At both original trials, testimony highlighted how the company viewed its massive donations
as a cost of doing business with politicians who supported multimillion dollar tax breaks from which it benefited.
This third - world - class corruption — manipulation of competitive bidding rules and procedures, bribery and pay - to - play
as the cost of doing business with SUNY and the state — sends a terrible signal to businesses looking to come to New York.
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.
Actual results, including
with respect to our targets and prospects, could differ materially due to a number
of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders
as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this
business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production
costs and lower margins; our ability to lower
costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders
with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated
with the ramp - up
of production
of our new products, and our entry into new
business channels different from those in which we have historically operated; the risk that customers
do not maintain their favorable perception
of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional
costs, including
costs associated
with warranty returns or the potential recall
of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability
of receivables and other related matters
as consumers and
businesses may defer purchases or payments, or default on payments; risks resulting from the concentration
of our
business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements
with the significant customers
of the acquired Infineon RF Power
business or otherwise not fully realize anticipated benefits
of the transaction; the risk that retail customers may alter promotional pricing, increase promotion
of a competitor's products over our products or reduce their inventory levels, all
of which could negatively affect product demand; the risk that our investments may experience periods
of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity
of raw materials, subsystems and finished products
with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization
of products under development, such
as our pipeline
of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated
with acquisitions, divestitures, joint ventures or investments generally; the rapid development
of new technology and competing products that may impair demand or render our products obsolete; the potential lack
of customer acceptance for our products; risks associated
with ongoing litigation; and other factors discussed in our filings
with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed
with the SEC.
If this is the case, use language that suggests they view the
cost of doing business with you
as more
of a reallocation
of expendable funds in their existing budget.
I think that you've
done a great job
of adjusting the
cost structure for the lower volumes in the
business as a result
of the contract loss
with Express Scripts.
Those in the financial planning
business will face increased scrutiny along
with higher
costs of doing business as a result, they say.
«A
cost of doing business as a Canadian exporter include transacting in foreign currency, so a partnership
with Canada's most innovative foreign exchange partner, Agility Forex, is natural.»
If you've seen the previous videos in the Google Adwords Keyword planner training series you know that we're now getting four times
as many keywords back using the very same input terms just by understanding exactly how the Google Adwords Keyword planner works but once you click this download button here and you downloaded the csv files what
do you
do with all these files because they each contain about 700 keywords a piece there's some overlap between the different terms and so you got ta work through that so what I've gone ahead and down this I've asked my developers here at MarketBold go ahead and create a tool that will merge and remove the duplicates from the csv files that google adwords gives you so if you head over to marketbold.com/GAKP/ i'll put the link below in the description and you'll see a tool that looks just like this all you need to
do is click on this browse button here and you'll need to navigate to the folder where these files are that you downloaded from the Google Adwords Keyword planner you can just simply click and select them all the same time and click open you'll see here now says 12 files selected because I tell me i selected and then I just simply click here to process and download
as soon
as I click that this tool is taking all those files taking all the keywords to search volume
cost - per - click that all the information that you got back from the Google Adwords Keyword planner and it's actually removing all the duplicates and putting into one single file so you can actually work
with it and then you simply just need to save the file to your computer and once you
do that we'll go ahead and
do it here for a second and then once you save it you can open it up and you'll see here we now have a file here opened up in Excel and you'll see we have all these keywords that we got back there's a total in this list
of 3,796 just because i only downloaded 12 files from Google Adwords Keyword planner you can download
as many
as you want to put it through this tool is just going to save you time and from there you might want to take it into a tool like keyword grouper pro and break it down into the individual groups i hope this has been helpful for you if you like this video and you appreciate the tool we've made for you go ahead and give us a thumbs up or subscribe to the channel for more videos just like this and if you haven't seen the other videos will walk you through all the steps on how to use the Google Adwords Keyword planner you want to check those out
as well so go ahead and use this tool to increase the profits
of your
business and help it grow.
