Sentences with phrase «products at prices»

Many other companies like Gerber, Assurity, and Mutual of Omaha offer equal or better quality guaranteed issue and final expense products at prices that are up 33 % less than Colonial Penn..

«In fact, most have introduced products at prices higher than similarly - configured iPads.

According to a press release issued by Vook, Beat Barblan, Director, Identifier Services, Bowker, a ProQuest Affiliate, said, «One of Bowker's key objectives is to provide authors with quality services and products at prices that deliver high value.

Jane.com is a daily boutique giving you high end products at the prices you can afford.

Wanting to provide quality products at prices that parents could afford, he grew his furniture store in Brooklyn, New York, to become one of the largest manufacturers of cribs in the world.

Wanting to provide quality products at prices that parents could afford, he grew his furniture store in Brooklyn, New York, to become...

Because of our economies of scale, we can offer enterprise - class services and products at prices SMBs can afford

In some instances, retailers sold products at prices lower than those that had been listed for a year or more.

Better still, it should explain how you're going to accomplish that goal (IKEA's says «We shall offer a wide range of well - designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them»).

«Companies at the lower end can take the cheap technology for a toy and put it into a professional product at a price point I couldn't match,» Kroetsch concedes.

Most of our products are third - party brands, but if we can't get the best - quality products at a price that feels right, we'll go directly to the supplier and make them ourselves.

We usually purchase our product at a price of around 10 - 15 % of the items original retail values (we usually sell most items for 50 % off original retail, just so you see the numbers here...).

Container vessels carry huge volumes of products at price points that make a global food chain highly competitive to locally produced goods.

Being able to go to the market at any time of the year and buy tender, flavorful chicken products at a price that is very kind to your budget.

These tariffs put our products at a price disadvantage and we urge swift resolution of this issue before long - term disruptions are felt.

It's fine building the academy (new academies cost money to run and will add to your cost base initially) and other revenue generating assets but you're still going to have to sell your product at a price that covers your expenses and / or reduce your expenses so that they meet the revenues you can generate.

These in - store promotions are marketing strategies: sell a product at a price for a period, then drop the price and use this for a short - term marketing blitz.

You can buy the product at a price of $ 229.

We have tied up with the best brands in baby care sector like Baby Jogger, Phil & Teds, Evenflo etc. and offer their master products at a price starting from $ 4 per day.

I don't know any Fitness or Bodybuilding product at any price, that can make these claims.

There's plenty of options out there and for a publisher to believe people are compelled to buy their products at any price, is naive.

It's my job to sell my product at a price point that will get me the largest possible profit.

Rather than trying to sell people their product at a price point, format, and location the consumer wants, they are trying to punish the consumers.

«Many retailers build their assortment from a «good, better, best» approach when it comes to containment,» says Steve French, national sales and marketing manager for Jewett Cameron Companies in North Plains, Ore. «By offering the three categories, the customers have the opportunity to purchase the appropriate - size, safe product at a price they can afford.»

We use only the best ingredients, but we sell our products at a price that is manageable for all pet owners.

Still Need to Get it Out of the Lab Of course, that's only the first step in a long and arduous process; you still need to turn those lab technologies into commercial products at a price that people will pay for.

In Apple's 200 stores around the country, you can only buy Apple products at the price Apple wants.

I aid every one of my policy holders in receiving insurance coverage and financial products at a price that fits their budget.

I assist my customers in finding insurance coverage and financial products at a price that fits their budget.

This device has essentially everything you'd want from a high - end product at a price that undercuts the competition, and that is a truly winning combination.

A company is free to launch its product at any price but overall this trend is regressive for mobile consumers in India

Folks will buy a good product at the price you ask for it if its fair, regardless of what you pay for it.

Not exact matches

Above, we've highlighted one of our favorite watch brands, MVMT, because they bring luxury products to consumers at affordable prices.

For a $ 59.95 membership fee, consumers can buy organic products at up to 50 percent off the retail price.

The larger the batch the lower the manufacturing costs so you can sell your product at a better price or make a greater mark - up.

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.

Developers also have a choice of business models — they can sell their products at console - like prices or give them away like Blot is doing, with an eye to generating revenue through micro-transactions or other methods, such as merchandise.

This happens when you offer one product at one price to all customers.

Knowing we have a product people have to buy, and that we're offering it at the lowest price people can find... that's what helps me sleep at night.

Imagine what that would do to your pricing models — and more importantly, your ability to deliver a quality product or service to customers at a dramatically lower cost.

He also bet on the product being successful and priced it based on what it would cost in the future if sales increased, instead of factoring in the high input costs that the company had to face at the onset.

Last month I was at IBM Amplify and the big focus there was the fleeing of the traditional four marketing P's (product place, price and promotion) and a migration toward the new one C: the customer.

Stop undervaluing your products and services, and look at what your pricing strategy really says about you.

They've quickly gained a reputation for high - quality products at reasonable price points, and thanks to our own personal experience with them, they pretty much make their way into the majority of gift guides we do.

People come in all different colors and hues, so everyone should have access to makeup products, including foundation or concealer, that fit their skin tone at every spectrum of their price range.

That won't surprise anyone who's seen the recent New York City Department of Consumer Affairs report on gender pricing in the city, which found that toys and accessories marketed at girls cost an average of 7 % more than similar products aimed at boys.

• GrafTech International, a Brooklyn Heights, Ohio - based firm making graphite electrode products, raised $ 525 million in an IPO of 35 million shares priced at $ 15 apiece, below its range.

Take a look at the Unicorn Club and think about the changes in customer segments, revenue, pricing and channels all those companies have made since they began: Facebook, LinkedIn — new customer segments; Meraki — new revenue models and customer segments; Yelp — product pivot.

So we can leverage their economies of scale and offer products at awesome prices to our customers.

A doctor showing up at your door in San Francisco is convenient but access to products and services in consumer health that you may not have been able to get before at an accessible price point is a new level of access.