Sentences with phrase «with demanding customers»

I am a customer service specialist who continually maintains a positive attitude when providing excellent customer service with demanding customers.

Ambitious Store Manager who continually maintains a positive attitude while interacting with demanding customers.

The kind that can hit numbers, close tough deals with demanding customers, and compete effectively against the most cutthroat of their peers.

Create Resume Brenda Hawkins 100 Main Street, Cityplace, CA, 91019 (C)[phone] [email protected] Professional Summary Ambitious Store Manager who continually maintains a positive attitude while interacting with demanding customers.

Demonstrated success in maintaining composure and a positive attitude while dealing with demanding customers.

The interviewer wants you to provide an example of how you dealt with a demanding customer in the past.

Not exact matches

More important, in a market with limited overall demand new would - be players may not find enough customers to scale up to a size where they can compete effectively.

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.

Harley, which commands about half of the U.S. big - bike market, has seen its U.S. market share erode in recent years as it grapples with an ageing customer base, weak demand from younger buyers and discounts offered by rivals.

Coinbase has been moving in recent months to improve its customer service after admitting that it has struggled to keep pace with the demand for its cryptocurrency offerings.

Voice assistants, same - day delivery and on - demand content will mean that both B2C and B2B marketers must find innovative new ways to delight prospects and customers with nearly instant service.

And if you spend a week building a relationship with a new customer, it can be a little awkward to suddenly turn around and demand they pay an overdue invoice.

Goldin says Next Millennium can't keep up with demand from customers like Exo, one of the biggest cricket bar manufacturers.

The startup is tiny right now, with only seven employees, but the founders have attracted a number of institutional and angel investors to help fund expansion in the face of demand from new customers.

This tech - driven customer - service focus plays especially well with Millennials, says Velez, making it a critical recruiting tool in a sector where labor demand currently outstrips supply.

Next comes testing your model and your prototype with your customers, and finally, adapting to market demands or pivot whenever necessary.

It started with customers asking about the labour and environmental conditions in the locations JQI sources from — not only are there regulations to honour, but consumers are increasingly demanding that food brands treat workers fairly and, in the case of produce, not use pesticides excessively.

Established businesses say startups are better at predicting customer demands because they are younger and more obsessed with data.

Just as directors don't want to work with demanding divas on - set, customers don't want to work with companies that are not understanding, irresponsible or otherwise difficult.

Search data is a solid barometer for understanding market demand and how to connect with your potential customers using their language.

Companies in the $ 10 million to $ 50 million range are important links in supply chains, with smaller vendors feeding into them and large customers making demands on them.

From discovery to booking to job reminders to payment, the entire flow of purchasing services has been streamlined with technology built by on - demand platforms to make the average homeowner have a warm and fuzzy customer experience.

The company's first - quarter results were hit by higher costs due to disruptions with its suppliers even as it races to meet record demand from top customer Boeing Co..

The draw for consumers to book directly with these on - demand platforms is not the allure of «finding the right professional», but more so the convenient, Uber - like customer experience.

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.

«Although there was clearly demand for the un-activated iPhone X, selling it that way cost more money, causing some confusion with our customers and noise in the media,» a Best Buy spokeswoman told Bloomberg.

There are, of course, some fairly obvious reasons why a coffee chain might want to offer a larger cup size, starting with customer demand.

With new capabilities, the company hoped to improve its demand forecasting — specifically by narrowing the focus from warehouses down to individual customers to better predict how much of which products was needed on any given day at any particular store or vending machine.

Use quantitative customer surveys, gauge demand across product lines and validate new ideas with your audience.

Blue Apron deftly combines the themes of subscription, trust, and on - demand service to deliver to its customers a recipe with ingredients that are perfectly measured and ready for cooking.

If a customer with deep pockets wants to pay you every three months but your suppliers demand payment every 30 days, you need to be sure your business is ready.

The customers have responded with great enthusiasm as enhanced video and mobile services are being demanded by both consumers and enterprises at an ever accelerating pace.»

Another is that your business is beginning to set up deals with suppliers, customers or both that demand financial structuring outside the realm of common sense.

Firms directly tied to the energy sector expected further declines in their sales volumes, and companies that sell to energy - related customers suffer along with them as they adjust to an environment of weak demand.

Hopefully, with that combination, your salespeople will also be able to deal with the everyday apparel pressures of customer personalities and demands that require a thoughtful combination of tact, persuasiveness and a sense of humor.

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.

Takeaway — Training your team to deal with demanding clients reduces employee stress and yields higher - profit customers.

Meanwhile, the IRS remains embroiled in a closely - watched court fight with Coinbase over its demand for the agency to turn over its customer records.

Only 5 percent of the survey respondents linked with this type of company persona strongly agreed that their organizations deploys newer technologies ahead of customers» demand for their use.

«You want to invest in an area that you would always have increasing demand [and] loyal customers and not have to sell them everyday of the week with something new,» he said.»

Scenario: You're working with a prospect to craft a deal and suddenly the customer demands something that makes no business sense, like: «We'll need you to stop doing business with our competitors if you're doing business with us.»

Plus, he adds, by asking for payment on only the oldest invoice, you are subtly currying goodwill with the customer, who'll appreciate your leniency in not demanding the entire debt.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

When Valentine's Day deliveries turned into a nightmare for on - demand flower company UrbanStems, a personal touch helped mend relations with unhappy customers.

The company is fighting to win back customers, particularly in the United States, after failing to keep up with diners» increasing demand for healthier, fresher food.

Thanks to the Internet and social media, today's customers, armed with websites, blogs and peer - to - peer recommendations, are more knowledgeable and demanding than their counterparts at any time in history.

But how do you balance satisfying demanding customers with maximizing cost - effective resources?

Statistics and surveys show that customer experience is the main source of competition among businesses these days and customers are more demanding than ever when it comes to their experience with a company.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

Stress, as defined by the Jobs Rated methodology, is determined by 11 factors: travel, deadlines, working in the public eye, competitiveness, physical demands, environmental conditions, hazards encountered, the life of oneself or others at risk, meeting and interacting with customers and / or the public, and the potential for job growth.