Sentences with phrase «over customers by»

By offering the convenience of automatic transmission at an affordable cost and with fuel efficiency on par with manual transmission, Celerio won over customers by fulfilling a latent need.

Some try to win over customers by offering high - end features at a bargain price.

«We are winning over customers by providing a superior shopping experience, rather than by limiting the options of brands or consumers.»

Why it's hot: McDonald's has been winning over customers by overhauling its menu and adding all - day breakfast, as well as new versions of the Big Mac and a fancy line of «Signature Crafted» sandwiches.

Not exact matches

The trick here is having control over who's able to post Tweets to the company account as disparaging remarks about customers are most likely to be made by bored, uncommitted hires.

«The service revenue, bolstered by 100 million new customers year over year — bringing paying members to 270 million — accelerated dramatically, and the expected big guide - down didn't occur, even if the rumored $ 400 billion buyback didn't occur, either,» Cramer continued.

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.

By attending these events, over time you will gain a variety of contacts, as well as potential customers or clients.

But by buying Aetna, the third - largest U.S. health insurer with 22 million members, CVS is likely to go much further into customer care at its stores over time.

The lawsuit also claims Southwest Airlines «placed profits and business over the safety of its customers» by not removing or warning passengers about the «dangerous engine» on its Boeing 700 - 737 fleet.

The couple have struggled over the years from almost getting shut down by the police, to losing their home and dealing with the wrath of angry customers, but stuck with it and became multi-millionaires!

By merely including those items as rewards in game play, customers walked away saying «I didn't know they also made Sabra» and over 90 % of the people who engaged tweeted photos of themselves playing the game with the brand extension.

Now, according to this report on the Wall Street Journal, there are so many new alternative lenders, supported by the billions of dollars from venture capitalists, that they're tripping over each other for customers.

Complaints from customers have dropped by nearly 28 % over the past six months, according to a mid-year report from the Commissioner for Complaints for Telecommunications Services.

(By 2008 the company settled a lawsuit and a complaint from the Federal Trade Commission, agreeing to pay back as much as $ 30 million to its customers over the sketchy claims.)

The newly merged TD focused on winning over its 3.7 million Canada Trust customers by adopting many of those service innovations.

While originally there was skepticism over if customers would be willing to pay the delivery fee required by UberEATS, McDonald's say that it has been impressed by demand.

A graph published by analytics company BlockSeer suggests customers withdrew over half of the $ 1 worth billion bitcoins stored in Coinbase's «vault» storage service:

The deployment of such technology is the latest move by a Canadian bank to beef up its digital capabilities as customers increasingly conduct their banking on mobile phones and computers, rather than over the phone or in a brick - and - mortar branch.

By analyzing customers in this way, you can see if the product is still popular over time.

We see the social proof — JetBlue continues to win over repeat and new customers by its consistent efforts to meet customer demands, a cornerstone of its brand.

After all, GoDaddy's main customers are small businesses, over half of which, Irving says, are run by women.

And by offering installment plans, Apple and its carrier partners can help customers spread the cost of an expensive iPhone over on or two years.

She took over in 2008 and grew Lululemon's fanatical customer base by fostering trusting relationships with employees, allowing them to design and run their locations to best fit their communities.

However, in 2013, the US Department of Justice successfully convinced 100 Swiss banks to cooperate with it by handing over information about US customers suspected of evading taxes.

The great thing about cloud computing is that by the nature of the model, where you can sign up for our product and buy it online if you want, is we have customers in well over a hundred countries.

Harvard professor and business founder Clayton M. Christensen argues that to find success, you should change your common perception of how to conduct business by not always listening to your customers and how to know when to pick a smaller market over a larger one.

So much so, in fact, that a study by Zendesk found that 92 % of customers feel satisfied after communicating with a brand over this channel.

It's the sort of rapid gearshift that few companies ever experience, much less master: over the course of about five years, FouFou Dog (FFD), a Markham, Ont. - based dog apparel firm, has seen its revenue grow by more than 800 % — a steep growth trajectory matched by the company's shift from providing very specialized boutique goods, like jewelry and booties for small dogs, and to a far wider range of products suitable for mass merchandisers and large offshore customers.

The first quarter year over year revenue comparison was negatively impacted by approximately $ 184,000 due to the adoption of the new revenue recognition standard (ASC Topic 606) as well as the loss of a large customer, representing revenue of approximately $ 800,000 in the current quarter, which was previously announced as lost in Q4 2017.

As sales of diamonds have slowed globally, trade associations such as Diamond Producers Association have attempted to win over millennial customers by retooling how the jewels are branded.

Many cable competitors have come and gone over the years, done in by the expense of wiring every customer's home.

The code effectively makes three - year contracts moot by requiring carriers to divide up the cost of customers» phone subsidies over a maximum of 24 months.

By asking customers for their ideas and opinions, a business or organization relinquishes some control over the online conversation about its products or services, but your customers are talking about you anyway.

A new project - management tool startup, SpringSled, has been able to acquire over 138,000 users before even launching their product by simply offering users who refer five or more customers with an early, free one - year access to the finished product.

In the study, which examined over 12,000 customers of 212 clothes stores over 12 months, moving up one point on a 7 - point identification scale increased spending by $ 124.39, even when other factors like satisfaction, income and prior spending were kept the same

In a Chinese social media post on Saturday after calls for a boycott by some internet users in China, Balenciaga said it sincerely apologised to all Chinese customers and other shoppers over the incident, which occurred on Wednesday.

By creating four engaging video advertisements and using influencers, such as Tyler Posey, Hannah Simone, Jana Kramer and Peyton List, the company was able to reach over 12 million customers across the world with its new collection.

In an era where connecting and engaging are highly sought after by customers, women have a very distinct advantage over men.

The New York - based company, backed by $ 54.4 million in venture funding, caters to what chief executive Jennifer Hyman calls the «woman 2.0,» a customer who values experiences over possessions.

The deal is also opposed by an array of consumer groups and smaller television networks on the grounds that it would give AT&T too much power over the content it would distribute to its wireless customers.

By getting some external help with the details, you can focus on the big picture and create an experience your customers will remember long after it's over.

For example, by tracking where our new customers are calling from using CallCap (a call tracking service) and our internal CRM, we managed to identify that Yelp reviews made us $ 1 million in new sales over just 10 months.

«We're doing so by giving back to our customers who have helped us lead the way with digital innovations over the last 20 years.»

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.

United said this week its chief executive met with the Chinese consulate in Chicago over the possible impact to bookings from a customer being dragged off a plane but it was too early to tell if business in China had been hit by the event.

Pairing on - premises computing with cloud data centers is an example of what techies call «hybrid cloud,» and is seen by most tech vendors — other than Amazon — as a key advantage over Amazon, which is mostly about moving customer data and applications into AWS facilities.

Today, Gusto is used by more than 25,000 small businesses, which is over 0.5 % of all employers in the US, and they have expanded both their product functionality and customer base.

What the console industry doesn't want to have happen though is to be taken by surprise, where customers get ahead of the curve and hand their business over to other players almost entirely, as happened with the music industry and the rise of Apple.

By putting a huge emphasis on customer service, Amazon made sure consumers trusted the site in its infancy, and over time, it has become a one - stop shop for (almost) every ecommerce shopper's needs.