Customers
in sentence
850 examples of Customers in a sentence
This is intended to stimulate private spending by bringing down the rate of interest at which banks lend to their
customers.
At the same time, it is shifting from a transaction- to a relationship-based business model – one that entails closer cooperation with
customers
and suppliers.
When Congress passed the Communications Decency Act in 1996, then-infant social media companies were treated as neutral telecoms providers that enabled
customers
to interact with one other.
Moreover, governments should guarantee insolvent banks’ loans to non-financial companies, as well as private customers’ current, fixed-term, and savings deposits, by reforming insolvency laws.
Of course, the deliberate restriction of the effects of bankruptcy to accounts other than private current, savings, and fixed-term deposits means that the insolvency of bank A could lead to the insolvency of bank B. For bank B, too, the same liquidation scenario would apply: savings deposits would be safe, payments could be made from its customers’ current deposits, and loans that it granted to non-financial companies would not be revoked.
Similarly, a state-owned Indonesian bank, Bank Rakyat Indonesia, is providing micro-financing services to 30 million people, while in India, new “no-frills” savings accounts have attracted 12.5 million
customers.
Developing countries can benefit from the opening of markets to new trade and investment, while the developed world can benefit from the infusion of new customers, suppliers, and capital (possibly in the trillions of dollars).
Silicon Valley’s Spy ProblemDAVIS, CALIFORNIA – In a recent letter to US President Barack Obama, the CEO of Cisco Systems, John Chambers, requested that the National Security Agency stop intercepting the company’s products to install devices for spying on foreign
customers.
Foreign customers’ search for alternatives is underway in both existing and emerging industries.
And they have not stopped innovative Western companies from putting their intellectual property and new technologies on the line in China in order to deliver spectacular new products to US
customers
(think Apple).
Since many of these services require face-to-face interaction with customers, US multinationals had to expand their foreign employment to satisfy demand in these markets.
US Treasury Direct, for example, already offers retail
customers
an extremely low-cost way to hold very short-term Treasury debt for amounts as little as $100, tradable to others in the system.
After all, many of their investments, income, or jobs depend on customers, suppliers, and employers located elsewhere in the country.
Innovative schemes are underway: in parts of Africa, for example, mobile phone companies have begun piloting ways to provide
customers
access to solar energy.
Europe’s banks and their
customers
deserve better.
And, in order to help offset soaring operating costs, which resulted in losses of €1.5 billion ($2 billion) last year, EDF will raise electricity prices this year for its French
customers
by 5%, on average, and by another 5% next year.
The eurozone authorities thus permitted Greek banks to deny their
customers
the right to repay loans or mortgages in BE, thereby boosting the effective BE-FE exchange rate.
The second group comprises listed companies whose depressed turnover jeopardizes their already diminished share value and their standing with banks, suppliers, and potential
customers
(all of which are reluctant to sign long-term contracts with an underperforming company).
Global energy companies in Hungary are interested in promoting strong growth in the number of
customers
using their services; they act, alongside banking and insurance industries, as a vital lobby on the government for greater foreign investment and openness.
First, the discussion of a levy on bank deposits, and whether small
customers
should be exempted, put class conflict front and center.
So they stepped up investment in new facilities, new
customers
and new employees.
As these employees are often closer to
customers
than those higher up, their collective knowledge about what the market is demanding is an important source of value.
Instead, the German focus on quality allows its firms to charge higher prices and gain new
customers.
Job seekers can augment their educational credentials and employment histories with samples of their work and endorsements from co-workers and customers, thereby conveying their potential value to employers more effectively.
Gazprom has pursued its most public fight with Ukraine, insisting on prices that are 50% higher than what its EU
customers
pay.
They then extend their product lines instead of developing new products; cut costs by putting pressure on their workers; lobby governments for favorable treatment; merge with competitors to reduce competition; and manipulate
customers
to squeeze out every last penny.
Successful enterprises take time to create – time spent on inventing better products, serving
customers
more effectively, and supporting workers in ways that enhance their commitment.
This would deprive Russia of its ability to play one country against another, because a concession granted to one national distributor would immediately become available to
customers
in all the other countries.
The types of products that the latter offer to their
customers
will need to change, and the mix of assets in which they invest will be different, too.
This can happen if the new economic powers are more important as competitors than they are as
customers.
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