Clock speed isn't the ordsprog

Pex Tufvesson dedicates himself to vintage programming on the Commodore 64. Clock speed isn't the predominant issue [for our customers]. We ship the frequency that we can deliver in the predicative fashion customers expect.

Thorough customers are our best customers. Thorough customers have a true understanding of their pain and its source. They make me prove how our product can deliver measurable ROI. It takes a little longer to sell to those types of customers, but the result is a much more meaningful and powerful implementation.

These core businesses will address specific markets and allow us to approach customers in a faster and more integrated fashion. The leaders of each of these businesses have a keen understanding of their marketplaces and have demonstrated the speed, response and creativity our customers demand.

Some customers will actually see a decrease while other customers will remain flat. Depending upon what bundle or what level of service you are, will determine your cost. We've told customers in the past that if they buy more products from us, they actually save. Their discounts are deeper. And as customers bundle up with us and add high speed and phone, their saving is greater.

We have had more customers than expected. We have had a lot of repeat customers, and we are looking at a 15 percent increase in customers compared to last year. We have been very busy today and we expect a lot of last minute shoppers.

The problem has not been observed in a production environment or with commercial applications. The total number of customers involved is in the low hundreds and we expect to make some replacements. After we explained the issue, some customers have told us it is not a concern, but we're going to go the extra mile for any of those who want a replacement.

John Taylor (1753-1824)

John Taylor

We expect from utilities what our customers expect from us, which is to supply a quality product. Our customers demand we focus on products that are reliable and make going about their day more convenient and easier. We expect from our utilities that they provide reliable power service so we can concentrate on our customer needs without having to set aside resources that do not focus on our customers' needs.

No one believed a flood of customers would move over (to SAP) in the first year...We expect those decisions will take some time. Instead, we initially focused on customers most likely to convert, and that included PeopleSoft and J.D. Edwards customers who were also running SAP.

We are providing the tools to train partners to deliver the people-ready message and supporting them with compelling evidence about why customers who invest in this outperform customers who don't. We want them to know how to live and breathe this message and successfully sell their offerings to customers.

I don't think you have to be a top performer to retain customers, but you need to be a good performer to satisfy customers. Customers are not going to wait around four days for you to respond to their question. Speed and accuracy are important.

We're not sure we can keep the lights on for our customers. We don't have the money to buy the power to deliver to the customers.

The relationships with your customers are important. You have to be able to deliver what you're promising to your customers. We are able to do that.

We feel this partnership really extends the whole value proposition for our customers who are information workers. It allows us to collectively deliver high-volume content to our mutual customers.

The new Reservoir Products Division is strategic to our company's growth and delivery of value to our customers. We have a long history of developing new technologies that deliver outstanding benefits to our customers.

Even in Chapter 11, we are continuing to operate under normal circumstances. We will continue to ship products on time to all of our customers. We have not disrupted any of our customers at this point and plan to continue meeting our commitments.

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