Sentences with phrase «companies follow this strategy»

It isn't the only company following this strategy either.

Not many Credit Repair Companies follow this strategy, which gives us a leverage to get more business than other Credit Repair Companies.

To avoid paying out termination packages to long service employees the companies followed a strategy of deliberately creating a hostile working environment in the hope the employees would quit.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Christopher Yoshida, the chief strategy, sales and marketing officer at trading firm trueEx, has been busy with client meetings following the company's announcement that it is launching a derivatives platform for digital currencies.

By following these proactive strategies, companies can get more from their affiliate partners and boost their bottom lines:

Robert Epner, Founder and CEO of ChiefofStaff.com, has worked with numerous Fortune 500 companies on strategy execution and suggests that you try the following the next time you have a big idea:

Shares in Mungana Gold Mines rose by more than 25 per cent after the company announced it would move ahead with its North Queensland zinc strategy, following shareholder support for the $ 15 million acquisition of the Chilagoe base metal assets from the liquidators of Kagara, originally announced in December last year.

Still, new research shows that productivity and profitability more often follow those leaders who don't sweat the small stuff and focus more on guiding the highest - level vision and strategy for the company:

That's according to Libby Gill, CEO of the Los Angeles - based business coaching and brand strategy firm Libby Gill & Company, who recently published «Capture the Mindshare and the Market Share Will Follow: The Art and Science of Building Brands.»

Although several companies have launched the following four strategies over the last several years, they're still a minority and few of them are doing all four:

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

Editor's note: The following is an additional excerpt from Inc.'s interview with Emily Weiss on her company's product launch strategy.

Indeed, one of Durfy's big tasks was to develop and articulate a long - term strategy, which most entrepreneurial companies don't bother to do; they just follow the leader.

The good news is that there are still plenty of companies that are rocking social media marketing and can inspire the masses to follow suit with their perfected strategies.

The process after funding of hand's on mentoring, strategy development, networking, and follow on fundraising is what will enable these fledgling companies to become successful.

And a pattern has emerged in its strategy: target the largest company in every sector and make large - enough follow - on investments to cripple the competition.

The three CEOs, over the span of a dozen years, followed a strategy that has become the norm for many big companies during the past two decades: large stock buybacks to make use of cash, coupled with acquisitions to lift revenue.

AutoNation's used - car focus and one - price strategy is working, CEO Mike Jackson said Tuesday, following the Fort Lauderdale - based company's announcement of a first - quarter revenue increase of 2 percent and same - store gross profits up 9 percent.

The following organizations publish lists of their member firms on their websites, as well as a brief overview of the companies» investment strategies:

Jan Koum, the billionaire CEO of Facebook subsidiary WhatsApp, is leaving the company following disputes over «the popular messaging service's strategy and Facebook's attempts to use its personal data and weaken its encryption,» the Washington Post reported on Monday.

South Korean cryptocurrency exchange Bithumb is reportedly re-evaluating its strategy to launch its own coins through a corporation in Singapore, following news of fraud that could have serious side effects to both companies.

Now, the company will follow CEO Chieh Huang's original strategy: He wished that the company stay private and then go public in the future.

The firm follows a diversified energy strategy, making investments in partnership with management teams in early stage oil and gas companies and energy service, equipment and manufacturing businesses.

Noting that the transaction was the first of its kind for the company following its initial public offering, Hutchison added that it «is consistent with its strategy to acquire royalties and streams on cobalt - related assets in established, stable mining districts.»

Tech: An earlier version of the following story misstated the company whose $ 1 billion debt facility will be spent on global growth strategies.

His appointment follows significant growth and development of the real estate practice in the Kyiv office of Eterna Law and in accordance to the company's strategy aimed to strengthening of international opportunities to respond to the growing demand of Ukrainian and foreign customers for services in support of major transactions in the real estate sector.

Despite the margin of safety that has to be in place during investment, piece of mind might be harder to achieve following the net - net strategy since we are dealing with companies that face serious issues.

Former Credit Suisse banker James Dunphy and pal Michael Rhodes started a campaign against the Company in March 2016, after they considered prior engagement attempts to have failed, arguing that the typically conservative Spark did not follow its acquisition strategy and lost discipline in purchasing the TransGrid stake.

