Sentences with phrase «time customers into»

It's a great way to turn one - time customers into repeat clients.

Walter Sanford of Sanford Systems & Strategies in Kankakee, Ill., shares an innovative way to use a closing to turn a one - time customer into a long - term client.

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.

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.

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.

But by buying Aetna, the third - largest U.S. health insurer with 22 million members, CVS is likely to go much further into customer care at its stores over time.

While many expanding companies invest considerable time and resources into acquiring new customers, they tend to forget that the real work begins once a new customer comes on board.

However, the post-holiday season is a great time to re-engage with your new users and convert them into customers who shop with you year round.

The only thing that could screw him up is if he lets Comedy Dynamics complete an evolution that seems as inevitable as it is obvious, because the comedy - industry model is changing yet again — and this time, Volk - Weiss's customers are morphing into very deep - pocketed competitors.

McChord spent the summer writing code and building data backup appliances, later developing the framework for Datto's signature Inverse Chain Technology, which converts customer data into a universal file format each time backup occurs.

Instead of investing time and money into training a separate customer care team, companies can allocate their human resources to other, more important tasks, leaving their chatbot to provide assistance to vendors, suppliers, as well as third parties.

Since the fundamental idea was so important to them, we ended up using it twice: «Customers for Life: Turning That One - Time Buyer Into a Lifetime Customer.»

This is a great way to quickly convert them into a customer before too much time passes.

Taylor explains: «When times are tough, you've got fewer new customers coming into the market, so you have to worry more about holding the loyalty of your most valuable customers.

«Through the early 2000s, I was basically walking into meetings all the time and the customer would ask, «Can you do this?»

When diving into your data, think about how to drive top - line revenue growth by using data to find new customers and partners and deliver real - time value to them in unique and unexpected ways.

It's all about respect, investing time and money into genuinely and personally thanking every customer you have.

Because it is difficult and time - consuming to acquire customers, most new companies find it easier to break into a market by tapping into a network of manufacturers» reps, agents, brokers and other third - party resellers.

By putting your limited time and resources into your customer base, you're automatically focusing on your product and learning about competitors on the sly anyway.

Over time, as people became more and more aware of the effects commonly used products can have on the environment, plastic - happy clients who once cared mostly for cost and convenience morphed into savvy customers with real concerns about the impact polyethylene and other petroleum - based products have on the ecosystem.

It's common sense, of course, to put time and money into building strong, loyal relationships with your customers and business partners.

You need to convert your visitors into customers, and you've got a very limited time to capture their attention.

No matter how much time, effort and money you've put into building your website, if you're not getting traffic, the value of your site drops because of all those potential customers who never see it.

Email marketing can help turn one - time visitors into returning readers (and / or customers), ultimately helping you to grow your business.

A few months into my time as an insurance claims adjuster, a customer called and said he thought his house was breaking apart.

BirdEye also sends real - time notifications if a client's business receives a negative review on any supported platform, enabling the client to take steps to turn a bad customer experience into a positive one.

Customers will continue to fall into new distinct categories, but the categories will vary over time in significant ways.

If you want first - time customers to turn into long - term patrons, you must prioritize transparency across all of your brand communications, including promotions, social media ads, product details and even menus.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

«So far this year, we have converted more than 7,000 temporary employees in the U.S. into full - time, regular roles and we're looking forward to converting thousands more after this holiday season,» said Dave Clark, Amazon's vice president of worldwide operations and customer service, in a statement.

John Boynton, chief marketing officer at Rogers (which owns Canadian Business), says that with smartphones often ranging into the $ 600 and $ 700 range, customers would rather split their costs up over time than fork it all over at once.

So I put my head in magical fairyland sand, stubbornly insisting that my customers would be tractor - beamed into my budding practice,» she writes, «And then I ate canned food and spaghetti for a long, long time.»

«They're making it really easy for us to fill tables during off - peak times, which generates more revenue for the restaurant and gives us more opportunities to attract new customers and turn them into lifelong fans,» Rick Bayless, owner of Frontera Grill in Chicago, said in a statement released by Groupon.

Recently, Amazon turned an HR challenge into a PR coup, when it announced it was hiring 5,000 part - time customer service representatives who could work from the comfort of their own homes.

Once you've identified those touchpoints that will most effectively reach your customer, it's time to string them together into a touchpoint map: the modern day media plan.

Indeed, Kelly says Splice has lined up another customer in India and is preparing to take another run at the huge market, this time with more insight into what's required to deliver an effective service.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

New York Times business reporter and author Charles Duhigg uncovers the psychology behind what makes customer and employee behavior turn into habit in his best selling book, The Power Of Habit.

Janna Drucker, the founder of a Parkland boutique called Fannies Finds, has a tradition of slipping small trinkets emblazoned with motivational quotes into customers» bags when she senses they're having a hard time.

Remember that when your in - location mobile - marketing strategy is a seamless component of the overall marketing program, your customers will learn over time that they're going to receive in - location mobile communications and messages only by walking into a specific, physical location.

However, taking the time to understand your customer profile and purchase behaviors offers valuable insight into the ever - evolving habits of your customers.

For software, I would check out Kajabi, which you can use to actually host your video course within a portal and customers can log into and access over time, as well as process payments.

Not only will you impress potential customers with the level of diligence and understanding of their needs, you will also save yourself loads of time by pasting a URL into an email instead of typing the answer out every single time.

You're a small team after all with lengthy to - do lists and full lives — answering customers» e-mails and fielding their queries is important, but it eats into the time you've set aside for other tasks.

Where Blooom advises customers to diversify their allocations, for instance, many of Costello's peers (including his own sister, Annie) were siphoning off their savings into a single money market fund, thus minimizing the amount of money that can actually accrue over time.

With an overwhelming amount of data flooding into the organization each second, the company needed to find a way to identify and react to specific patterns — «like a certain number of dropped calls in a certain amount of time for a certain kind of customer» — that suggested a customer was about to bolt.

On the customer front, that has translated into increased wait times — the chain's drive - thru's scored their worst - ever results in 2013.

The time spent engaging with their customers gives them a front row seat into their challenges, common questions, and burning pains.

Holiday sales and promotions attract a greater number new customers, and you don't want to miss out on an opportunity to convert one time shoppers into life - long customers.

Over that time, it has converted more than 35 million potential file sharers into customers who are at least paying something for some of the shows and movies they watch.