Well guys it is Hell already here on earth endless killings worldwide... Back here where I am Ye is already heading towards that the whole country is on demonstrations demanding resignation
of the ruler but he seems unwilling to resign before the end
of his ruling period on 2013, while the streets are demanding immediate resignation and that has caused bloodshed in every city in the country... the streets demonstrations has enforced civil strikes all over the country which is now paralyzed... no cash
with the banks all money frozen in the central bank... My
business is in the field
of services therefore I find my self now obliged to dismiss part
of my staff in order to be able to survive this unfortunate thing... Already have reduced working hour to one shift to reduce running
cost... so you see am now sitting alone in the whole building
of our
business office writing here
as nothing can be
done to carry on
business even if there is
business... Just I pray these unfortunate events passes over soon before it becomes out
of control
as had happened in Libya... we have nothing to say but (Ina - Lilah - WaIna - Alih - Ragoon) & (Alhmed - Lilah for every thing)... «Mankind has always been Hasty while God has always been the most Patient»...
Better at attacking than Gibbs and
as good
as Monreal tracking back... should be a no brainer... Gibbs sold ageing Monreal a good back up and can ease this guy in to EPL... Net
cost maybe 10m... but
as far
as I can tell wenger believes most
of his
business is
done with Shaka jap
as holding option for welbecks return wilshere and santi back and «revitalized» giroud and Ramsey like new signings... But anyone basing next years EPL on this euros is beyond football redemption... All the poor performers last year have upped their management and squads... So far the only non mover..
Time for some brutal honesty... this team,
as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition
of Lacazette, the free transfer LB and the release
of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state
of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option
with any real future and somehow he's the only one we have actively tried to get rid
of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in,
as they seem to have a pretty good history when it comes to that position...
as far
as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy
of our time and / or investment,
as such we should get rid
of anyone who doesn't meet those simple requirements, which means we should get rid
of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray
with Middlesborough was an anomaly or a prediction
of things to come... some fans have lamented wildly about the return
of Mertz to the starting lineup due to his FA Cup performance but these sort
of pie in the sky meanderings are indicative
of what's wrong
with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition
of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle
of the park we need to target a CDM then
do whatever it takes to get that player into the fold without any
of the usual nickel and diming we have become famous for (this kind
of ruthless haggling has
cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we
did in our most glorious years before and during Wenger's reign...
with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack
of defensive prowess and provide him
with the proper players in the final third... he was never a good defensive player in Real or
with the German National squad and they certainly didn't suffer
as a result
of his presence on the pitch...
as for the rest
of the midfield the blame falls squarely in the hands
of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none
of the aforementioned had more than a year left under contract is criminal for a club
of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole
business model needs a complete overhaul... for me it's time to get rid
of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just
as much time on the training table
as on the field
of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version
of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers
with no history
of injuries... up front, although I
do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet
of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival
of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone
of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players
of a similar ilk to be brought on board and that wasn't possible when the
business model was that
of a «selling» club...
does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part
of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree
with everything that he has
done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore
as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet
of those who were well aware all along
of the potential pitfalls
of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...
For some time now I have been a massive supporter
of Arsene Wenger and his ability to cultivate talent and
do it all through a
cost - effective
business model, but in the past couple
of years
as a supporter like many others we have been supportive and patient
of his methods
with no end product.
As a McDonald's franchisee and chairman
of the National Leadership Council, a group
of franchise - owners elected by our peers, representing more than 2,400 McDonald's franchisees in the U.S., I can say
with firsthand knowledge that the article «Coffee leaves»em jumpy; McDonald's owners fret
cost of new drinks» (
Business, Dec. 3) does not represent the truth regarding franchisee alignment with the company and support for our combined beverage b
Business, Dec. 3)
does not represent the truth regarding franchisee alignment
with the company and support for our combined beverage
businessbusiness.