WCC can help craft the company's financial strategy in raising follow - on capital, and assist with customer acquisition and alliance building.

If your company is chasing bad sales leads, the following strategies will help you better qualify your inbound sales inquiries upfront:

If your strategy is to invest at Series A with pro-rata follow - on through Series C, it's really important to know the rough percentage of portfolio companies that will require additional capital commitments from the fund.

Four years after Arca Continental was formed from the merger of Latin America's two most important players in the food and beverage industry, the company continues to follow an active growth strategy that has helped it gain marketshare, add new products and improve its operation.

That was followed by a presentation by Chris Mehringer, President of Park Street, who explained how spirits companies could start a new brand even without a distillery, an approach that he referred to as an «asset - light» strategy.

The announcement follows a strategic investment into Meadow Foods in 2016 from Paine Schwartz Partners, a global food and agribusiness investment company, which was intended to support Meadow Foods» strategy to grow through organic expansion and acquisitions.

After Barington Capital Group representing a group of shareholders released a letter to Bloomin» Brands, Inc. chairman and CEO Liz Smith on Feb. 21, calling for sweeping changes in the company's brand and leadership structure, as well as marketing and financial strategy, many were anticipating the earnings report released the following day to be poor.

Southern Produce's distribution region has not changed, and Precythe said that the company continues to follow its long - term marketing strategy.

The report describes strategies implemented by the beverage companies to drive consumer behavior toward consumption of lower calorie beverages, including the following:

So the company's move to join the RSPO, and ensure sustainable palm oil consumption for the company's production of emulsifiers was, in fact, simply following a well - established strategy.

Following this, Hopkins was promoted to Group Public Relations Manager to manage the Company's global public relations, media operations, hospitality and events including leading the company's communications and PR and events requirements across corporate, brand, and business media in Australia, and key strategy development with the US and UK mCompany's global public relations, media operations, hospitality and events including leading the company's communications and PR and events requirements across corporate, brand, and business media in Australia, and key strategy development with the US and UK mcompany's communications and PR and events requirements across corporate, brand, and business media in Australia, and key strategy development with the US and UK markets.

The large volume of new commitments from existing franchisees follows the company's 2016 convention, during which Cicis leadership laid out the strategy to contemporize its restaurants with its new MAVERICK reimage package; focus on driving guest frequencies by highlighting the brand's unique ability for every guest to get what they want from the variety available on its unlimited buffet; and to streamline its operations with more efficient and effective systems.

However, Nestle's current marketing practices show the world's largest baby milk company is following the strategies developed — and even more aggressive ones it uses around the world and has imported to the UK.

(In the UK, companies do not use No. 2 to signify follow - on formula, but for infant formula for so - called hungrier babies, with No. 3 appearing on the formula for use from 6 months, demonstrating the inconsistency and cross-promotional aspects of the labelling strategy.)

Schumer sent a letter to the company's president and CEO Tom Kinisky urging him not to follow the same strategy of alleged polluters in the past who elected «to stall for time, to litigate, to stonewall, to stall and to frustrate.»

Hon. Obasa was in company of the following lawmakers during the visit: the Assembly Deputy Chief Whip, Hon. Omotayo Oduntan; the Chairman of the House Committee on Information, Strategy and Security, Hon. Tunde Buraimoh; the Chairman of the House Committee on Health, Hon. Segun Olulade; the Chairman of the House Committee on Judiciary, Human Rights, Public Petitions and LASIEC, Princess Adefunmilato Tejuoso; the Chairman of the House Committee on Youths, Sports and Social Development, Hon. Adedamola Richard Kasumu; and Hon. Jude Idimogu.

Another aspect of industrial research is that it often follows either market cycles or the company's changing strategy.

But not all companies follow a MLM strategy and Perfect Keto, who make exogenous ketone supplements and MCT oil powder, is one of them.

The investment move comes following a strong period of growth at SLS and forms part of the company's strategy to become the largest lettings provider in the UK.

The company has since had its role beefed up following the publication of the government's careers strategy last December, which included proposals on careers trials in primary schools and a # 5 million scheme to set up 20 «careers hubs» across the country.

After a thorough scrutiny by eLearning Industry of 300 + eLearning content development companies, that design pioneer eLearning strategies and provide learners with memorable content, CommLab has been ranked 7th, based on the following 8 criteria: