Sentences with phrase «people value product»

Not exact matches

Advocating for yourself when you're going to fundraise, when people are looking at your market, product or value proposition with a specific [judgement] is character building.

If the people actually using your product don't get value every time they touch it, good luck staying in business.

It starts with diligent recruiting: The company tends to hire people who are already fans of the products or consider wellness to be a personal value.

But their decline in value (and the fact that people thought they might ditch them) is a lesson in the near - impossibility of winning back cool cache once fickle Internet users have decided a company's product or brand has lost it.

More and more, people are judging the value of the products they buy against not one, but two currencies: money, and the effort it's going to take to get the damned things home.

At InList, we've seen the value this approach can deliver: We often get our best product ideas from our concierges — the people listening to our customers.

People are happy to spend their money when they see there's more value in having your product than in having their money.

For these resasons, the biggest obstacles to true disruption in traditional industries are changing the mindset of the people in them and convincing business owners to accept the value of the new product or service.

For example, if your company sells a certain device or product and you value making a difference in people's lives, you can think about how that device or product is helping people fulfill their needs.»

Rather, he thinks product - makers should measure value in «net positive contributions to people's lives.»

The key is to develop and deliver a discoverable product, and then make your value proposition strong enough, so that when you are discovered, people will visit you, transact with you and consume what you're offering now and into the future.

When you offer enough value and deliver a good product to an influential person you create an opportunity for that person to recommend you to his or her network.

There is a certain altruistic value in being the first person in your crowd to know about a really cool product.

It is much more about building a tribe that trusts you, a tribe filled with like minded people who value you and the products and services you are selling.

For example, the authors articulate Amazon's value proposition as: «Amazon is a super-aggregator of vendors and customers, giving people a compelling, one - stop online shopping experience with easy access to products, information, and friction - free delivery.»

(My own candidates include situations in which the person is the product, or when the values of the person lead you to have doubts about, for example, the integrity of a brand and the cluster of values the brand is supposed to represent.)

There are certain values in terms of almost every aspect of how you work and how you function and how you hand off... I think more and more, people care about how a company functions and what their values are and what they put into their product and how they distribute their product and who their consumer is.»

The Board and the Executive Leadership Team are confident that Dara is the best person to lead Uber into the future building world - class products, transforming cities, and adding value to the lives of drivers and riders around the world while continuously improving our culture and making Uber the best place to work.

Food with labels like organic and natural has simply become another luxury good in which people are coughing up more than a product's true value, Friedberg says.

Create that «top 3» product that grabs people's attention and adds real value to their lives, and your company just might make it.

The majority of companies don't know which of their products and services are most valued by the people who pay for them — here's how to get it right.

For me, marketing is the process of understanding a person's values and desires at the deepest, core level; it's ensuring that services and products solve people's problems at that level; and it's crafting marketing campaigns that communicate and connect with a sharply defined audience.

«I've been very careful about what I sponsor because when you give things away for free your product has zero value in people's minds,» he says.

Dockers is also running a weekly contest that gives tools, products, services, or cash valued up to $ 2,000 to help people accomplish their goals.

Too many businesses think it's all about their product or service, but if there isn't the alignment with the vision and values, and your people don't culturally get what your brand is about, it doesn't matter how good that product or service is.

To be sure, a few centers of growth in the marketplace are dominated by the so - called network effect, in which a product gains value when more people use it.

In order to build products of services that people will want to use, you need to know how to create value.

Now that you have your value - packed information product, every bit of your advertising — Yellow Pages, magazine ads, direct mail, business cards, letterhead, e-mail signature, website — should focus on getting people to request, pick up or download that report.

«We're choosing to support people - minded companies and products that provide real value, prioritize efficiency, slash waste and cultivate solutions,» she says.

«You give away enough of the product for free to drive out innovation and value to the marketplace, then people don't mind paying for some really great advanced features.»

In later rounds of beta testing, we surveyed our waiting list to find people who were interested in our product and understood its value.

But inviting prospective investors to speak to real people who use your product or service on a daily basis helps tell your company's story and illustrate its value in the market.

Our most loyal users are often the best people for explaining the value of a product in a sales or marketing role.

In the clip, Jobs talks about the difference between selling a product and selling an idea in a pertinent reminder that it's people's core values that remain the same when the markets change, and new products are introduced.

If you're able to identify a market for an innovative product or service and deliver value, people will pay for it.

Providing value added services or products is not enough to stand out and get people connected to you.

We will continue to value the spirit of originality described in our motto «The True Value of Entertainment Lies in Individuality,» and will continue to provide products and services which pleasantly surprise people.&rvalue the spirit of originality described in our motto «The True Value of Entertainment Lies in Individuality,» and will continue to provide products and services which pleasantly surprise people.&rValue of Entertainment Lies in Individuality,» and will continue to provide products and services which pleasantly surprise people.»

In this regard, most applications of gamification are missing the point; they focus on peripheral or secondary mechanics instead of the ones that really work, motivating people to use the product in a way that highlights the product's benefits and adds real value along the way.

People who care about our values, who care about building great products, and who care about achieving great results.

To do this, the trainer must be able to help the sales people uncover the pain points that customers have, articulate the value of the product or service, and translate all of that into a solution for the customer.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

«The Board and the Executive Leadership Team are confident that Dara is the best person to lead Uber into the future building world - class products, transforming cities, and adding value to the lives of drivers and riders around the world while continuously improving our culture and making Uber the best place to work,» Uber's board said in a statement late on Aug. 29.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

You could target your existing customers who work in a specific job function, make XX amount of money per year, and live in a certain ZIP code with a higher value product offer, if those insights told you these people are more apt to be your affluent customers.

People love to quote Buffet and say «price is what you pay value is what you get» but I can assure you that Buffet would slap you in the face with a BigMac if you paid 60 times the earnings for a company that sells a boring (non growth) product such as toilet - paper or tooth - paste.

As people lose faith in the ability of central bankers to maintain the value of their product, which is fiat currency, they will demand that more interest is paid when they hold debt instruments that are denominated in a depreciating currency.

When you're talking about your homepage in developing your value proposition, how important is it to actually develop a value proposition and tailor that message to your audience versus just trying to get your products in people's faces?

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Value proposition is the # 1 thing that determines whether people will bother reading more about your product or hit the back button.