Sentences with phrase «on the customer for»

At issue is whether such terms are binding on customers for bogus accounts.

When you're relying on your customer for insight, you're either talking to someone at a level that lacks the authority or understanding of the business, or you're talking with someone who doesn't understand the implementation issues that you address.

If a business chooses to impose a surcharge on its customers for making a payment using a credit, debit or prepaid card, the level of the surcharge must not be excessive.

While this might turn away potential guests, the location's transparency will leave a positive, lasting impact on the customer for future visits.

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Kristine prides herself on the customer for life experience she provides for each of her customers.

Banks» terms and conditions which impose charges on customers for unauthorised overdrafts are subject to the test of fairness in the Unfair Terms in Consumer Contracts Regulations 1999 (UTCCR 1999), the High Court has ruled.

By the end of this compensation phase, Coincheck spent over $ 430 million USD equivalent of yen on customers for their stolen tokens.

The company says it will lean on these customers for input, and that this feedback loop will continually shape the user interface.

Not exact matches

White's customer is always «my woman» or «she,» who needs shoes for board meetings, silent auctions and running around on the weekends, not to mention for the opera or a bar mitzvah.

Strengthen Your Strongest Suit Customers decide where to go for services, products, meals, or whatever else they're ready to buy based on how well they believe businesses will address their wants and needs.

Indonesia's financial regulator on Wednesday removed cash collateral requirements for banks selling structured products, a move that Hendarsah expects will help make hedging cheaper for bank customers.

The passion these customers feel for the company rises to what we might call «tattoo - level» in that people love the company so much they are willing to permanently attest to that with some ink on their skin.

The wealth of data is so great — you might learn, for instance, that customers in Milwaukee typically spend three minutes on your site and use Firefox — that many entrepreneurs find it overwhelming.

So they might be missing out on customers who want to buy actual personalized products, and for whom recommendations may not be enough.

Whether those users are vendors or customers not directly looking for your product, you still get the benefits of having an influx of eyeballs on your product or service.

Apple prides itself on creating pleasing and intuitive experiences for its customers with products that are elegant, yet simple.

Direct customer feedback is valuable — especially for new and emerging companies — because they provide a significant opportunity to improve your company's experience early on.

In fact, it's imperative for effective and timely customer care, crisis management and finding opportunities to engage with your audience in an intimate, one - on - one manner.

By getting better at honing in on the language your customers are using, you'll be able to laser - target the strategies you execute and get more bang for your SEO buck.

Second, that kind of channel switching on the first response can be confusing for the customer.

On Tuesday, Delta Air Lines said it was expanding its booking platform for its private - jet arm, Delta Private Jets, to allow travelers to book so - called empty - leg flights, when a plane is repositioned to a destination where a customer has already booked a flight.

Businesses advertise on his cabs; not only does he get ad revenue, but his contract with the advertiser requires that they call him first for cab service for their customers.

In Inc.'s series of sales tips from the world's toughest customers, Kathy Homeyer, director of supplier diversity for UPS, gave a helpful tip on what not to do.

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.

If a Desjardins customer's driving data shows they are a less risky driver than most (driving less than 15,000 km per year, for example, or driving primarily between 5 a.m. and 10 p.m.) they can qualify for a discount on their insurance policy of up to 25 %.

Auctioneers faced an interesting dilemma: The Vancouver - based company, which organizes auctions for industrial equipment, was accumulating massive amounts of information on its customers and the items it was listing for sale, but it had no one on staff who could really dive deep and make sense of it all.

As long as you continue to focus on delivering real value for your customers, they'll likely appreciate what a subscription - based model provides them as well.

German industrial group Thyssenkrupp plans to open its own 3D printing center this year to manufacture products for its customers, a company executive said on Tuesday.

Beyond putting custom logos on products, as OrigAudio does, more companies in the future will be making products for customers on the spot using 3D printers.

By avoiding the task of employing extra staff members or handling operations such as payroll and web development, employees at a company will also be able to free up more time to focus on delivering their goods to their customers and carrying out the tasks that they were employed for in the first place.

Using this methodology, you iterate based on customer feedback at each step of the way, so that you know you're building a product, or delivering a service, that customers want and will pay for.

They established early on that their product had a certain value, and their customers so far have been willing to pay for it.

Qualtrics prides itself on making software that's easy to use: Once customers buy it, they can tweak and adapt it without having to ask Qualtrics to do it for them.

This was among the first so - called «on - pack» marketing campaigns that Jolly Time hosted that provided freebies to customers in exchange for them mailing in proof of purchase.

Charter has also agreed that the new company won't implement «data caps,» which are restrictions on the amount of data customers can use in a month, and hefty fees for going over the limit.

I'll come clean: For years, my company never had a customer service phone number on our website.

Early on, Legere had a line installed in his office to listen in on customer service conversations, which he would do for hours, often late into the night.

Seaport Global Securities analyst Josh Sullivan said for the company's upcoming long - term contracts - given its outlook on prices - it will have try to pass on price increases to customers.

«Out of respect for our customers and employees on both sides, Delta has taken this action to refrain from entering this debate and focus on its business.

For the data team, the main focus is on improving recommendations for customeFor the data team, the main focus is on improving recommendations for customefor customers.

The company also professed its neutrality in a statement Saturday: «Out of respect for our customers and employees on both sides, Delta has taken this action to refrain from entering this debate and focus on its business.

May 1 - Regeneron Pharmaceuticals and Sanofi will cut the net price of their expensive cholesterol drug for Express Scripts customers in exchange for greater patient access, with some savings to be shared with consumers, the companies said on Tuesday.

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.

Instead of focusing on selling your product, offer expert advice on what's best for your customers» needs — even if it's outside of your product offering.

The company on Friday reported a 2 % drop in organic net sales in its second quarter saying that a company it described as a «key customer» in North America had placed fewer orders for its namesake canned soups.

The company objects particularly to the idea that sales were a motivating factor: «Only McKesson's Regulatory personnel have the authority to raise a customer's threshold limit, and the compensation for these personnel has never been based on revenue or profitability targets for sales of controlled substances,» a McKesson spokesperson commented.

Ultimately, you want to make sure that your product isn't merely made of flashy features that have no staying power for the customer, and that is more helpful than what's already out on the market.

Custom tabs require some programming but are worth considering for any business focused on more than a very few customers.

Commenting on the results, Chip Childs, Chief Executive Officer and President of SkyWest, said «Demand for our product remains strong, and I'm proud of our professionals who continue to provide best - in - class operations to our customers.