Sentences with phrase «time customers spend»

You know the average time customers spend learning online, what devices they use, their engagement with different question types — and that videos with polls do better than videos without.

More maneuvering room extends time customers spend in the store and enhances the probability of purchasing.

Context is much more than location or the time a customer spends engaging with your mobile app or web page.

For example, Starbucks» payment app and order - ahead feature cut down time customers spent waiting in line.

Not exact matches

Spend time listening to what your loyal customers and clients are saying so that you can consistently perfect what you do.

To determine which feature you should initially focus on spend time with customers, analyze major emerging trends in the industry, and examine areas where competitors fail to solve problems.

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.

Embracing automation can reduce overhead costs and free up small - business owners to focus on areas that matter most, such as perfecting their craft or spending time with 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.

Particularly in a startup, it might seem silly at first glance to spend time on small things that delight your customers, when you have so many big problems.

Every time I've done a turnaround, the first thing has been to spend time with the customers.

Foursquare users who unlock specials spend three - and - a-half times more money than the average RadioShack customer.

Spend some time working out customer experience, in particular three important elements: aesthetics, access and service.

As a rule of thumb, your users / customers should spend the least amount of time possible trying to use your product or service, so they can spend the majority of their time enjoying it.

That means you must figure out how to encourage your customers to return more often, spend more time on your site and ultimately purchase from your store.

Mobile employees lose their ability to work effectively, IT personnel spend time replacing and reconfiguring equipment, and customers wait for you to get back up to speed.

According to the company, customers tend to spend more and shop at different times — such as late at night — than when they visit stores.

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.

I frequently meet customers who I don't like, trust or want to spend time with.

Most companies spend a lot of time — and money — thinking about customer acquisition.

When a customer spends time giving you a suggestion, whether it is in person or online, send them a thank - you note to let them know you appreciate them.

While walking in with lots of questions for those on the sales floor is totally acceptable, customers who don't realize it's the busiest shopping day of the year may feel let down when it's impossible for you to spend as much time catering to their requests, says Mike Wittenstein, founder of Storyminers, an Atlanta - based customer experience and service design consultancy.

Spend a significant time researching the needs of your prototypical customer so you can solve their problems.

That's right: While bookstores close across the country and libraries see huge declines in foot traffic, Warby Parker is betting that customers want to spend time in stores that resemble them.

Research shows that customers spend more, employees accomplish more, and vendors are more likely to pay on time, if they're thanked regularly.

Imagine that you have identified your customer, found where he or she spends time online socially, created meaningful content to increase awareness and engagement with those customers, and then served up a buyable experience at the very moment they discover a need for your product.

Using a platform such as Google Analytics is a must for collecting data such as what pages people visit, what products they bought after their first purchase, how much time they spend on certain pages, what pages they visit after, age, gender, geographical area of your customers and more.

This can be a costly mistake in terms of customer confusion, and you'll spend valuable time explaining the.

It requires spending a great deal of time in the field with your customers.

Like trying to manage your own books, your time is better spent serving your customers and running your business.

What's more, customers who spend a lot of time coming up with innovations are going to be mad if you reward their idea but don't implement it.

Given that 60 percent of the time users spend online is through their mobile devices, establishing a solid mobile presence ensures that your customers always have a piece of your brand at the tip of their fingers.

Think about how much money you spend on new customer acquisition — is it less than $ 4 and a couple minutes of your time?

He expects the technology will also increase the store's profitability because it will save time and because customers will likely spend more freely when they buy on their credit cards.

My recommendation for first - time entrepreneurs, and the rest of us who don't have deep pockets, is to focus on customer problems that are causing pain today, and customers who are willing and able to spend real money on a solution.

MobileLive's scalable, modular design and development approach keeps prices relatively low, and staff spend considerable time on - site in order to clearly understand what customers want and need.

That way, «customers can spend time and energy how they want, and technology will truly enhance that experience.»

«Companies spend a lot of time thinking about and getting feedback from customers about how to navigate to the basic content, but sometimes the search doesn't get the same level of consideration,» Sherwin said.

If you're buying a sales list, be sure you spend the extra time to select all the criteria (such as age, income or house value) that describe your best customer.

She spends 70 % of her time meeting with customers, she says.

McClurg, who served with the FBI before joining Lucent (ALU), then Honeywell (HON), and now Dell, said he spends about half of his time («at the request of Michael») meeting with small - to - medium sized businesses and customers.

When was the last time you spent any time thinking about cancelled or lost customers?

«I spend a lot of time thinking about how customers will interact with products so they won't break them.

Companies should develop more manageable aspects of customer experience rather than spending too much time, energy and resources generating positive WOM.

Instead, Maloney says companies with more modest budgets should spend their time and resources on the customers they're most likely to convert.

Maybe being willing to spend the same amount of time educating an entry - level customer as helping an enthusiast who wants high - end equipment is what really makes a difference..

You need to know you're spending your time the right way, so you want to qualify customers and know when a prospect is real.

But over the last few years, careers in social media have exploded as companies realize the value of reaching their customers on the medium where they spend most of their time.

The more time you spend where your customers are, the more you'll learn about how they think and whether or not you're focused on the right group.»