Sentences with phrase «value to customers by»

GNL provides value to its customers by exclusive information and inside stories from Nightlife of Goa.

• Demonstrate value to our customers by understanding, advising and delivering on their recruitment needs.

«They bring unparalleled value to our customers by prioritizing features that help them stay closer to everything and everyone around them.»

Focused on customer needs, they can deliver the best value to customers by being flexible and approachable.

EcoSafe ® Zero Waste adds value to customers by offering training, marketing support and program development.

Instead, PetSmart is proactively looking for ways in which it can increase its value to its customers by furthering its reputation as an all - in - one solution center for pet owners.

GNL provides value to its customers by exclusive information and inside stories from Nightlife of Goa.

This divestment supports Stora Enso's growth strategy for its consumer board business, where the focus is to generate value to customers by being the global benchmark in high quality virgin fibre carton board.

Not exact matches

Amazon.com uses the internet to create real value for its customers and, by doing so, hopes to create an enduring franchise, even in established and large markets.»

But by replying in public you show your temperament, your values, and your belief that all customers deserve to be heard.

Companies can now drive loyalty, and therefore higher lifetime retention and value, by leveraging convenience with even further granularity of access to products or information or both, giving specific customers specifically what they want every time, in a way that caters to their product preferences (and possibly their belief system).

But be sure to revise these KPIs once you have customers attracted by this new marketing method, as their values will change significantly.

The answer is: by sharing brand news that resonates with them and reaches a level of personalization emphasizing your company's unique value to your customers.

The forum was convened to discuss how CEOs and investors can have constructive dialogue around creating long - term value that benefits customers, employees, shareholders, and society, as opposed to embracing a toxic short - termism defined by myopic decisions.

A report by Aberdeen Group finds that businesses with social customer service experience around 7.5 percent year - over-year growth (compared to 2.9 percent without social customer service), so don't underestimate its value.

In terms of being a headphone company's OEM for Shieldz, our goal is to show them the profit that can be made by offering this value add to customers.

Expertise is one of those things that is both rare and a highly valued commodity — a fact belied by the frequency in which it appears on resumes — but made clear by the way it is sought out by everyone, from potential employers, to partners and customers.

Marketing is all the stuff we make up to create value for businesses and brands by creating value for customers.

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.

Outside of those few early adopters, technology by itself has negative value to the majority of potential customers.

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.

What LTE can do as the installed base grows is bring those numbers closer to balance by attracting customers to higher value «buckets» (those monthly plans you and I sign up for when we pick a service level).

This attitude of stepping into your customers» shoes is fueled by gratitude and a mindset that motivates you to put more emphasis on retention, engagement and lifetime value.

In June, Imagination Technologies put itself up for sale after it lost 70 percent of its value after being ditched by its biggest customer Apple, in a disappointing end to a once - great European tech success story.

The New York - based company, backed by $ 54.4 million in venture funding, caters to what chief executive Jennifer Hyman calls the «woman 2.0,» a customer who values experiences over possessions.

They will help provide the shift to mobile commerce by providing immediate relevancy and value to customers.

One simple way to calculate customer lifetime value is average monthly spend per customer divided by monthly customer churn rate.

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.

When you stand out from the competition by offering something of value that your competitors don't, you give your customers a better reason to choose your product or service.

Even Apple CEO Tim Cook got into the debate by proclaiming that the new $ 999 iPhone X is a «great value» to customers.

Once the evaluation of a VC is done, the next step would be to engage early to understand which VCs can add value by way of customer introductions.

Start by calculating the «value» of each customer, according to what they bring in annual profits, revenue, and effort.

That See's would try to appeal to new customers by stressing old values matches up nicely with its plants, which run on a balance of automation and live labor.

Develop a series simply by answering those questions, and you will be offering high - value content to prospects and customers alike.

But yet another alleged hack, reported in August by an online Bitcoin bank that stores the currency for customers, drove the value down to about $ 7.

An important starting point in building unique value propositions is to begin by segmenting the potential customer base by identifying their unique requirements.

«That's why we built TrenDemon — to help companies uncover the real value of their marketing efforts by mapping and visualizing the customer journey, with a special emphasis on content pages.»

Retailers have expressed concerns that the value of their brand will be washed - out by advertising on Amazon's site, while others are relunctant to grant the tech behemoth access to information about which items are popular with customers, Re / code reports.

By putting the emphasis on prices over value for this one weekend of the year, retailers train their newly acquired customers to (essentially) «dine and ditch.»

Union Pacific provides value to its roughly 10,000 customers by delivering products in a safe, reliable, fuel - efficient and environmentally responsible manner.

Theranos, once valued at $ 9 billion, is also being investigated by other federal and state agencies and was accused in a suit filed in May of endangering customer health through «massive failures» that misrepresented test results, according to court papers.

When asked about his most effective selling tactic, Osgouei explains, «One selling tactic that's extremely undervalued is telling a story that can create a powerful perception of value by showing both the before story and the after story in a way that gets the customer excited to partner with your team, and excited about your offering.»

As noted previously, much of the value of having a large charging infrastructure is symbolic - it serves to assuage the customer's fear as opposed to being the dominant means by which they charge their vehicle.

Yet by knowing who the customers that generate cash really are, you're able to clarify the value proposition embedded in a strategy and align resources accordingly.

By studying reviews, collecting feedback, and making our customers a part of the product improvement / selection process, we are able to continuously deliver value in a way that makes all parties feel good.

«By finding, joining and participating in industry - relevant groups on LinkedIn, you not only increase your visibility on the platform, but contribute real value and thought leadership to colleagues and potential customers.»

I developed a small tool that helps those working with the Business Model Canvas to visualize Customer Archetipes by providing complementary canvas that go from Empathy Maps to Value Proposition Design.

By doing so, you would be overstating your lifetime value and potentially overspending to acquire customers.

«Together, we will be able to significantly enhance the customer experience by offering even greater assortments, service, value and convenience while preserving the unique shopping experiences that make both companies leaders in their respective segments.

A company can connect with the new status currency by demonstrating to Millennials that its brand's soul is aligned with their values and that customers are doing good by purchasing that brand.