Sentences with phrase «company strategies for»

Patra speaks and writes regularly on job search and career issues through her company Strategies for Human Resources (SHRInsight) and PatraFrame.com where she blogs advice for veterans and other job seekers.

This is why Matthew Pollard has teamed up with speaker and author, of «Marketing Works: Unlocking Big Company Strategies for Small Business,» to guide you through the highly confusing, yet absolutely vital world of sales and marketing.

This bullet says that the job seeker implemented the company strategy for their position.

Not exact matches

Instead, companies should be ready to face these challenges head - on with a well thought out and, more importantly, expedited strategy for dealing with conflicts.

From promoting a healthy lifestyle to enhancing workplace safety, there's a lot of potential for companies if they have a clear implementation strategy and a focus on personal privacy.

Cramer thought he could avoid getting hurt by taking on a high - growth deep - value strategy, by only buying the highest quality companies for his charitable trust.

So will BlackBerry really be the company to come up with a good revenue strategy for messaging apps?

Amine Khechfé, co-founder of Endicia, is Chief Strategy Officer for the Stamps.com family of companies, including Endicia.

The UK capital hopes to lure talent with its East London «Silicon Roundabout,» (OK, a «roundabout» sounds a bit dinky compared to a whole «valley,» but the area boasts a new Google - sponsored space for start - ups as well as 300 innovative companies) as well as measures to boost the city's start - up scene, including # 75 million in funding for high - tech small and medium businesses from the government's new Innovation and Research Strategy for Growth and the Digital London summit showcasing local tech talent that's due to be held March 13 to 14.

And Andrew Park, senior director of customer experience strategy for InMoment, a customer experience management company, says that Amazon's launch of Amazon Key last year is a testament to the company's belief that it will continue to build consumer trust.

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.

The strategy illustrates how companies are coping with Western Canadian Select bitumen blend oil prices that have largely failed to keep up with higher prices for New York - traded West Texas Intermediate, leading to wider - than - usual differences between the two.

A SHIFT in business focus and the adoption of a new monetisation strategy appears to be paying off for Perth - founded company, nearmap.

Warby Parker co-founder Neil Blumenthal reveals his company's strategies for bootstrapping, handling big competition, and finding a social mission.

Your brand is the foundation for all your other marketing and messaging strategies, so changing it is literally going to affect everything else in your company.

But perhaps one of the most lucrative for families (besides the super low 15 % tax rate) is a tax strategy that will minimize the overall taxation of company income, called «Dividend Sprinkling.»

When you consider that more than half of workers are willing to leave their current jobs for companies that show their appreciation to employees, adopting a culture of gratitude becomes your most valuable retention strategy.

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.

As a result, the company plans to try a number of different strategies to convince readers to turn off their ad blockers in the new year, including a message that tells them the publisher relies on ad revenue for its survival.

When asked about the strategy with bulky goods in an interview with Reuters, UPS Chief Operating Officer Jim Barber said the company has decided it can't ignore the rising demand for in - home deliveries of furniture, mattresses, and treadmills, and was evaluating different ways to handle the larger cargo.

CNBC's Andrew Ross Sorkin speaks with Starbucks outgoing CEO Howard Schultz about his strategies for higher - end retail stores as well as the company's plans for China.

Ellis and partner Nikolay Djibankov use a strategy called Gender Lens Investment, which targets companies with at least three women on their boards of directors, in the creation of a so - called «parity portfolio» for clients.

«What I think is really important as you build a growth plan for a company — and our growth plan is really a five - year plan — is that your investment strategy is aligned with that,» he says.

Jennifer will be responsible for regulatory strategy and execution across Celgene's portfolio and will serve on the company's Executive Committee.

I've been intimately involved with the management team and coauthoring the strategy for the company here over the last two years and operating in every part of the business.

Leader - Chivée is one of the individuals I was fortunate enough to interview for a series on the year ahead, Big Ideas for 2018, where I asked a number of my favorite award - winning marketing experts, authors, and other thought leaders — as well as some of Firebrand Group's own digital strategy and branding experts — to recommend one «Big Idea» that companies can take advantage of to get ahead in 2018.

Ivan Dimitrijevic is an experienced blogger who has his focus on writing about Inbound and Online marketing, Business Strategies and Work Organization for companies such as Pen Australia.

Grow a sustainable company that's ready for the long term, with these 3 strategies.

According to Jeff Cheal, director of personalization, campaign and analytics strategy for the global software company Episerver, companies are trying to glean as much data as possible to both give individual customers a more personalized experience, but also to better understand the customer base as a whole.

Public relations should be taken into consideration when determining a strategy for the future and is critical to the success of your company.

You can opt for numerous negotiation strategies, no matter what type of company you're running.

In 2009, the company purchased Galaxie, which then had 45 channels, for $ 65 million, starting a consolidation strategy that continues today.

For one thing, the company selling the franchise has already invested in a brand people recognize regionally or nationally and in doing so has figured out a business strategy that has been proven to work.

It's a very successful strategy for a number of companies in Canada.

Building diversity strategies on the human need for empathy can rally a new generation of support — and if you've already started to take these steps in your company, don't stop now.

Coach recently restructured its c - suite to reflect its new holding company strategy, among other things hiring a separate CEO for the Coach brand.

But too many companies treat social media and online forums as an optional extra, instead of a core part of their strategy for gaining and retaining customers.

No one sales enablement approach is right for all companies; it depends on each company's sales strategy, pain points, and available resources.

However, as there are lots of options for a business to choose from, you need to come up with a good strategy that will not only achieve your company's goals but will establish a good customer relationship.

You need a strategy and initiatives in place to build the culture you want for your company.

Secondly, for maintenance services like plumber, electrician, there is a considerably low loyalty factor due to lack of personal connection & customers are mostly motivated by cheaper cost points & discounts; which is definitely not a sustainable strategy for any company.

(For a more detailed take on how to think critically about your company's CSR agenda, see Michael Porter and Mark Kramer's article, «Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility»).

The company's strategy has always been to create a three - wheeled parallel universe to the existing market for two - wheelers.

Since every company's history is obviously unique, it makes the perfect starting point for a marketing strategy.

It takes minimal time for an ill - conceived post to go viral, so don't leave your company's social media strategy to chance.

It's worth noting, however, that while investing in companies for their cash distributions is a relatively risk - averse way to grind out returns, it's not necessarily a strategy that will keep pace with the broader market.

Ailes isn't just some puppet to be swapped out for some other Murdoch drone — as the head of Fox News, he has been the architect of much of the company's media strategy for the better part of 20 years.

Robert Buckman, an airline futurist and director of airline distribution strategy for travel industry tech company Amadeus, notes another trend that the Dreamliner is leading.

Anything you write will be valuable for your company's SEO and content marketing strategy, and if you can add your own expertise to it, you can add a fresh, unique perspective to what otherwise might be a fairly consistent blog.

It's the latest survival strategy for a company that's pretty good at surviving.