«Even
doing those groins not to allow the water to break
cost a lot
of money and then
with frozen taxes in the last eight to ten years, there has not been any increase in taxes unlike in the United Kingdom for instance where any young person living there knows that once you start working at the age
of 18, your civic obligation is that you must pay tax but here nobody takes it
as their
business that the new road I am using I need to pay something and so they only pay tax when they are inside the real tax net that is you are paying pay
as you earn.
With the government removing fuel subsidies and oil marketers refusing to sell diesel at pump prices, the cost of doing business in Nigeria is expected to double over the next three months especially as oil hits a benchmark price of $ 38 per barrel with the International Monetary Fund (IMF) predicting a further drop to $ 20 per barrel by mid-y
With the government removing fuel subsidies and oil marketers refusing to sell diesel at pump prices, the
cost of doing business in Nigeria is expected to double over the next three months especially
as oil hits a benchmark price
of $ 38 per barrel
with the International Monetary Fund (IMF) predicting a further drop to $ 20 per barrel by mid-y
with the International Monetary Fund (IMF) predicting a further drop to $ 20 per barrel by mid-year.
Gianaris feels, «Allowing a deep - pocketed investment bank to get away
with just a slap on the wrist would be treated
as the
cost of doing business and would continue to permit the bank to reap the benefits
of its illicit profits.
However, the budget will also add to the
cost of doing business by extending assessments on electric, natural gas and steam energy, for a total
cost of nearly $ 1.5 billion, half
of which will be paid by
business, and by increasing the minimum wage — a measure whose impact will be felt by many
business,
with total
cost estimates
as high
as $ 2 billion per year once fully implemented.
Located 500 miles from 41 percent
of the US population and 59 percent
of Canada's
with access to 25 percent
of the world's fresh water, Western New York is poised to take advantage
of its many assets and strengths — such
as a tourism sector
with international acclaim; relatively low
costs of living and
doing business; an educated and skilled workforce; and strong aggregate household income.
Welsh Secretary Alun Cairns restated the UK government's view on its potential
cost: «
As the business secretary said last week, the Swansea proposal is more than twice as expensive as Hinkley nuclear power station, so we will continue discussions with the Welsh Government to look at the affordability of the case and do everything possible to make it a realit
As the
business secretary said last week, the Swansea proposal is more than twice
as expensive as Hinkley nuclear power station, so we will continue discussions with the Welsh Government to look at the affordability of the case and do everything possible to make it a realit
as expensive
as Hinkley nuclear power station, so we will continue discussions with the Welsh Government to look at the affordability of the case and do everything possible to make it a realit
as Hinkley nuclear power station, so we will continue discussions
with the Welsh Government to look at the affordability
of the case and
do everything possible to make it a reality.
In order to grow our company without compromising quality, we have to pass some
of that
cost to our customers, or we will end up
as a failed
business with a huge heart that
did not make meaningful change for people and the planet.
India is still cited
as a difficult place for overseas investors to
do business,
with a lack
of transparency in several parts
of the economy and a high start - up
cost.
Jack's growing relationship
with Clara lets him expertly show a man coming apart at the seams, unsure if he should let his guard down, move on, or suspect her
of being yet another
of the untold number
of enemies he's accrued
as the
cost of doing business.
Drugs are not a problem so much
as a way
of life; the central black characters in the movie never use drugs themselves, but trade in them,
with death
as a
cost of doing business.
Our digital manga sales have been
doing well, but
as is the case
with any company, there are always increases in the
cost of running
business.
No one goes to jail, the lender gets off
with a slap in the wrist, same
with collectors, they get a fine,
cost of doing business, then
business as the mob usual.
In my small unique book «The small stock trader» I also had more detailed overview
of tens
of stock trading mistakes (http://thesmallstocktrader.wordpress.com/2012/06/25/stock-day-trading-mistakessinceserrors-that-cause-90-
of-stock-traders-lose-money/): • EGO (thinking you are a walking think tank, not accepting and learning from you mistakes, etc.) • Lack
of passion and entering into stock trading
with unrealistic expectations about the learning time and performance, without realizing that it often takes 4 - 5 years to learn how it works and that even +50 % annual performance in the long run is very good • Poor self - esteem / self - knowledge • Lack
of focus • Not working ward enough and treating your stock trading
as a hobby instead
of a small
business • Lack
of knowledge and experience • Trying to imitate others instead
of developing your unique stock trading philosophy that suits best to your personality • Listening to others instead
of doing your own research • Lack
of recordkeeping • Overanalyzing and overcomplicating things (Zen - like simplicity is the key) • Lack
of flexibility to adapt to the always / quick - changing stock market • Lack
of patience to learn stock trading properly, wait to enter into the positions and let the winners run (inpatience results in overtrading, which in turn results in high transaction
costs) • Lack
of stock trading plan that defines your goals, entry / exit points, etc. • Lack
of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack
of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead
of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead
of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics
of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead
of just listening to it and going against the trend instead
of following it
As more consumers default on credit cards they could not afford in the first place, fewer creditors and lenders will be willing to
do business with these consumers, limiting their options and increasing the
cost of borrowing at the same time.
The best look at it
as a
cost of doing business, and try to view it together
with all other investment decisions made — there will always be losses, but were there gains
as well, and more
of them over the long haul?
As with breeding regulations, this type
of law increases the
costs of doing business for mill - supplied pet stores by requiring them to provide warranties.
And
with puppies selling for $ 50 - 200 each, the fines levied are so low that they are simply seen by unscrupulous breeders
as part
of the
cost of doing business.
With the competitive credit card market, many cards have eliminated foreign transaction fees to draw in more customers, as they ultimately had nothing to do with the cost of doing busin
With the competitive credit card market, many cards have eliminated foreign transaction fees to draw in more customers,
as they ultimately had nothing to
do with the cost of doing busin
with the
cost of doing business.
In a chat
with Kotaku, Riccitiello said that
doing business in California
costs two to three times
as much for them
as it
does in Montreal, UK, Eastern Europe, or China (where other EA studios are located) and that the proximity
of Pandemic to EA's Los Angeles offices wasn't exactly helping matters.
Auctions will be held four times a year through 2020,
with the total amount
of carbon pollution allowed to be emitted declining over time — and
as such, should drive up the
cost of polluting, thereby encouraging industry and utilities to choose non-carbon emitting ways
of doing business.
Choice 1: How much money
do we want to spend today on reducing carbon dioxide emission without having a reasonable idea
of: a) how much climate will change under
business as usual, b) what the impacts
of those changes will be, c) the
cost of those impacts, d) how much it will
cost to significantly change the future, e) whether that
cost will exceed the benefits
of reducing climate change, f) whether we can trust the scientists charged
with developing answers to these questions, who have abandoned the ethic
of telling the truth, the whole truth and nothing but,
with all the doubts, caveats, ifs, ands and buts; and who instead seek lots
of publicity by telling scary stories, making simplified dramatic statements and making little mention
of their doubts, g) whether other countries will negate our efforts, h) the meaning
of the word hubris, when we think we are wise enough to predict what society will need a half - century or more in the future?
· Listening to customer requirements and presenting appropriately to make a sale; · Maintaining and developing relationships
with existing customers in person and via telephone calls and emails; · Cold calling to arrange meetings
with potential customers to prospect for new
business; · Responding to incoming email and phone inquiries; · Acting
as a contact between a company and its existing and potential markets; · Gathering market and customer information; · Representing the company at trade exhibitions, events and demonstrations; · Negotiating on price,
costs, delivery and specifications
with buyers and managers; · Advising on forthcoming product developments and discussing special promotions; · Creating detailed proposal documents, often
as part
of a formal bidding process which is largely dictated by the prospective customer; · Reporting to Senior Management on sales and potential opportunities in your area; · Reviewing your own sales performance, aiming to meet or exceed targets; · Gaining a clear understanding
of customers»
businesses and requirements; · Following up
with customers for payment; ·
Doing Quality - Control on products delivered; · Attending team meetings and sharing best practices
with colleagues in East Williamsburg, Brooklyn.
Even if every environmentalist and climate campaigner agreed
with me that we need a radical reappraisal
of our present «growth at all
costs» orthodoxy (hint: they don't), that still wouldn't mean the only alternative to
business -
as - usual is some anarcho - primitivist dystopia.
A lawyer in Florida who was put out
of business, along
with every other real estate lawyer in her city, by a six - month long (that is all it took) campaign
of predatory pricing, and who, needing to make a living, then took a job
with that industry (but is no longer
doing much law), went on to describe the level
of service (despite the now four times greater
cost than the lawyers ever charged) that her new employer and its non-competitors now deliver to the public
as shit (her word).
In situations that
do become contentious, we have the experience and depth
of knowledge to manage and resolve your cases efficiently and effectively
with as little disruption and
cost to your
business as possible.
Employers who don't need to pay the levy should also consider where apprenticeships can best fit within their
businesses as the government has confirmed it will contribute at least 90 % towards the
cost of apprenticeship training,
with other grants and funding arrangements being available for small employers.
It's still going to pay off for Michigan motorists to
do a bit
of research and discuss
with a few car insurance agents before investing in any Michigan car insurance
business,
as the
cost has trended down in 2011.
According to CNBC, Arkansas currently ranks
as the 20th best state for
business,
with the second - lowest
cost of doing business, fifth - lowest
cost of living, 11th best workforce, 20th - best economic climate, 28th - best educated workforce, 31st - best infrastructure, and the 32nd - friendliest regulatory environment.
ease
of doing business with insurer features
of policy premium
cost month on month
business growth
of insurer avoid new insurance companies (
as they lack past data for comparison) buy only term insurance (low
cost), for profits buy balance mutual fund
While many decry reforms like these — especially the one relating to banks —
as nothing more than Washington, D.C., political game - playing and Wall Street favors, each in its own right highlights the larger problem
with business method patents: instead
of spurring innovation (
as the patent system is intended to
do), they often harm
businesses by imposing additional
costs (in the form
of licenses or litigation), which in turn harms the consumer,
as well
as the economy at large.
How
do I handle requests for such references?Thank you so much for your help!CherylCHERYL M. EARLE3407 Old Dobbin Road, Montgomery, Alabama 36116 - 1903Home Phone: 334-215-3706 Cell Phone: 334-233-2631 Fax: 334-273-0477 E-mail:
[email protected] position managing legal discovery and document review
with opportunity to assist attorneys
with civil litigationBAR ADMISSIONAlabama State Bar, 1999LAW - RELATED EXPERIENCELaw Firm, AlabamaResearch Attorney for Special Projects, Mass Torts Department, November 2001 — February 2008 • Managed Multi-District Litigation (MDL) Document Depository (September 2002 to February 2008) o Reviewed more than 1 million pages
of evidentiary documents for litigation purposes and for inclusion in electronic databaseso Coordinated document review assignments
with attorneys at local depository and at other sites across the USo Retrieved, reviewed and coded documents in Concordance and Summation legal databaseso Prepared memoranda and spreadsheets providing detailed analysis
of discovery materials • Aided attorneys and support staff
with processing and preparation
of personal injury claims and litigationo Conducted legal research and drafted pleadingso Conducted supplementary online research for additional documents and information pertinent to litigationo Assisted
with preparation
of correspondence to clients and referring attorneyso Contacted clients for additional information needed in case preparation, litigation, and potential settlementso Prepared and input case intakes and referrals into databaseLaw School, AlabamaStudent Intern, Alabama Disabilities Advocacy Program (ADAP), August 1996 — June 1997 • Participated in law school clinical program under third - year law student practice rule (
