

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.

But extensive training for new employees on every aspect of the products you sell allows them to truly serve as the experts and provide a valuable service to your customers.

«For every dollar we spend on the banana car, we probably get $ 10 to $ 20 in return,» he says, citing a survey of new customers who signed up as a direct result of seeing the vehicle, which runs about $ 600 per month in operating costs.

This focus on lifetime value has created both a big job market (according to a search on LinkedIn, more than 2,800 «customer success» - related job openings exist), as well as spawned a hot new product market.

While some retirees find their worlds shrinking as work relationships trail off, Pedego dealers develop new friendships with the customers who join them on guided tours or group rides.

In fact, CarMax just launched a new carmax.com, focused on equipping our customers and making their shopping experience as simple and seamless as possible.

Imagine an organization where a senior leader develops a creative plan that has a profound impact on the entire organization, such as winning thousands of new customers or increasing revenue by millions of dollars.

As a first line of action, start healing the damage that was caused (if possible)-- post an apology on social media, broker a new deal with your vendors, give your customers a heads - up — do whatever is necessary is to preserve the company's reputation and minimize the effects to its bottom line.

They want you to think of the talented members of Assholes On Demand (AOD) as the X-men of methodically and effectively tearing customer service reps a new one.

If you're building an online store, be sure that the shopping systems can expand and tack on new features as your customers» needs change.

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.

John Riley of Fletcher Music Centers estimates that as he was getting his new program off the ground, he spent roughly a third of his day on some detail of getting the company focused on the new approach to its retiree customers.

There are also vertically integrated and direct - to - consumer brands such as Frank & Oak and BRIKA, which have introduced customers to specially curated merchandise for new and emerging retail categories — whether it's on a monthly subscription basis, or through an immersive in - store retail experience.

For instance, Google announced both Disney and Coke as new Google Cloud customers on Wednesday during its Cloud Platform tech conference taking place in San Francisco.

It will initially allow customers to trade in old Audemars Piguet watches as part - exchange for new ones, and then sell on the second - hand watches.

As Freshii grows, Corrin believes that to reach his target demographic, he'll need to reinforce the brand with outstanding customer service, by leveraging innovation, and by exploiting new technology, like an iPad app that allows you to customize your salad on the walk over to Freshii and pick it up when you arrive (which is currently indevelopment).

Store Assistant gives customers new capabilities, such as locating a product (down to the aisle and shelf) on a detailed store map.

I am looking forward to seeing how this inclusive mindset continues to grow and play out across leadership and business strategy — especially as we look into the new year toward Davos, which will focus on strengthening global cooperation and inclusivity across regions and industries, as well as how organizations communicate differently with customers to empower those around them to be agents of the change, not merely products of it.

First, as happened in Australia and New Zealand, if ISPs and content providers believe they can reduce costs by peering (i.e. not have to pay transit to exchange traffic) they can use this as a competitive tool to pass on zero - rated content to their customers, as opposed to those ISPs demanding transit payments to deliver traffic, which was particularly common when the countries could be reached only via one company, the incumbent operator.

As an entrepreneur you may not have cash to feed your team free lunches or offer a new bonus scheme, but just about every business owner has access to customers and internal beneficiaries of other employees» work on hand.

If you have a physical store, consider offering an incentive such as a small discount on new purchases to customers who will bring merchandise back in person.

Just as with technology companies, fast - food chains depend on flashy new products to keep customers interested, which is why we can surely expect more of these concoctions in the year ahead.

Share content on how your company works, what your client collaboration process looks like, and any concerns they're likely to have as new customers.

You may recall that on last quarter's call, we cautioned that the launch of the new Rewards program could result in some noise in our comp figures as customers and partners adapted to the program changes.

Rosenberg, who worked with Sony on the campaign, says that the company thought of the phone not just as a communication device, but as a tool that would help customers see the world in a new way.

Other big predictions include the possibility that the iPhone's «home» button will double as a fingerprint scanner on new models, offering an extra level of security for wary Apple customers.