Sentences with phrase «acquisition strategies from»

Real - life examples of effective user - acquisition strategies from startups and large companies make his tips tangible and actionable.

• Managed targeted marketing promotions and acquisition strategy from market research to implementation while achieving maximum ROI impact for direct mail, email and both Prescreen and ITA target segments.

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.

Ever since he took over as CEO, former music critic Mathias Dopfner has pursued a single - minded strategy of using the cash flow from those dying print vehicles (and sales of regional titles and magazines) to fund an acquisition spree.

From 2008 to 2013, she was the company's senior vice president, corporate and development finance, where she led a team that valued new hotel development projects, evaluated merger - and - acquisition opportunities, prepared the company's long - range plans and annual budgets and made recommendations for the company's financial and capital allocation strategy.

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.

Macquarie Research lowered its rating to neutral from outperform for Comcast shares, citing concerns over the media company's acquisition strategy.

User Acquisition, from the trenches Sendwithus co-founder Matt Harris describes the startup's user acquisition strategy in this post on his blog.

The latest acquisition marks a pivotal moment in Calima's Montney strategy, which will now see the Perth - listed company shift from acquisition mode to an operational focus with boots on the ground.

Exit Strategy Survey A survey on current trends in exit strategies from the Tuck School of Business at Dartmouth College Paper on IPOs vs. Acquisitions «IPOs or Acquisitions?

Companies that are playing to win recognize that success is built from collaboration between hardworking staffers and so a strategy for talent acquisition and employee de-selection is effective.

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»).

As my colleague Jen Wieczner notes, «The deal marks a spectacular failure of Valeant's onetime acquisition strategy, as well as an incredible win for Cindy Whitehead, who now stands to make even more from the sexual dysfunction treatment she helped create than the $ 1 billion she initially sold it for.»

The deal marks a spectacular failure of Valeant's onetime acquisition strategy, as well as an incredible win for Cindy Whitehead, the co-founder and former CEO of Sprout, who now stands to make even more from the sexual dysfunction treatment she helped create than the $ 1 billion she initially sold it for.

Working with brands ranging from Unilever, P&G, and Kraft Heinz to the Boston Consulting group, The Emoji Protocol consults on user acquisition, content marketing, information operations, engagement tactics, and media strategy.

From 2010 through the approvals of Kyprolis ® and Stivarga ® and its acquisition by Amgen in October 2013, he was Vice President, Corporate Development and Strategy at Onyx Pharmaceuticals (NASDAQ: ONXX), where he served as Head of Strategy and Strategic Asset Management, and Head of Transactions.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

His acquisition strategies have also been used in obtaining clients from luxury automotive brands, multinational award - winning franchises, law associations, and leading medical institutions, as well as National Premiership Football and Olympic teams.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

Seaforth Land has secured debt financing from Blackstone's Real Estate Debt Strategies division to fund its # 165m acquisition of CAA House in London's Covent Garden from Almacantar.

Link building is moving from basic link acquisition to content and acquisition development strategy.

Let the no - nonsense, business - savvy advisory team at RLS Associates guide you from acquisition strategy development to initial contact to completed acquisition.

Based in our New York office, Matt comes from a traditional advertising and strategy background, and has been a pioneer of digital branding and acquisition.

Aside from the opportunistic $ 754 million acquisition of Diageo's United States wine business late last year, which accelerated Treasury chief executive Mike Clarke's US luxury wine plans, his strategy of «premiumisation» — which was widely shared internally with the suitors during months of due diligence in 2014 — hasn't changed.

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.

Prior to his work with Heineken, Chris oversaw a number of engagements with Bain & Company, a management consultancy, helping food and beverage companies tackle a wide range of issues from sales strategy to organizational restructuring to acquisition diligence.

This letter report from the Committee on Polar Icebreaker Cost Assessment advises the US Congress on strategies to minimize life - cycle costs of polar icebreaker acquisition and operations.

We expect to see them loosening the reigns a bit in 2007/2008, continuing to move away from its Christian origins, as they attempt to become more mainstream and more efficient with their member acquisition strategies.

In it, he will describe how the dating industry is broadening into social discovery, moving from PC to mobile, sharing implications to business models, user experience and acquisition marketing strategies.