as authorized by Alabama Supreme Court) o Assisted attorneys and advocates in cases involving mentally ill patients confined to state mental health facilitieso Interviewed clients in person (at state facilities) and over the phoneo Worked
with clients, attorneys, and social workers to investigate and resolve issues concerning involuntary confinement and treatmento Aided in legal research on an appellate brief submitted to the U. S. Court
of Appeals for the Eleventh Circuit (ruling granted in favor
of our client) Faculty Research Assistant for Library Services, Bounds Law Library, March 1996 — June 1997 • Prepared research and teaching materials for law school faculty; worked 20 hours per week while matriculating 10 - 15 hours per semester) o Investigated copyright issues related to procuring and reproducing texts for academic useo Conducted legal research using WESTLAW, LEXIS and the InternetADDITIONAL RELEVANT EXPERIENCEManufacturing Company (MC), Montgomery, AlabamaAdministrative Assistant and
Cost Analyst, Materials Purchasing Department, April 1999 — September 2001 • Assisted materials buyers in negotiating and preparing commodities contracts between raw materials suppliers and MC for manufacturing plants in the US and Mexicoo Assisted Legal Department at MC's corporate headquarters with coordination and preparation of documents for litigationo Notified and educated suppliers about MC's freight - on - board policy and its corresponding Uniform Commercial Code (UCC) provisions; result was the reduction of freight claims for both the company and its supplierso Prepared contracts and purchase orders for raw materials and capital projects involving plant maintenanceo Solicited price quotations from current vendors and established Excel spreadsheet format which simplified quote submission process and allowed MC to track and compare usage volumes and costs over timeo Prepared and analyzed cost reports used by materials buyers and production planners in purchasing decisions, including cost reductions, materials consolidation, and selection of vendorso Acted as liaison between vendors and the Purchasing, Transportation and Accounting Departments on issues concerning inbound freight, commercial carriers, and payment terms for commodities, resulting in reductions in freight costs and greater payment discounts for raw materialso Established online databases and printed directories for the Purchasing Department, allowing buyers to have easier and faster access to current vendor informationo Completed Year 2000 (Y2K) compliance project, which involved data collection and communication with MC's past, present, and potential materials suppliers and service providersNot - For - Profit Organization, AlabamaAdministrative Assistant, Combined Federal Campaign, September 1998 — January 1999 • Aided Campaign Director with 1998 Federal Campaigns (CFCs) in City 1 and City 2, which together generated nearly $ 700,000 for more than 1,000 local, national and international charitieso Prepared weekly reports on donations using WordPerfect, Microsoft Word, Excel and dBase IVo Wrote script for Talent Showcase at City 1's 1998 CFC Kickoffo Assisted Director with merger of the City 1 and City 2 CFCs in 1999Regional Bank, AlabamaAdministrative Assistant, Year 2000 (Y2K) Department, March — June 1998 • Worked with Vice President of Corporate Projects on short - term project for the bank's Y2K Departmento Analyzed and processed data on Y2K readiness for all branches of Bank throughout the southeastern USo Organized meetings for personnel of Banko Communicated with vendors of computer hardware, software, and office equipment to request information on Y2K complianceo Prepared compliance files for Federal Reserve auditso Prepared in - house memoranda and reports using Microsoft Word and ExcelRecord / Music Promotion Company, AlabamaRecord Pool Co-Founder; Office Manager, September 1990 — December 1991 • Co-founded record pool to enhance promotion of music in Alabama and the southeastern USo Procured and distributed records from major and independent labels for club, radio and mobile disc jockeyso Coordinated jointly sponsored promotional events with record companies, radio stations and clubso Designed, wrote, and published bi-weekly reports and brochures to inform the music industry of the progress and popularity of music and performers in the region, with specific focus on the Alabama music sceneMajor University, AlabamaGraduate Research Assistant, AUM Department of