Sentences with phrase «valued customers at»

Since culinary externships typically enroll culinary students who are expected to deal with and indirectly serve many valued customers at various fine restaurants, the employers are very choosy while selecting candidates.

We're recruiting for an enthusiastic and detail - oriented Office Administrator / Scheduler to provide support to our Sales and Production teams as well as our valued customers at our Tuff Shed Factory Store located in Anaheim.

Explore our advanced pet care to learn more about all the great services provided to our valued customers at Hillsboro Beach Animal Hospital.

Explore our advanced pet care to learn more about all the great services provided to our valued customers at Helmwood Veterinary Clinic.

Explore our advanced pet care to learn more about all the great services provided to our valued customers at Vienna Animal Hospital.

Navigate through the links below to learn more about all the great services provided to our valued customers at Best Friends Animal Hospital.

«It has been our pleasure to have served this community and we hope to continue to serve our valued customers at the nearby Rockville Pike and Clarendon Market Common stores.»

It just goes to show that I'm not a valued customer at Capcom, I'm just another dollar sign to exploit.

Not exact matches

For example, under AT&T's original bid, Straight Path's licenses were valued at just under one cent per megahertz covering each potential customer.

And a former employer once accused him in a lawsuit of stealing donated body parts valued at $ 75,000 and selling them to a customer in Turkey.

The way you win over an industry should be the same way you win attention at a big event: fill a service gap and provide long - term value for customers.

While there are limitations with graphics, layouts and integrations, it allows us to deliver a simple, customized website at a value price for our customers.»

Its value to customers should be at the very core of how, when, and what you communicate to the world.

Valuing customers, trusting employees and staying focused on the vision are what we should be doing, or at least resume doing.

For some of the trends and themes that I'll discuss over the next week or so (including the two below) you'll see that customer value is clearly at the core.

At the end of the day, it's not about if sales development reports to sales, marketing, or the CEO, it's about what's working to communicate your brand's value and how your company provides a solution to a problem that your customers are facing.

I impressed on him that value in a business depends on things like recurring income from customers who come back year after year — in other words, exactly what he has at the music school, and what nurseries almost never have.

Large though that figure may seem, analysts say it's within investor expectations: Delivery Hero, which brokers deliveries from a network of restaurants or brings the food to customers» homes via courier, was most recently valued at between 3.5 billion euros ($ 3.9 billion) and 4 billion euros ($ 4.1 billion), when it raised funding from Naspers, a South African e-commerce company.

A strong competitive positioning strategy requires a realistic view on the size of the market and how you plan to deliver value to your customers at the highest level possible.

For the newbie technology - driven Fintech entrants (entrepreneurs) For the new entrepreneurs aiming at offering value - driven services to demystify finance as a domain, and to raise quality funding from both angels as well as VCs, More's suggestion is to build a commercially viable and solid business proposition, then focus on customer experience and efficient execution.

At InList, we've seen the value this approach can deliver: We often get our best product ideas from our concierges — the people listening to our customers.

In that moment, you have at - once delighted your customer, increased sales, and proven the value of all of that hard work.

The better they are at telling these stories, the more credible they'll be, the more value they'll add to the customer, and the more calls they'll make to high - level stakeholders.

Schmelzer loves to talk about how mentors at the Nike + Accelerator forced him and his partners to overhaul their GeoPalz business plan to focus on the lifetime value of their child customers.

At the crux of the marketability model is the ratio of the lifetime value of a customer to the cost of acquiring a customer, or LTV / CAC.

In the past 10 to 15 years, values have become increasingly important in customer decisions, according to Wendy Salomon, vice president of corporate reputation at market - research firm the Harris Poll.

As Red Robin shares shed nearly 29 percent of their value, Cramer balked at the Street's response, saying that the rise of take - out and delivery is an «unstoppable trend» that will quash chains like Red Robin if they don't find ways to appeal to new customer bases.

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.

At the end of the day, the more value you provide, the more willing customers will be to share their data in return for more personalized experiences.

If Wind and its 740,000 customers is valued at about $ 300 million, then surely Mobilicity and its comparatively piddly 150,000 customers is worth considerably less, right?

If you don't understand the context of your customer journey you won't know if the content you're sharing is delivering value at the time it will have the best impact.

The best way to predict churn and increase lifetime value is to have a firm grasp of the health of every customer at all times.

For many of our customers, they place a very high value on their ability to engage directly with the company, visit the factory and spend time with ourselves and our dealers at events and through experiences.

Assuming the average spend per visit at these businesses is around $ 20, the average customer lifetime value of a typical small business is only around $ 50, but for the businesses with the lowest monthly churn rates, it could be 10 times higher -; or $ 200.

Startup investors, Blank says, don't even look at business plans; they're not expecting a five - year forecast, they want to know if the product will sell, and how a company creates value for investors and customers.

Kevin O'Byrne, chief financial officer at Sainsbury's, told CNBC's «Squawk Box Europe» that the merger «allows us, particularly in a very competitive market online and with discounters, to give much greater value to our customers and that's very important.»

The deal, valued at $ 79 billion, vastly increased Charter's customer base by expanding its U.S. footprint by 84,000 square miles.

While some entrepreneurs may look at a free box of food, or any product or service that is offered to reconcile a customer issue, as a dollar amount, it is important to understand the other values, such an investment yields.

Pricing your product at a premium can mean higher profits for you and better value for your customers.

A study done in 2011 by The American Marketing Association, involving over 10,000 customers at a well - known German bank, discovered that referred customers spend more on their first visit, stay customers longer, and have an overall 16 percent higher lifetime value than non-referred customers.

«This partnership presents an opportunity to maximize value for Whole Foods Market's shareholders, while at the same time extending our mission and bringing the highest quality, experience, convenience, and innovation to our customers,» Whole Foods CEO John Mackey said in the release.

Doug Gurr, U.K. country manager at Amazon, said the jobs would provide «even faster delivery, more selection and better value» for British customers.

He values it so much that when he launched his new messaging app for college students, called Islands, he rented a space in student housing at the University of Western Ontario so he could be closer to his potential customers.

Always look at lifetime value metrics to make sure your customers come back.

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 everyone at the company knows that customers are Wistia's main priority, they can take the risks necessary to pursue this value, without fear of fallout.

Our employees are free to take positive risks knowing that they will not solely be judged on a company's profit margin, but also on factors that all of us at Virgin value, like raising awareness of the brand, creating happy and loyal customers or making a positive impact on the larger community.

Using proprietary data collected by Restaurant Business and its sister research firm Technomic from 2016, we looked at nearly 100 of the largest US chains and rated them on three criteria we considered the most telling for all - around fast - food excellence: financial performance, customer satisfaction, and overall value.

For that, they rely on a ladder of cash sources: customers who pay enough for them to make a profit, suppliers who extend generous payment terms, their own frugality when it comes to items that don't add value to customers, friends, family, angels, and venture capitalists — many of whom can be supplying cash at the same time.

At the same time, the telecoms see the danger of becoming «dumb pipes»: if all they do is shuffle data from provider to customer, then they add no value to the transaction, have no leverage, and command no premium.