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Customers in sentence

850 examples of Customers in a sentence

They're also finding a way to let customers and clientele find out that they can repair a blender or fix an iron or, as we learned yesterday, to make a french fry machine.
Now, the majority of Manya's customers who came back the next day bought that other car, the car they did not need, the car that cost far too much money.
Now, why were Manya's customers so irrational?
Ford intuited what we now know is true, that an economy is best understood as an ecosystem and characterized by the same kinds of feedback loops you find in a natural ecosystem, a feedback loop between customers and businesses.
But that rate is totally dependent upon how many problem solvers — diverse, able problem solvers — we have, and thus how many of our fellow citizens actively participate, both as entrepreneurs who can offer solutions, and as customers who consume them.
We reminded them that when workers have more money, businesses have more customers, and need more employees.
Because the fundamental law of capitalism is, when workers have more money, businesses have more customers and need more workers.
It's just that that's all that those entrepreneurs' customers can afford.
Let's acknowledge that capitalism beats the alternatives, but also that the more people we include, both as entrepreneurs and as customers, the better it works.
Government does create prosperity and growth, by creating the conditions that allow both entrepreneurs and their customers to thrive.
Everybody kept telling me that farmers wanted insurance, but our prime customers simply weren't buying.
These organizations became our customers, and when combining credit and insurance, interesting things can happen.
They said, "We look for employees who are great with our customers, who empower their teams, who negotiate effectively, who are able to manage conflict well, and are overall great communicators."
Think of the iPhone 5, 6, then 7, 8. Companies in the West spend billions of dollars investing in R&D, and use tons of natural resources to create ever more complex products, to differentiate their brands from competition, and they charge customers more money for new features.
But sadly, this more for more model is running out of gas, for three reasons: First, a big portion of customers in the West because of the diminishing purchasing power, can no longer afford these expensive products.
And third, most importantly, because of the growing income disparity between the rich and the middle class in the West, there is a big disconnect between existing products and services and basic needs of customers.
Amazingly, 75 percent of the customers using this service are the middle-class French who can't afford high banking fees.
Don't create solutions to impress customers.
The unbelievable part is actually that 90 percent of our in-store customers are not even Muslim.
And what's interesting is that after visualizing the entire business, systems upon systems, they reclaimed 50 million dollars of revenue, and they also moved from a D rating to an A rating from their customers.
I got one: How about employees and customers?
If you have employees and customers, wouldn't it make sense if they looked a little bit like the people that work for you?
Instead, what they did is they began to see the people at the bottom of the pyramid, the young sparks, the people who were closest to the customers, as the source of innovation.
We weren't drug customers.
I think business model makes sense to be that low because you can start out without a business model and add one later if your customers are demanding what you're creating.
He called it staying beginners, and wanted to make sure that we focused on those tiny little details to make them faster, easier and seamless for the new customers.
But in the 1970s, the energy crisis struck, and customers started thinking about how to save energy.
When we rolled out this training, a few brave drivers admitted they had seen these women, knocking on the cabs in the truck stops, looking for customers.
It is much more demanding today to attract and retain customers, to build advantage on a global scale, to create value.
That means that Nike's customers make almost twice as much profit as their closest competitor.
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