Customers
in sentence
850 examples of Customers in a sentence
“It’s not a policy that is going to be effective, because
customers
want affordable energy,” he said.
The market failure in the case of health care is what economists call “adverse selection”: insurers may not provide insurance, especially to patients with pre-existing conditions, if they fear that healthy
customers
have already taken themselves out of the risk pool.
Our programs to purchase asset-backed securities and covered bonds were tailored to help lubricate further the transmission of lower funding costs from banks to
customers.
In some EU states, electricity prices for industrial
customers
are twice what their North American counterparts pay.
only 11 days to sign up 500 interested
customers.
That provides an incentive to retrofitting companies, while competition for customers, rather than for subsidies, will encourage the various providers to be efficient.
Banks in Ireland and Spain are discovering that their
customers
are losing their jobs and income as the construction bust hits the national economies.
For Europe’s governments, fostering champions increasingly means providing benefits to non-national
customers
and employees – a dubious use of taxpayer money.
Over the next 40 years, however, businesspeople stopped quoting Friedman and began to talk of their responsibilities to their companies’ stakeholders, a group that includes not only shareholders, but also customers, employees, and members of the communities in which they operate.
This year, all Dutch bankers, 90,000 of them, are swearing that they will act with integrity, put the interests of
customers
ahead of others (including shareholders), and behave openly, transparently, and in accordance with their responsibilities to society.
It is becoming more difficult for Iran (whose economy depends to a large extent on oil exports of more than two million barrels a day) to find
customers
– and especially
customers
willing to pay full price.
Their speculative frenzies ruined shareholders, customers, and the economy.
But for actual paying
customers
trying to reach Yahoo!, there may well be a white list of potential advertisers, all writing from their corporate e-mail accounts.
As for consumer customers, most companies already make you pay by filling in an annoying form that asks you for a bunch of irrelevant items before you can send a help request.
The only difference is that the two big Chinese banks, when doing business in London and Frankfurt, will be permitted to purchase renminbi in China itself when their foreign
customers
demand it.
Once banks offer new assets denominated in renminbi, more
customers
will be drawn into the market, thereby adding liquidity and reducing transaction costs for purchases of renminbi in European currencies.
Banks nowadays create products and IT platforms to serve their
customers
in all their countries of operation; so separate prudential assessments of units in these cross-border groups, be they subsidiaries or branches, is hardly rational.
But it can be very difficult when the demands of, say, the company’s shareholders conflict with the interests of its employees, customers, or local communities.
These companies are implementing the stakeholder concept on a micro and macro level, answering to the demands of their employees, customers, and communities, and thus strengthening their brands.
Then we can see which products customers, armed with this information, choose to buy.
Including such information on financial products would give an enormous boost to the efficiency and efficacy of our financial products in serving customers’ needs.
sued Barnes & Noble.com for offering to its
customers
Amazon's patented "one-click shopping" method.
Yes, they need money, contacts, customers, and knowledge, but often the best way to get almost all of these is through help and advice from experienced mentors.
This is already happening more than one might think, and it has more impact (on
customers
and employees as well as on recipients) than donating money to a charity.
Ultimately, however, an economy in which there are only a few big winners won’t have enough
customers
to support them.
In addition, because these firms derive their power from information, their positions are enhanced by their ability to use their customers’ private information as a strategic asset.
No good businessperson would hope their best
customers
go bankrupt.
They, too, are vulnerable in a market where their
customers
call the shots.
Today’s capital markets raise money for governments, corporate clients, and individual customers, manage pension funds’ investments, and bet on the level of interest rates or the stock market.
Some banks and businesses now offer zero-cost remittance services to attract
customers.
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