The problem with this strategy, though convincing in theory, is that there is little incentive for the heads to do so on the current model, which provides inadequate capital for the development of such arrangements, and constrains these trusts in important ways from attracting and deploying the resources necessary for sustainable school improvement, such as constraints on the pooling of General Annual Grant funding, accumulation of surpluses, borrowing (whether secured against assets or on funding agreements), deployment of capital, and acquisition and disposal of fixed assets — all inhibit chains from deploying resources where they are needed most.

Content - area teachers with a wide range of knowledge and comfort levels in supporting English learner students benefit from building their ability to facilitate language acquisition — and ELL teachers benefit from receiving training on evidence - based strategies for supporting language acquisition that also facilitate students» content learning.

Based on these four understandings from research and theory, we wanted Book Club Plus to promote all students» learning, and to incorporate the skills and strategies associated with reading acquisition and the critical thinking required for living in and contributing to a democratic society.

But a new acquisition, announced today from Vook, can open the door to better real - time data to help furthering marketing strategies.

In a conference call from Author Solutions headquarters in Bloomington, Ind., Penguin CEO John Makinson and ASI CEO Kevin Weiss hailed the acquisition as the «mainstreaming» of self - publishing and outlined a plan to «develop a global strategy and quickly identify new opportunities,» according to Makinson.

It's a sensible strategy to create multiple channels for sales (and indeed for customer acquisition) from the same content.

All of our vehicles have a similar core investment strategy which attempts to profit from discrete events, including mergers, acquisitions, asset sales or divestitures, restructurings, refinancings, recapitalizations, reorganizations, or other special situations («event - driven opportunities»).

To put it simply, EBIX's base business is not really growing at all; growth is coming solely from acquisitions, and revenues will level off the moment the acquisition strategy is played out.

Fortunately, final results have since triggered a 20 % + rally year - to - date, as investors were reassured the new acquisitions were bedding down nicely & it fully sank in that Applegreen will almost inevitably clock up another 25 - 30 % growth in 2018, based on the huge step - up in its estate last year & continued scale from its development / acquisition growth strategy this year.

Our equity - investing strategy remains little changed from what it was fifteen years ago, when we said in the 1977 annual report: «We select our marketable equity securities in much the way we would evaluate a business for acquisition in its entirety.

Many other industry leaders and experts from companies such as FlowPlay, Gamblit, Eilers & Krejick Gaming, Rocket Games, GSN Games, Super Lucky Casino, Product Madness, iGaming Capital and Google also provided key insights on topics ranging from game mechanics, business acquisitions, skill - based games in casinos, business strategies, user acquisition, emerging markets and much more.

Composed of works from the museum's collection made since 2000, including several recent acquisitions and works on view for the first time, the exhibition explores the prevailing correlations between the personal, the intimate, and the individual; constructions of identity, history, and culture; the instability of materials; and strategies to rediscover or recover the past.

Since 2014, her role also has included work at Tate Modern, where she co-wrote Tate's revised Africa acquisitions strategy and researches contemporary artists and art practices from the African continent and the African diaspora.

Our trademark lawyers routinely provide counsel on domain strategies and acquisitions, and have substantial experience in recovering domain names from cybersquatters.

In an example of the department's international push and «sound knowledge of the hospitality sector», Rupert Weston advised Singapore - based YTL Hotels on three hotel acquisitions from Westmont Hospitality, which were structured as share purchases and formed a key part of the client's strategy for growth in the UK.

Aaron Street: From my perspective I think of the problem lawyers actually have is a client acquisition strategy problem not just a marketing problem and what I mean by that is I think there are two separate but related phases in getting new clients.

Then I think there's kind of this parallel track of issues to unpack where there's a distinction between small firms that have built their business model around being able to help solve problems of access, whether that's around unbundling their services or how they do their pricing, or giving away some free do it yourself content on the front end, whether that's also as part of their lead acquisition strategy or just as a service to people who need it, is I think separate from people who then volunteer their time in pro bono efforts, or people who donate their money to legal charitable causes.

In addition to the above, I help attorneys with business strategy, practice management and client acquisition and I consult with law firms on everything from restructuring and mergers and acquisitions to succession planning and leadership development.

Our M&A professionals assist public and private companies with the execution of their acquisition strategy, whether through acquisitions to support growth or divestitures to align operations with core competencies, in transactions ranging from less than $ 10 million to more than $ 1 billion.