Sentences with phrase «potential customer of your company»

Conduct keyword searches as if you were a potential customer of your company.

Not exact matches

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.

«Combined with the revenue potential, favorability, satisfaction, and recommendation impact of these interactions, businesses can benefit significantly from investing in helping their customers on Twitter,» the 10 - year - old tech company said in a blog post.

Likewise, customers will put their trust in your company and purchase more of your products; investors and potential partners will consider your proposals seriously; and vendors will want your business.

As inflation rises in tandem with economic growth, growth stocks» future potential profits look less enticing compared with the steady profits of value companies, many of which are in industries where they can pass their costs through to customers.

While the $ 1.5 million potential prize makes for a splashy headline, it's another glaring example of how companies miss the mark on marketing and customer loyalty efforts.

If the user gives InVenture access to her or his mobile phone, the company can gather something like 10,000 unique pieces of data on the potential customer.

As an example, let's consider that a potential customer is asking you to extend them a significant line of credit as part of signing on with your company.

With a library of more than 2.2 million e-books, with five million customers in 100 countries so far, the Toronto - based e-book retailer has shown potential to build itself into Amazon's chief global rival for digital reading, concentrating on markets like Europe where the American company isn't as strong.

Ethics are an issue; most of these companies are manipulating cells or DNA in some way, and some potential customers have concerns.

Nevertheless, the potential money IBM and other companies like Google, Microsoft, and Amazon can make by selling AI is likely to be in the billions of dollars, especially if they can convince customers to store their corporate data with them.

They're picky about clients, too: potential customers have submitted 30,000 projects in the last two years and Cho says the company turns down 70 % of the projects pitched to it.

The measure of a good salesperson is often the ability to teach potential customers why your company is relevant to them.

A big part of Intuitive's playbook is to evangelize that message not just with potential hospital customers, but — more important — with young surgeons who, the company hopes, will represent the next generation of its users.

«Many times [business owners] think they understand who they are, but you need to be willing to interview and test potential customers, particularly in the early days of a company, in order to be able to build those relationships.»

The stability and certainty of the company's activities are attractive to a lender; the strong customer base combined with the potential to grow make the company attractive to the private equity fund.

New Relic helps companies keep track of their software, measuring performance, customer interactions and potential problems.

The company told Businessweek that this insight suggested there could be millions of potential customers in the U.S. and Canada who would much rather buy wipes on the web than in - person.

If you don't translate the company website, there are a lot of potential customers who won't even know your brand exists.

, Storytelling is a key component of brand building, helping companies connect with potential customers and build long - term relationships with existing customers.

Additionally, Intel faces the potential threat of these companies designing their own chips, as in the case of Google, which built a custom chip for machine learning to which it rents business customers access.

Meanwhile, the Wall Street Journal reported on an executive exodus at Tanium as well as a marketing scandal involving the company showing clandestine views of a hospital's network to potential customers without the hospital's permission.

In the past, brand promises and marketing campaigns provided companies the first point of contact with potential customers and prospects.

Going cheap on your brand development could not only lead to a disconnect with potential customers, but could also result in your company shutting its doors as a result of low sales.

But beyond your install base, the other strategic pillar to your company's sphere of influence is the analyst community that your potential customers are engaged with.

The company's potential customer base is anyone who is «putting a lot of labels on bottles, or products, or containers,» says Winograd.

«Anyone who uses a bunch of oil and has invested a lot of money in their equipment is a potential customer,» explains president Heather Hunt, a 22 - year veteran of the company who has done everything from answering the phones to managing the books to running daily operations.

«While the company prides itself on being on the forefront of social engagement with robust Pinterest, Instagram, and Tumblr presence, [the customer - care team] has only recently tapped into the potential of using social media to assist in customer issues,» says Griffith.

Insurance companies are reliant on potential customers telling the truth about their smoking habits and there's evidence that a significant number of people aren't hewing to the honor code.

Last year the PR agency scored with about half the target media on the top 10 list; that led to a record number of inquiries from potential customers who had read about the company, helping to fuel 32 % sales growth in 1991.

If not, the company is now aware and can take action to warn other customers and users of potential phishing attempts appearing to come from their organization.

In those potential consumers he also sees potential repeat customers, which is the other half of the company's growth strategy.

As part of its pitch, the company explains to potential customers that the so - called «net present value» of a $ 7,000 saddle is actually less than the all - in cost of using an ill - fitting one — expenses that include frequent vet bills, replacement saddles and even the costs associated with the premature death of the animal due to saddle - related health problems.

At every stage of a company's growth journey, there are always many potential customers who can not be persuaded to trust that a company will deliver its claimed value proposition.

Jonas» argument relies on the technical potential of Tesla's Autopilot system and the company's ability to collect extensive driving data from customers.

Besides generating brand trust, their genuine nature and involvement of people who are in charge of the company (most include a few words from the CEO or president) show the world how your team works and solves the problem of your potential customer.

While many companies started out using social media to get the word out about products, the most successful have significantly expanded their efforts to engage their customers at every step of what we call the «customer corridor,» touch points that start when a potential customer first learns of a product and extend through the moment they opt to make repeat purchases.

It doesn't matter if you are a fixed income investor considering purchasing bonds issued by a company, an equity investor considering buying stock in a firm, a landlord contemplating leasing a property to an enterprise, a bank officer making a recommendation on a potential loan, or a vendor thinking about extending credit to a new customer, knowing how to calculate it in a few seconds can give you a powerful insight into the health of company.

Newsletters can be sent to the email list you've built from the people who provided the necessary information on your website, for instance, providing these potential customers with news updates about your company, upcoming events and / or special offers — and, of course, reminding them that your business exists and that maybe it's time for another visit.

We leverage a network of thousands of potential customers, acquirers, employees, and experts to help portfolo companies grow.

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.

Vorhaus said Spotify has great potential, and the company already has a critical mass of reliable customers and two strong business models.

Multiple sources tell Re / code that at least three of the venture - backed companies in the space have recently been shopping themselves to potential acquirers amid trouble attracting customers and new financing.

«Companies said that they would have to put a contract in front of potential customers the minute they walked in the door or the minute they got on the phone, so we addressed that.

The startup, whose more than 4,500 customers include eight of the 10 biggest U.S. internet companies as well as several large retailers, is speaking to advisers about a potential listing, the people said, asking not to be identified discussing private information.

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.

If (and that might be a big «if») both strategies have the potential to work out equally well for the company, that means the choice is open, and the potential is there to base pricing on whichever strategy will do the most for employees in terms of providing customers an incentive for large tips.

According to reports, the companies were concerned about the ability of customers to pay for their cryptocurrency purchases, as well as the potential for fraud.

According to Harvard Business Review, companies that try to contact potential customers within 1 hour of receiving an inquiry are nearly 7 times more likely to have a meaningful conversation with a key decision maker.