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other Company products.
Selling Life, Health, Property, and Casualty Insurance, as well as,
other company products, to meet allocated sales in the objective range.
Not exact matches
Performed online in January and February, the poll seeks opinions on aspects of a
company's reputation ranging from
product quality to governance, citizenship and workplace culture, among
others.
And small manufacturers that turn out custom
products for
other companies or for the government may have just those few customers.
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.
Comment as your page on
other business pages and «like» pages of your employees,
companies near you if you have a physical location, businesses you are collaborating with or
companies whose services or
products you are using.
In
other words, if the
company notices a shift in local consumer tastes, it can fire off a batch of new garb from a nearby factory and get
product on shelves many months faster than the old way — a supply chain triumph given that Levi works two years in advance and uses more than 1,000 different finishes in a season, which lasts six months.
This model exists in many
other countries, and we see local food - based businesses, bars and pubs, art and creative studios and
other product based
companies taking advantage of these models and raising on average about $ 700,000.
They came in with a
product the Sharks didn't understand and tried to raise at a valuation higher than any
other company to appear on Shark Tank ever had.
Experts say U.S.
companies including distilleries, manufacturers, and agriculture firms may struggle to absorb the costs associated with exporting their
products overseas — and there could be ripple effects on
other sectors.
«You're not just competing against
other companies who make the same
product, but everyone who is exhibiting there,» she says.
Major consumer
products companies spend hundreds of millions of dollars each year constructing, assigning and fielding market research projects and then summarily reviewing and incorporating the survey and research results into proposals, pitches, and
other internal presentations to a variety of audiences.
A
company that buys your goods and resells them to a retailer or
other representative for further distribution through the channel until the
product reaches the end user.
The clients I know who have succeeded on the platform usually devote a significant amount of time and resources to properly listing their
products, understanding the nuances of the
company's fulfillment and
other services, participating in campaigns that have questionable profitability, analyzing reams of data that the service spits out in order to make adjustments to its prices and branding and working hard to live up to Amazon's stringent customer service guidelines.
With
products and technology changing rapidly, you need to look long and hard at your business and consider if there might be
other companies or technologies on the horizon that could ultimately supplant your business.
Other companies are known to offer airline miles and discounts on other products and serv
Other companies are known to offer airline miles and discounts on
other products and serv
other products and services.
On one side are the fanboys, who vociferously defend Apple and its
products from naysayers and at the same time put down
other companies and their goods.
Keyword stuffing is a tactic where a piece of content on a business» website was written specifically to contain a high number of keywords related to the
company's
products, or
other keywords related to the business, that the business hopes to rank for in the SERPs.
Any
company with premises that
other people (customers, suppliers, etc.) can enter, or with a
product whose failure could hurt or destroy, should have it.
Our study revealed that American consumers would be angriest if a
company produced unsafe
products (81 percent), sold their personal information to
other companies (74 percent) or produced food in an unsanitary way (84 percent).
The bank business lends debt (not equity) to innovation
companies, along with
other business banking
products and services.
That always struck me as grossly unfair and possibly even biased, since
other technology
companies launch cool new
products every day yet never get anywhere near the same coverage.
The
company prints about a million business cards a day.It is a similar story throughout the broad range of
others products, including brochures, catalogues and corporate reports.Such growth has not been without its problems.Expansion has meant six complete moves in 10 years and after being at Balcatta just a year, there is a need to move again — to more than double the size of just the print operations to more than 2,000 square metres.
While the
company got its start building bomb - sniffing robots for the military before pivoting into vacuums in 2002, Dyson stresses that it's coming at the
product category from the
other direction.
The co-founders wanted $ 200,000 for 12.5 percent, but after the
other sharks backed out over concerns about the
company's
product and high price, they were left with just O'Leary's offer.
Rather, they are attempts to keep consumers within
companies» digital ecosystems, allowing users to access
products and services from
other retailers and providers but through Apple's or Google's or Amazon's platforms.
If you accept this, prioritizing short - term gains comes through the optimization of management and spending, which allows the
company to grow, in turn supplying higher returns, more jobs and
other benefits to society, and better
products.
A
company that buys the
product you've imported and sells it to a retailer or
other agent for further distribution until it gets to the end user.
Either that, or it ends up being acquired by another large multi-platform
company that's also looking to hook users into its
other products.
In terms of in - store innovations, the
company made a big splash last year by launching and then heavily hyping two stores — a massive 140,000 - square - foot Canadian Tire in south Edmonton and a Sport Chek in midtown Toronto — that came fully loaded with all manner of screens, simulators and
other forms of digital eye candy, including interactive video walls, window shopping using glass screens that display
products, and community boards that give customers access to local sports clinics, league registrations and fitness classes.
