Sentences with phrase «over customers with»

Never one to compete on price (his cupcakes cost $ 3), Brown says he'll win over customers with superior taste (he says existing energy bars taste like sawdust and have a bitter chemical aftertaste).

«Our 3G network enables IREX devices to quickly access content in more places, giving IREX customers a distinct advantage over customers with other eReader devices.»

As the entry point to the Acura brand, the four - cylinder TSX has won over customers with its nimble handling, agile driving feel and balanced performance.

The Eclipse Spyder continues to win over customers with this unique combination of striking design, thrilling performance, high - quality convertible top and excellent value.

With its 1.2 - liter engine, it's certainly not bowling over customers with its massive horsepower, but its innovative MyLink interface uses apps installed on driver's mobile phones to add touchscreen functionality in a more streamlined, efficient package.

Retail Food Group's (RFG) Pizza Capers is trying to win over customers with a new twist on its regular range.

Since the drugstore deal, the company, which owns Loblaws, President's Choice and several other grocery brands as well as the Joe Fresh clothing line, has said it remains focused on winning over customers with lower prices and a bigger selection of fresh foods.

Though best known for its signature deep - dish square pizza, Jet's Pizza has also won over customers with its submarine sandwiches, salads, breadsticks and wings.

The problem is if RIM doesn't fix its problems and win over customers with its next round of products, there might not be another $ 20 billion in sales.

Not exact matches

The company launched a new campaign targeted towards moms, families and milliennials encouraging customers to put the phone down, and enjoy some face time with family and friends over an outdoor meal where hot dogs are being served.

The disclosures signal that the bank's problematic sales practices go further than investors and analysts had expected after Wells Fargo reached a settlement with regulators in September over unauthorized customer accounts.

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.

Duchesne said CSeries suppliers are on board with the delay and customers have been notified over the past couple of days.

What he learned is that you don't get a do - over with a customer.

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.

Many customers — who frankly did and would go to Starbucks with no loyalty program just as frequently — are up in arms over their changing the loyalty program from per visit to per dollar spent.

If you are make an effort to interact in a somewhat social setting with your potential customers or people who might spread the word for you, it could help you many more times over than some expensive traditional marketing techniques.

Customer retention rate indicates what percentage of your customers have stayed with you over a given period of time, and can be calculated on an annual, monthly, or weekly basis.

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!

I've had several connections with iiNet for over 6 years now... I'll be looking elsewhere as great customer service comes from people who are very happy with their jobs and don't dread going to work.

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.

With over 30 million people using Foursquare, it's a great way of helping happy customers tell all their friends where they are.

She wants to help solve a bottleneck in healthcare, which is not knowing enough about predispositions to diseases, with the huge data set that results from over 2 million genotyped 23andMe customers.

With that sort of attitude, it was no wonder that employees, customers and partners were knocking each other over on their way to the door.

You see personalization all over the place in the marketing arena with a big push toward providing customers content that's relevant to them.

When every move your company makes can be easily amplified to thousands over the social web, you need to make every interaction with your customers exceptional.

The Ex-Im Bank, which provides credit insurance for businesses who extend terms to overseas customers, has been a political football of late, with conservative politicians claiming the bank overwhelmingly supports big businesses over small ones.

«Over the years, however, many of the clients the marketplace has connected me with have become returning customers.

But that's not the final word, apparently, because other evidence suggests that brand loyalty is as strong as it's ever been: Fully 77 percent of consumers in one survey, for instance, said they return to the same brands over and over again, with 37 percent of them qualifying as «brand loyalists» — the segment of customers who will stay true to a brand even if offered a superior product from a competitor.

Simon Slade is CEO and co-founder of Affilorama, an affiliate marketing training portal with over 100 free video lessons; SaleHoo, an online wholesale directory of more than 8,000 prescreened suppliers; and their parent company Doubledot Media Limited, which provides seven different training and software applications to over 1 million customers worldwide.

I have been a happy customer since Jan 2006 - But now August 2016, over ten years my business will soon be with another provider.

Now i am ready to sell them to the public.Josephine Scott & amp; lt; / div & amp; gt; & amp; lt; div & amp; gt; @smbizdoitbetter helping other small businesses keep in touch with their customers #sbdibSincerely Yours & amp; lt; / div & amp; gt; & amp; lt; div & amp; gt; @CaffeineKeybord I do:) My resolution is to take over the world!!!

So, stop fretting over how many times you mention the keyword in the content you're writing on the page, and instead start asking yourself what your customers need help with.

Many seem to have the attitude that once a job is done, it's done; once a product is sold, it's sold, and the relationship with the customer is over.

At the moment, he estimates that only 5 percent of his customers order beverages through the app, but it's a number that's been picking up steam over the last few months; if the trend continues, and 5 percent grows to a more substantial slice of the pie, he says he'd push to renegotiate his terms with the company.

With respect to analyzing the sort of models that gets investors interested in pumping - in funds to significantly newer entrants in the financial lending vertical, More explains that it was the customer experience focus over which the business models were developed.

Along with selling KaTom's 130,000 products online, Bible added content and marketing teams — and the company's 1,000 customers grew to well over 100,000.

Repeat business over time equals profits, and if the business is generating some type of cash flow (or even slightly negative cash flow) from repeat customers, there's a good chance the business could generate consistent cash flow and profits with a few tweaks to its current operations.

The worst thing you can do is get in quarrels with customers over your policy.

«We truly care about our customers, and when there has been a loss of service, we bend over backwards to understand exactly what has happened, take strides to make improvements in an effort to prevent future losses of service, and can honestly identify with the experience our customers have reached out to let us know about.

Small businesses have the ability to really connect with their customers — it can be a huge advantage for them over their larger competitors.

(The number is what average customers were then spending with Sewell over their lifetimes.)

Over time, salespeople can easily grow frustrated with the calls they're getting from customers they brought in.

Not only is that a nice thing to do, but it would give the company an opportunity to capture the email address of «angry» customers and rebuild a relationship with those vexed individuals over time.

Before the 2015 rules were enacted, Netflix (nflx) fought with cable providers for years over intentional streaming slowdowns and extra fees for connecting with its customers.

Baroan credits these traits with earning his company referrals and repeat customers over the years.

Over time, as people became more and more aware of the effects commonly used products can have on the environment, plastic - happy clients who once cared mostly for cost and convenience morphed into savvy customers with real concerns about the impact polyethylene and other petroleum - based products have on the ecosystem.

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.

After the drawing was over, I sat back and watched as the store continued buzzing with customers.

The trial was one of three scheduled for the first half of this year over claims that Volkswagen deceived customers with the deliberate rigging of emissions controls to perform differently when being tested than they do on the road.