Customers
in sentence
850 examples of Customers in a sentence
The company could not claim that it had prevented dangerous planes from flying, and it would find few customers, even if its flights were much cheaper than anyone else’s.
As the older generation dies off, the new generation has fallen to fighting in front of the
customers.
But, while they will use such a system if it is available and demanded by customers, they will not invest in it themselves.
and
customers
adapt to a new way of operating.
Some restaurants greet their
customers
with a guard who brusquely asks what they want, as if they came to buy stamps, not to have dinner.
Their real job is to be "against" - and this time, it is the
customers
they are to be against.
But
customers
received only a small saucer for this feast, and the principle of the smorgasbord - all you can eat - was jettisoned.
Customers
- who know what a smorgasbord is - understandably try to stuff as much food as they can onto the tiny saucer, sushi on top of roast beef.
Because Vaca Muerta holds much more gas than Argentina could ever burn, exports are the inescapable way forward, and neighboring Brazil and Chile are among the natural
customers.
McDonald’s has adopted a so-called “30-40-50” approach, because ethnic minorities (not only Asian-Americans) represent 30% of its overall business; 40% of its revenue; and 50% of its business from
customers
under the age of 18.Chen claims that its strategy – called “Leading with ethnic insights” – shows the company’s commitment to the Asian-American consumer.
McDonald’s has covered its bases on the issue, capitalizing on the link between customers’ homelands and the US market.
For example, many Chinese-American
customers
“have their first Big Mac in China,” Chen said, “and we want to continue that relationship.”
Indeed, the fast-food industry may have greater reach in customers’ native languages than heath-education campaigns do.
Customers
often value a good more when its price goes up.
Companies seem to have become fishbowls, their contents visible to
customers
and strangers alike.
answer is not special access or a Twitter feed that will work until the volume overwhelms it, but rather a market for connecting current
customers
with former insiders who can tell them how to work the system.
Dish Networks now seems to encourage its employees to join the system, while a manager at another company has asked for a “white-label” version that would serve only it and its
customers.
But
customers
are generally stuck with one-size-fits-all service.
It’s worth it to them to spend their time at ICANN meetings (or to send staffers), whereas domain names are just a small part of customers’ and user’ lives.
Lastly, effective leadership means delivering excellent and responsive service to one’s
customers
or constituents, as Michael Bloomberg did as the mayor of New York.
Many emerging-country exporters, struggling to retain
customers
in the wobbly US and European markets, feel otherwise.
The proposed Baltic Sea pipeline, which would bring gas to Germany directly from Russia, bypassing Poland, Ukraine, the Baltic states, and the rest of Central Europe, is dangerous in this regard, because it may allow Gazprom the freedom to cut gas supplies to
customers
without endangering supplies to its favored western markets.
Based on past experience with quotas around the world, the predictable result would be reduced quality control and longer delivery times, because exporters would have no reason to compete for new
customers.
Beyond privacy laws, companies must cope with
customers
with varying expectations, competitors with varying levels of integrity, and the various relationships that form the context of data exchange.
As it happens, the company uses a tool called Intercom, which allows any website operator to find out about its
customers
by their email address, Facebook ID, or whatever they use to sign in.
Some of Intercom’s
customers
want to know how many Twitter followers their users have, to determine their potential value as “influencers.”
While it may require a little more effort and awkwardness to find out what
customers
want, companies that do so in a straightforward and open way will benefit in the long run.
Overall, there were roughly 50
customers
(who paid nothing) in a set of six cramped rooms, plus a courtyard in the back with another six sheds.
So far, much of that expertise has been used for the benefit of foreign
customers
and domestic businesses; but there is increasing interest in deploying it for broader public benefit.
Customers
have always voted with their feet; they can now explain their decision to anyone who is interested.
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