Sentences with phrase «over the customers in»

The vehicle comes with a very mesmerizing look and has created a lasting impression over the customers in a limited time.

Not exact matches

Those will include things like investing in faster check - out for customers, flexible scheduling and competitive wages for store workers, turning over merchandise more quickly to keep things fresh and making its supply chain even more efficient.

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.

Pharmacy benefit manager Express Scripts Holding said Anthem, its biggest customer and one that has sued the company over claims of being overcharged, was unlikely to renew its contract after it ends in 2019.

If your customer service personnel, especially online, have any responses in their quiver of standard answers that read like robotic, pasted copy, find them and start over.

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.

Time to market is critical, but over the long haul, if we are to truly deliver an exquisite product experience that will delight our customers, it's of paramount importance the product has the right features and superb quality, all implemented in a manner that allows for a positive support experience.

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.

Accordingly, McKesson tended to report suspicious orders to the DEA in batches; once it had concluded through an investigative process that the customer was suspicious, it would file a handful of the orders that, over time, had led the company's compliance staff to determine that was the case.

Over the next six months, we'll continue to meet the needs of our present wind customers and develop long - term support solutions for their products in the field.

Tours: Tours and in - person experiences have become essential to winning over the hearts and affection of customers.

Five years later, they successfully moved into B.C. Taylor believes in grassroots marketing, and the company sends existing staff to new provinces to win over new customers, instead of hiring new talent.

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.

These days the Virgin brand is trusted globally, so if we set up a venture in a new country, progress is swifter than in the days when we had to win over customers one transaction at a time.

Uber will get a 27.5 % stake in the combined company, Uber CEO Dara Khosrowshahi will join Grab's board, 500 individuals of Uber's staff will transition to Grab, and its customers will be shifted over to Grab's app.

In many cases, these three simple strategies are a great foundation for delighting your customers over and over again.

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.

Two Bunbury shopping centres just seven kilometres apart are undergoing significant changes in an attempt to win over customers.

Statistics show that 92 percent of customer interactions in organizations take place over the phone.

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.

Every moment you're stressing about whether you're better than the girl in the next cubicle over is a moment you're not focused on thinking creatively, serving your customers, or producing delightful work.

Take care to facilitate your customer's success in the onboarding period, and continue to cultivate the relationship long after the sale is over.

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

Evidence for the taxman, evidence for yourself when looking over your finances and records for customers in the event of disputes.

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.

Apple has invested in new Apple Music video content over the past year, added peer - to - peer Apple Pay options, and has revamped its stores to deliver better customer care.

In a business environment that no longer values brand loyalty, winning over long - term customers creates benefits that entrepreneurs should not undervalue.

Nothing is better than asking personally or assessing where you could still improve cause a lot of times we over think on what yet should be done to improve when in fact our customers have already been ranting or praising our business.

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.

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.

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.

«As interest rates begin to rise over time, financial institutions will find it necessary to pass along their increased costs in the overall cost of credit to small business and commercial customers.»

Aydin added that the company prioritizes user experience over all else: It switched over to Arabic as it expanded in the Middle East, for instance, and hired local team members to offer regional customer support.

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

Last spring, Salesforce (crm), which sells customer management and sales software to big companies, committed to spending $ 400 million over four years to host new software on AWS rather than in its own data centers.

53 % of employees in the UK are paid through a Sage - enabled system and Sage's customers move over $ 4 trillion a year.

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

Trade - ins at T - Mobile (tmus) bring up to $ 360, but are portioned out as monthly bill credits over two years and are forfeited if the customer switches carriers before the money is fully paid out.

The bonuses also moved managers in the direction of favoring short - term profit over long - term customer satisfaction.

«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.

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

After the 2008 financial crisis when Goldman became a bank holding company, it could take in more customer deposits, which led to an increase in its holdings of more than $ 40 billion over the past six years.

Other exciting elements of the proposed new law include spies being able to legally hack people's computers in bulk, forcing broadband companies to keep records of which sites everyone visits, and compelling organizations to hand over bulk datasets about their customers.

Every main street in America has double the foot traffic on one side over the other, which translates to more customers walking in your door and making a purchase.

In addition, it gives the designers a low - risk way of entering the huge petite market (over 47 percent of American women are 5» 4» and shorter), and the retailer the ability to provide customers more variety in a cost - effective way as they're not investing in inventory that may or may not selIn addition, it gives the designers a low - risk way of entering the huge petite market (over 47 percent of American women are 5» 4» and shorter), and the retailer the ability to provide customers more variety in a cost - effective way as they're not investing in inventory that may or may not selin a cost - effective way as they're not investing in inventory that may or may not selin inventory that may or may not sell.

Payoneer specializes in the ability for a business to make mass payments to customers all over the world, but it also offers a payment processing solution.

Since the #DeleteUber protest began on Twitter last weekend, over 200,000 customers had deleted their Uber accounts in protest of Uber CEO Travis Kalanick's perceived support for President Trump, the New York Times reports.