Sentences with phrase «really value your business»

Congratulations Mark, we really value Business News but look forward to seeing what your fresh set of eyes at the helm will bring and similarly look forward to seeing Charlie's next move.

They do an excellent job of making you feel like they really value your business.

Hey, you know what clowns, if you really valued my business, you'd hire more people to answer your phones, okay?

Not exact matches

«From a values perspective, we're trying to understand the way the world works — that's what our business is — and so we're really interested in people that have a sort of deep curiosity, people that have the patience to understand deep and complex systems,» Kreiter said.

So, how do we balance building a brand and creating emotional engagement with really driving real business value and driving those conversions?

«The long - term bet is that by enabling people to have good organic interactions with businesses, that will end up being a massive multiplier on the value of the monetization down the road, when we really work on that, and really focus on that in a bigger way,» Zuckerberg said.

«Ever since then I've really been passionate about building products that really add value to businesses and that really let you see the results you are getting.

For example, a business is more likely to sell for a higher value in a major metropolitan area that is booming, versus a similar sized business in a small regional town that is having it really tough.

I want him to really think long and hard about coming into the business where he can add value.

Breaking open your business and thinking about each different component of value and whether it can be interfaced with and offered to other parties is a really interesting model for agility moving forward.

What they really mean is it's better for venture capitalists... which is fair, as their business objective is to increase portfolio value.

«To make the big jump to the next level, they're really being benchmarked on their ability to deliver future value to the firm in ways that are not taught or explained to them: chiefly how much business are they are able to bring in,» he asserts.

If the business community adopts, on a large scale, the concept that it should cater not just to shareholders but to all stakeholders (employees, the community, the environment, customers, suppliers), then companies will go out into the world with an approach that really does create long - term value for all.

SHIFTING VALUES «What drives this change is really the consumer, because businesses will always be driven by the bottom line.

And with all the cost - cutting that's going on, can a business really afford to put values above value and worry about the environmental well - being of our planet?

But is it really possible to create financial value while putting social values at the core of your business?

«All of modern portfolio theory and all the way most academics and many advisers and managers look at the world just seems kind of insane when you really boil it down to ownership shares of businesses that you're trying to value.»

I prefer to take a «bottom up» approach and focus on trying to find good quality, good value businesses, or businesses that really seem to be trading at low valuations relative to their prospects.

There really is no single way to determine what a business is worth but there are several things you can analyze and review to measure performance, profitability, and a good value for the enterprise.

3 Rules to Building a Value Proposition that Sells Like Crazy Every business pundit has said at one time or another, «There's no more misunderstood, argued about topic in business than < insert topic here >, but it's really not that complicated.

If God really raised a person up to be a CEO of a company, it would be for the purpose of showing the world how a business can successfully be run according to the principles and values of the Kingdom of God rather than the principles of the rulers of this world.

We really respect and value our vendors who are like - minded, and appreciate our vendors for their business values as well.»

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

In general, and there are outliers to this of course, it's probably like a bell curve, but the middle of the bell curve functional medicine doctor cares about doing the right thing, really wants their patients to get better, is trying to learn to be a better physician, and is just probably a better clinician than a business person and so hasn't been able to develop like a scalable practice where they could see where they couldn't deliver value outside of just sitting across from someone and just working with them.

It really adds value to the business and helps in overall growth altogether.

This book seeks to demystify the business of health and safety, which is not really that difficult, and expose the value systems upon which it lies.

At Cottonwood Auto Sales, our 46 years in business has convinced us that the best way to sell cars is to make sure they are affordable for the average buyer, and make sure they are a really good value.

Unlike heavier platforms that can really only provide value to consumers through deals with libraries or other businesses that wish to offer content, Magzter GOLD is built and priced with the individual subscriber in mind.

If the ebook business model hasn't caught up, that doesn't really matter to Google, which finds value in Oyster in spite of the books.

The larger stores get this business too, but it tends to be more than offset by the loss of contractor business (FAR more lucrative, and something the ACEs and True - Values don't really get in on).

It is really hard to value businesses.

«The book value really measures, therefore, not what the stockholders could get out of their business (it's liquidating value), but rather what they have put into the business...»

Value investors who follow fundamental analysis typically look at both qualitative (business model, governance and target market factors) and quantitative (ratios and financial statement analysis) aspects of a business to see if the business is currently out of favor with the market and is really worth much more than its current valuation.

As for competitors, I think it's really hard in a commodity business like banking or insurance to do the things that are necessary in the short run that will create maximum value in the long run.

«Now in those places, the business of giving advice becomes a true meritocracy where if advisers aren't really adding value, they can't get paid just for selling stuff,» he said.

The rise of Yahoo over the past few quarters is largely due to unlocking the value from Alibaba not the core business, I don't really see it as a darling.

I guess I think about stock risk largely as the value investment community does as the possibility of permanent impairment of capital, not really what overall general business and economic conditions are (rail traffic, ECRI, ISM, etc.).

Overall, CPL's a miraculous story of survival while the Celtic Tiger was being slaughtered... Of course, management owns a substantial stake — this really makes all the difference when things go wrong, as protecting & growing the ultimate value of the business is far more important to them than the value of their pay packages.The company did suffer two years of decline (2009 - 10), but revenues have come surging back ever since, and in 2012 they surpassed prior (2008) peak revenues.

Most announced corporate liquidations are really breakups; ongoing business value is preserved whenever it exceeds liquidation value.

For example, see the New British Airways Avios Devaluation which really made first class and business class awards a terrible value, especially for peak travel dates on British Airways and on partners, since all partner awards are at the peak travel rate.

You are usually investing in second rate businesses that destroy value, or at least are not really building any.

That in itself is a novelty; I tend to stay away from technology related businesses because I can never really get my head around the products and services they offer, I don't feel I can fully evaluate their competitive advantages, the potential impact of obsolescence and the level capital expenditures necessary to maintain market position, not to speak of the fact that they rarely fit into my value profile for potential investments.

The problem with most value stocks is they're essentially slow - motion event - driven investments — management and / or the business clearly aren't creating / compounding value, so what you're really betting on is the potential closing * of a value gap... and your IRR gets worse & worse with every passing year.

«In past reports I have noted that book value at most companies differs widely from intrinsic business value — the number that really counts for owners.»

«The value that our educational sessions bring to our attendees is really one - of - a-kind, as content and speakers are carefully selected in order to ensure that we are providing information that really matters for the success of their business,» said Debbie Phillips Donaldson, Editor - In - Chief of Petfood Industry.

The economy class redemption rate is solid, but it's the business class redemption rate that really provides the best value.

At 140,000 miles, which is the lowest possible rate on partner business class flights to Europe on United, and $ 166 in taxes and fees, that's a nearly a 5 - cent - per - mile value on a really great plane with access to top lounges.

With Havana and Dubai both offering Business Class promo awards this time around I don't see the value in booking Premium Economy (unless you don't have enough miles for Business Class) and the idea of paying 60,000 miles just to get to Cairo and back really doesn't appeal.

If you have an American Express Business Platinum card, you can use Amex Pay With Points on your selected airline in economy for 1 cent per point and receive a 50 % rebate (making it a «2 cents — but not really 2 cents — per point» value).

Where Asia Miles really can offer over the top value is when booking round the world or near round the world itineraries with business class.