If possible, explain why and how your
company, out of all
others, will be able to position the
product best.
In addition to the handbags, the stores sold flowers and
other unrelated
products, some from
other companies, to «round out the personality,» Spade explains.
The Silicon Valley crowd schools the college students on learning from failure, developing a great
product, and starting a
company, among
other things.
With headquarters in London and Houston, the combined
company will have roughly $ 23 billion in annual revenue and offer oilfield gear including blowout preventers, pumps, drilling, chemicals,
other products and services for oil producers in 120 countries.
Certain matters discussed in this news release are forward - looking statements that involve a number of risks and uncertainties including, but not limited to, doubts about the
Company's ability to continue as a going concern, the need to obtain additional funding, risks in
product development plans and schedules, rapid technological change, changes and delays in
product approval and introduction, customer acceptance of new
products, the impact of competitive
products and pricing, market acceptance, the lengthy sales cycle, proprietary rights of the
Company and its competitors, risk of operations in Israel, government regulations, dependence on third parties to manufacture
products, general economic conditions and
other risk factors detailed in the
Company's filings with the United States Securities and Exchange Commission.
One
company looking to offer a solution to people living in food deserts is Thrive Market, a membership - based online marketplace with wholesale pricing on organic foods and
other health - related
products.
The
company might consider adding another high - value coupon (maybe $ 10 - $ 20) to its mea culpa offering to be used for
other Honest
products.
These risks and uncertainties include, among
others: the unfavorable outcome of litigation, including so - called «Paragraph IV» litigation and
other patent litigation, related to any of our
products or
products using our proprietary technologies, which may lead to competition from generic drug manufacturers; data from clinical trials may be interpreted by the FDA in different ways than we interpret it; the FDA may not agree with our regulatory approval strategies or components of our filings for our
products, including our clinical trial designs, conduct and methodologies and, for ALKS 5461, evidence of efficacy and adequacy of bridging to buprenorphine; clinical development activities may not be completed on time or at all; the results of our clinical development activities may not be positive, or predictive of real - world results or of results in subsequent clinical trials; regulatory submissions may not occur or be submitted in a timely manner; the
company and its licensees may not be able to continue to successfully commercialize their
products; there may be a reduction in payment rate or reimbursement for the
company's
products or an increase in the
company's financial obligations to governmental payers; the FDA or regulatory authorities outside the U.S. may make adverse decisions regarding the
company's
products; the
company's
products may prove difficult to manufacture, be precluded from commercialization by the proprietary rights of third parties, or have unintended side effects, adverse reactions or incidents of misuse; and those risks and uncertainties described under the heading «Risk Factors» in the
company's most recent Annual Report on Form 10 - K and in subsequent filings made by the
company with the U.S. Securities and Exchange Commission («SEC»), which are available on the SEC's website at www.sec.gov.
(Unlike
other tech
companies that have shared their diversity figures, Slack didn't lump engineering in with
other «technical» jobs like design and
product management.)
Your
products or services will complement one
other, and your shared target customers will benefit from the
products you offer together, versus those from either of the
companies working alone.
Apple Watch is lumped into the
company's «
Other Products» category with Apple TV, Beats products, and
Products» category with Apple TV, Beats
products, and
products, and
others.
In a recent video interview about marketing and
product design, I asked McGuinness how
other entrepreneurial
companies could go about creating this kind of raving fan culture.
Tim Cadogan, CEO of OpenX, a global leader in ad - tech that uses a monetization platform to deliver the highest revenue across all digital outlets, suggests looking for ways to enhance the
products and services of
other companies rather than compete with them.
Identify the essence of your
company's
product or mission and summarize it in one short sentence that will tell
others what it's about.
Most of all, however, innovation and differentiation will now almost always be about intangible services as much as physical devices, as
companies realize that ecosystems sell
product, not the
other way round.
More than just donating money, your
company can be a platform for serving
others who can benefit from your
company's existence, whether it's the efforts and labor of your staff, the distribution of profits (check out Life is Good's Playmakers program), or just spreading important messages to your customers (for example, Patagonia, which has encouraged its customers to repair
products, rather than replace them).
«Are any
other companies like us using this
product?»
While the
company has won some contracts for its testing
products, Yardstick goes head to head against several
other large and established players.
Although the
company has thrived under Cook's leadership, it had only released upgrades to the iPhone, iPad and
other products hatched before his predecessor, Steve Jobs, died in October 2011.