Sentences with phrase «one at no cost to customers»

As for the solution: «Dealers will replace the steering wheel bolt on the vehicle with a longer bolt with more robust thread engagement and larger nylon patch placed properly for proper torque retention — at no cost to customers.»

Ford dealers will test the cooling system, replace the cylinder head gasket and may replace the cylinder head, as required, at no cost to the customer.»

«Datsun is conducting a voluntary recall campaign on certain India - manufactured Datsun redi - GO vehicles to inspect the fuel hose and fix a clip at no cost to the customer,» Nissan Motor India said in a statement.

The automaker says a new one of improved design will be installed at no cost to its customers.

All repairs will be at no cost to customers.

For this recall, Honda is expected to have its dealerships inspect and replace the airbag module on the passenger seat at no cost to the customer.

Honda Car India has said that it will voluntarily replace Takata passenger front airbag inflators, at no cost to the customers.

Ford dealers will inspect and adjust the parking brake as needed at no cost to the customer.

Lexus dealers will replace the vacuum pump with a new one at no cost to customers.

CIBC said the new service would come at no cost to customers.

With each order a customer can make a 5 % donation to one of our participating organizations at no cost to the customer.

American Income Life Insurance Company also offers several products at no cost to its customers.

«Every Eastlink device will either be unlocked or come with an unlock code on December 1, at no cost to the customer.»

If it has, Samsung will open up the device, take out the old battery, and put in a new one, at no cost to the customer.

Most training options are available at no cost to customers and we have flexible programs to meet a variety of audiences, business models, and objectives.

Not exact matches

But advertising costs to reach the general public ran too high, especially since individual customers tended to use it once in a while at most.

Said Connie Steele, director of Network Solutions: «Social media can be the best friend for small business owners who constantly seek new ways to attract new customers and retain the ones they have at a relatively low cost.»

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.

Companies can also track how much it costs to service a customer, says Robert Krider, a marketing professor at Simon Fraser University's Beedie School of Business.

The goal is to connect customers at much lower cost than is required for today's wired high - speed data services.

In every case a huge amount of fixed costs up front is overwhelmed by the ongoing ability to make money at scale; to put it another way, tech companies combine fixed costs with marginal revenue opportunities, such that they make more money on additional customers without any corresponding rise in costs.

Imagine what that would do to your pricing models — and more importantly, your ability to deliver a quality product or service to customers at a dramatically lower cost.

Indicate what late fees you'll charge, if any; that the customer is responsible for any attorney's fees or collection costs incurred at any time, either during or prior to a lawsuit; and the venue where such a suit would be filed.

Because Walton's business model revolved around lower costs and uncanny customer service, it was imperative to build a highly motivated, passionate staff at each and every location.

It's far easier and less expensive to sell to existing customers than to acquire new ones, Herjavec added, so maintaining a robust customer mailing list is a good way to increase your revenue at a low cost.

At the crux of the marketability model is the ratio of the lifetime value of a customer to the cost of acquiring a customer, or LTV / CAC.

The higher - quality burgers cost substantially more, with a customer burger with a drink and fries coming in at around $ 8.29, according to USA Today.

then if nothing on your ad page attracts the client within milliseconds, they turn the page again and you are done and over with, ready to be fish - wrapping paper, while if there are other ads on the page, or some article text, it gives the reader a reason to stop at that page, and then your ad has a higher visibility and ability to intrigue the customer, giving it several times the mental real estate and visibility than an ad costing thrice as much.

After all product freebies or discounts on services will come at little or no cost to you but the profit from these freebies will be immeasurable with countless returning customers and heart felt, positive reviews that entice newer ones.

Do they possess desirable traits to engage customers, or do people avoid being around them at all costs?

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

How can you use the assets of your customers as free supply at zero cost to your business?

If, at the end of the 12 months, a customer wants to try a new phone or tablet, they can upgrade without the typical costs.

And then there are all the other costs associated with running a business that grows a crop, harvests it, packages it, transports it, stocks it and sells it to customers at retail locations.

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.

Thanks to the treaty, she says her four - year - old El Monte, California - based company is able to sell products at a cheaper price than it would cost customers to rent tuxedos and formal dresses for little tykes.

More Money, More Problems Customer satisfaction at online lenders is still pretty low, «in part due to high costs,» Mills and McCarthy write.

Executives tearing their hair out at the cost of customer support and the apparent inability of the call center to upsell anything.

Amazon sweetened the deal for customers by adding, at no cost, access to streaming shows (which are built into the interface of the media device they sell).

A common practice has been to invest in customer acquisition at all costs, which assumes that churn is inevitable, and the best way to overcome it is to add tons of new customers.

The company at one time had bold ambitions of having 1 million customers by 2018, but began scaling back its plans at the end of 2015 as costs for funding that growth mounted and demand began to slow.

Simply put, eliminating the headphone jack might have given Apple an opportunity to leverage the intellect within Beats and at the same time, find ways to drive more customers to a division that cost it billions of dollars.

But by 1974, with fuel prices soaring and development costs estimated at $ 2 billion to $ 3 billion, Boeing's partner in the project, International Husky, couldn't find enough customers for the 754, and the project was canceled.

That meant selling all things to all people, and building a massive number of loyal, repeat customers — at all costs.

That includes more marketing aimed specifically at Hispanics, who remain loyal Avon customers, and offering a smaller array of products to reduce production and printing costs.

You have to save costs without detracting from your ability to bring in new customers at a future date.

Employing these three strategies in your business will compound growth by reducing customer acquisition costs while, at the same time, allowing you to sell a broader product set to help your customers and solve problems important to them.

The complaint alleges that company A would give in to the threat, pay AT&T / Time Warner more money for Turner programming, and pass those higher costs (or at least most of them) along to its customers.

It's an effective way to engage new and existing customers at a very low cost, he adds.

A company can be on the forefront of technology, ahead of the curve in customer - service innovation and functionality, but if these things are done only to cut costs and serve corporate interests, the organization is at risk of neglecting customers and their needs.