Sentences with phrase «time customer of»

As a long time customer of any other business, you would expect some kind of recognition or reward for your loyalty.

If you are a long - time customer of one car insurance provider and have always wondered whether the grass really is greener, the best time to find out is when renewal time approaches.

If you are a long - time customer of a particular Reno automobile insurance provider and are simply curious whether you might do better elsewhere, you can gather multiple free, no obligation quotes in very little time.

As you can see, I have been a long - time customer of AT&T for reasons that have nothing to do with customer satisfaction.

If you are a first time customer of ModernPuppies.com we would be happy to give you $ 50.00 off a Potty Training Puppy Apartment as long as you have a minimum total order of $ 275.00 or more.

I am a long time customer of Terry Reid.

We are disappointed because we are long time customer of Sam Packs.

«I have been a long time customer of yours and expect to keep purchasing from you for many years.

As a long time customer of EnergyFirst, I am happy to tell you about my results with Greenergy.

I have been a long time customer of Netflix and was thrilled to be able to partner with them as these kinds of sponsorships help support The Crafty Crow.

I will be a life time customer of San Francisco Salt Company that treats people with kindness, quick and fulfilling results, as long as they adhere to their owner's understandings of how to address their customers in such outstanding ways as they do.

We've pioneered phone introduction services since before the Internet was commercialized and also been long - time customers of the major dating sites.

Long - time customers of a single company may also find themselves eligible for lower rates.

Not exact matches

Maintenance contracts drive service calls, which drive customer relationships, which drive sales of new systems, since it's a lot easier to sell a $ 300 maintenance contract than it is to sell an $ 8,000 system — and when that time comes he's no longer «selling a new system» to a cold - call customer, he's «replacing outdated and inefficient systems» for a current customer.

It's still early days for DirecTV Now, and there's plenty of time to address the errors and improve the customer service experience.

But what if any of those customers leave in a short time span, erasing a significant chunk of revenue?

Plus, one of the most important factors for successful branding is consistency; if you change too much too quickly or at an inopportune time, you could interfere with your existing customers» loyalties to your brand.

In the late 1950s, it launched a campaign offering hand - carved Black Forest clocks from Germany for $ 1.50 to customers who mailed in in a lid or label from a can of Jolly Time Pop Corn.

Every time your customer wants to write something down, he or she will think of your establishment.

In simple terms, add up the cost of marketing and sales — including salaries and overhead — and divide by the number of customers you land during a specific time frame.

Learning the needs of your customer takes time and experience.

At this time, Amazon says it has no plans to start accepting food stamps or other forms of assistance at Amazon Go, but that it will continue to look for ways to better serve customers.

To get a better understanding of your target demographic, you should spend time with your customers, write for industry news outlets, attend industry tradeshows, and find a mentor in the market to help you learn the ropes.

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 safety and security of our Employees and Customers is our highest priority at all times,» the representative said.

So, from the very beginning of my time on the customer service team, I faced a variety of situations where I was plunged into new territory as I scrambled to help users solve their problems.

Many of our customers were in other time zones.

KnowledgeHound has a pretty basic solution with two compelling attributes: (1) it can save its customers (and their clients) millions of dollars, as well as enormous amounts of valuable team time, while increasing productivity; and (2) it has all the makings of a powerful platform both in terms of its basic service offerings and its ability to morph into a marketplace as well.

Time to market is critical, but over the long haul, if we are to truly deliver an exquisite product experience that will delight our customers, it's of paramount importance the product has the right features and superb quality, all implemented in a manner that allows for a positive support experience.

By avoiding the task of employing extra staff members or handling operations such as payroll and web development, employees at a company will also be able to free up more time to focus on delivering their goods to their customers and carrying out the tasks that they were employed for in the first place.

You don't need something that everyone on the planet will want, but you do need enough of a customer base, or a recurring customer base, to make it worth your time.

Banking also offers some tantalizing practical applications for deep - learning innovators, too; of the three possibilities listed by Agrafioti — personalized AI - driven customer service, real - time fraud prevention and risk management — it's the last one that might appeal most to those interested in industry disruption.

This was among the first so - called «on - pack» marketing campaigns that Jolly Time hosted that provided freebies to customers in exchange for them mailing in proof of purchase.

In other words, NBC is clearly losing subscribers to something, and Comcast may be trading long - time subscribers for newer customers who are less valuable as a result of discounts, promotions etc..

Accordingly, McKesson tended to report suspicious orders to the DEA in batches; once it had concluded through an investigative process that the customer was suspicious, it would file a handful of the orders that, over time, had led the company's compliance staff to determine that was the case.

The company still uses the technique, offering everything from free reusable grocery bags to magazine subscriptions to customers who mail in UPCs from boxes of Jolly Time.

The Better Business Bureau collected hundreds of grievances from customers who claimed Cash4Gold low - balled their jewelry, denied receiving packages in the mail, or didn't allow enough time to rescind offers.

By attending these events, over time you will gain a variety of contacts, as well as potential customers or clients.

Now is the time to be proactive — for the good of the customer and the business.

The opposite of failing fast is a «waterfall» approach to software development, where a significant amount of time is invested upfront — requirements analysis, design and scenario planning — before the software is ever tested with real customers.

I spend a lot of time with startups, and I hear many companies talk about their approach to sales and their interactions with customers.

Make a plan: Without a plan, you'll waste the time of your potential customers and they will get frustrated.

Remember, although potential customers make their minds up in around three seconds, if your sign isn't aesthetically pleasing immediately, they won't even bother to give it that amount of time.

Rent the Runway's Hyman points out that her biggest piece of feedback from her customer was a sophisticated one: «They asked for shorter turnaround time.

Thousands of customers claimed the clock and the promotion helped differentiate Jolly Time from other popcorn brands, which were mostly relying on more traditional advertising.

Connect with customers by being helpful in their time of shopping stress.

The clients I know who have succeeded on the platform usually devote a significant amount of time and resources to properly listing their products, understanding the nuances of the company's fulfillment and other services, participating in campaigns that have questionable profitability, analyzing reams of data that the service spits out in order to make adjustments to its prices and branding and working hard to live up to Amazon's stringent customer service guidelines.

Web analytics programs track nearly everything that happens on a website, keeping a real - time record of how potential customers find the site, how they behave on it, and why (or why not) they buy stuff.

Some of our customers are conservative and they want to see BFR fly several times before they're comfortable launching in it, so what we plan to do is to build ahead, and have a stock of Falcon 9 and Dragon vehicles, so that customers can be comfortable if they want to use the old rocket, the old spacecraft, they can do that, we'll have a bunch in stock.

csv files, upload and label them, push a bunch of buttons on the settings page, test the email four times and then schedule its release — only to find out that we've miscalculated the time difference, meaning all our customers will be sound asleep when that email arrives at 3.