Sentences with phrase «product sold to the customer»

Actual results could differ materially for a variety of reasons, including, in addition to the factors discussed above, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity.

Actual results could differ materially for a variety of reasons, including, in addition to the factors discussed above, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment and data center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity.

Contract theories have to do with product warranty which deals with promises of the nature of the product sold to the customer.

MAJOR STRENGTHS • Over 7 months» experience working in busy deli settings • Highly skilled in preparing and delivering customers» orders • Able to operate slice machines and tools in a safe and effective manner • Comprehensive knowledge of day to day operations in deli setting • Competent in ensuring the quality of all products sold to customers

Not exact matches

Although it is possible to sell promotional products once your brand is higher in demand, giving the items away to potential business partners, customers and associates will help to contribute to the buzz that surrounds your company and your overall popularity.

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.

The truth is that entrepreneurs too often get caught up in the details of the kinds of products or services they are selling to notice how critical it is to build relationships not just with your customers, but also with your vendors, employees and — gasp — even your competitors.

Marketing comprises everything a company does to attract and retain customers, which includes determining where and when a product is sold, its optimal price, how it's creatively positioned in consumers» minds, and even actual attributes of the product itself.

Not only should you charge based on the product sold, but also on what your brand represents to customers.

In each case, Spade and Sperduti have eschewed the idea that the best way to sell a product is to tell your customers what they should think about it.

His goal is to grow by selling more products to existing base of credit - worthy customers.

Selling products blindly to the existing customers can irritate them, eventually making them signing off from your business.

You want your prospects and opportunities to know that you care about your customers» problems more than the products you're commissioned to sell.

Simply look at your customer base and your existing products, and ask «Who have I not maximized in terms of what I've sold to them?»

Sure it's perfectly fine that the customer wants your product or service and you sell it to her at a fair price and deliver in a timely manner.

«The easiest way to increase sales is to sell more of your existing products to your existing customers.

Snap - on franchisees are in the enviable position of selling exclusive, premium products to their customers.

Companies that refine and sell petroleum products pay market price for oil, so their costs are rising, but a shaky economy makes it harder for them to pass costs on to customers.

If you are reading from a script, most customers will be able to pick up the fact that you yourself are not invested in the product you are trying to sell.

Good customer service doesn't have to do with the product or service you're selling — it's about building relationships and providing value.

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.

Prior to me joining the company, the sales model was very technical - focused, meaning the team would sell based on the technical components of the product to customers (i.e. speeds of the product) and this just wasn't that interesting.

The more Gen 2s Harry's sells, the co-founders argue, the more customer feedback the company will have to develop the next iteration, or another breakthrough product.

«We often use that service as the thin edge of the wedge,» says Kureluk, pointing out that this software gives Yardstick the opportunity to upsell other products and services to its customers, such as the «e-learning» software tools developed by a firm that Yardstick bought earlier this year and sold online.

Amazon prides itself on selling «Earth's biggest selection» of products, but a large group of Amazon customers doesn't have a laissez - faire attitude when it comes to one brand: The Donald J. Trump menswear collection.

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.

Instead, they figure out how to reach customers who «sell» other customers on using the product.

The real test lay in understanding its other customers — the retailers who stocked and sold those products — so that they, too, might learn to adore Edmark.

This feedback can help business owners find out if their products, stock, pricing, and placement are appealing to customers; measure the training and performance of frontline employees; learn if competitors do a better job at sales, service, marketing, and operations; identify if employees are following company procedures or compliance practices; and, increase focus on service and selling to help convert browsers to buyers, Warzynski explains.

One study found that crowdsourced products sold up to 20 percent more when they were specifically labeled as originating with customers.

Defining «long term» within any customer life cycle is tricky and depends on the company and the product or service you're trying to sell, but with any integrated marketing strategy is needs to start with the brand.

And while both companies sell monthly subscription boxes to customers, don't call it a me too product.

Both the guy who sold a billion - dollars» worth of software and the guy who sold ice cream took a risk and found customers who were willing to pay for their product, and both managed to sell enough of that product to pay their expenses and keep the business going.

Either you're selling directly to a customer, or you're selling people on coming to work for you, or you're convincing a supplier to carry your product.

After starting with «why», the Golden Circle expands to «what» (the product or service you'll sell) and then «how» you'll actually sell, acquire customers, and make money.

KnitCrate uses social media not to sell product, but to attract attention to the brand and to communicate with customers.

Lighting distributors who had rejected us earlier started hearing about me and said if I stopped selling directly to their customers, they'd take our products.

After the customer adds the product to the shopping cart and heads towards the billing page, the website can give a quick one - click up - sell for a Tony Robbins audio book download.

Not only can you accept payments in 87 different languages, 2CheckOut also gives you the option to sell products to your customers in their own language.

You can grow without new products — AT&T sold essentially the same telephones for decades while becoming the world's largest telecommunications concern — but most small companies will find it difficult to grow at all, much less rapidly, without a constant stream of new products that meet customer needs.

Competition: With beauty giants like Sephora and Ulta capturing a large share of the market, smaller companies that aren't selling their own products — but offering skin consultancy services or product recommendations — could struggle to attract customers.

That is, not in the traditional sense, in which you try to convince a customer to buy your product or service and the more resistance you get, the harder you sell.

You may apply for registration of a trademark or service mark, word, phrase or image after you use the mark to identify a product sold or service performed «in commerce,» which means that you've used it for advertising and / or sale to customers.

Sponsorships are a great way for our partners to reach their customers, but it's also as important for us to help them make connections, create new business opportunities, buy and sell each other's products... and further increase their ROI.

So he did what any good entrepreneur would do: Built a new product and sold that to the customer.

But the launch didn't get quite the fanfare the brand had hoped for as many customers turned to social media to express disdain for the collection, claiming it was far too similar to some of the products sold at Outdoor Voices, an outdoor clothing company based in Austin.

Listening to customer feedback and ensuring the highest quality products was important to Faulhaber — even if it meant being sold out of the leggings.

Whether you're making a VC pitch, sharing your recommendations with the board, or selling your newest products or services to a customer, presenting as a team can be significantly more difficult to sound concise, coordinated and cohesive than going it alone.

With 420 million members in over 200 countries, and adding two new members every second, LinkedIn is already one of the best places online to locate, engage, and sell your products and services to your ideal clients and customers.

Thanks to the treaty, she says her four - year - old El Monte, California - based company is able to sell products at a cheaper price than it would cost customers to rent tuxedos and formal dresses for little tykes.