Marketing, June 1989 — August 1990 • Worked 13 - 20 hours per week as a research assistant to Marketing faculty while carrying a full course load in the MBA programo Analyzed consumer surveys used in academic researcho Assisted Conference Chairperson with coordination for Atlantic Marketing Association (AMA) annual meeting (October 1989) o Co-authored five - year index and classification of AMA Proceedings (published Fall 1991) EDUCATIONLaw School, AlabamaJuris Doctor (JD), 1997 • Scholarshipso Seybourn H. Lynne Scholarship, 1996 - 97o Dexter C. Hobbs Memorial Scholarship, 1995 - 96o E. W. Godbey Memorial Scholarship, 1994 - 95 • Honorso Who's Who Among American Law School Students, 1996 - 94o Arthur Davis Shores Award, 1997 • Activitieso Frederick Douglass Moot Court Team Manager, 1996 - 97 Southern Regional Competition, Second Place National Competition, Eighth Placeo John A. Campbell Moot Court Competition, Spring 1996o Black Law Students Association Delegate, BLSA National Convention, 1997 Co-Chairperson, Public Relations Committee, 1996 - 97 Chairperson, Public Relations Committee, 1995 - 96 BLSA President's Award, 1996 and 1997o American Bar Association, 1996 - 97 Entertainment and Sports Industries Forum Intellectual Property Section Law Student Divisiono LAWS Student Group Leader, 1995 - 96Major University, AlabamaMaster of Business Administration (MBA), 1990Bachelor of Science in Business Administration (B.S.B.A.), 1988 (Major: Marketing — Advertising and Promotion Track) • Honorso Dean's List • Activitieso National Student Advertising Competition Team, 1988 - 90 Seventh District Competition: Third Place, 1990o Marketing Club, 1987 - 90 Vice President — Career Development, 1988 - 89o Public Relations / Advertising (PR / AD) Club, 1988 - 90 Charter Member, 1988 Active in fund - raising and membership driveso Theater Guild, 1988 - 90 Screening Committee, 1989REFERENCESAvailable upon req
Cost Analyst, Materials Purchasing Department, April 1999 — September 2001 • Assisted materials buyers in negotiating and preparing commodities contracts between raw materials suppliers and MC for manufacturing plants in the US and Mexicoo Assisted Legal Department at MC's corporate headquarters
with coordination and preparation
of documents for litigationo Notified and educated suppliers about MC's freight - on - board policy and its corresponding Uniform Commercial Code (UCC) provisions; result was the reduction
of freight claims for both the company and its supplierso Prepared contracts and purchase orders for raw materials and capital projects involving plant maintenanceo Solicited price quotations from current vendors and established Excel spreadsheet format which simplified quote submission process and allowed MC to track and compare usage volumes and
costs over timeo Prepared and analyzed
cost reports used by materials buyers and production planners in purchasing decisions, including cost reductions, materials consolidation, and selection of vendorso Acted as liaison between vendors and the Purchasing, Transportation and Accounting Departments on issues concerning inbound freight, commercial carriers, and payment terms for commodities, resulting in reductions in freight costs and greater payment discounts for raw materialso Established online databases and printed directories for the Purchasing Department, allowing buyers to have easier and faster access to current vendor informationo Completed Year 2000 (Y2K) compliance project, which involved data collection and communication with MC's past, present, and potential materials suppliers and service providersNot - For - Profit Organization, AlabamaAdministrative Assistant, Combined Federal Campaign, September 1998 — January 1999 • Aided Campaign Director with 1998 Federal Campaigns (CFCs) in City 1 and City 2, which together generated nearly $ 700,000 for more than 1,000 local, national and international charitieso Prepared weekly reports on donations using WordPerfect, Microsoft Word, Excel and dBase IVo Wrote script for Talent Showcase at City 1's 1998 CFC Kickoffo Assisted Director with merger of the City 1 and City 2 CFCs in 1999Regional Bank, AlabamaAdministrative Assistant, Year 2000 (Y2K) Department, March — June 1998 • Worked with Vice President of Corporate Projects on short - term project for the bank's Y2K Departmento Analyzed and processed data on Y2K readiness for all branches of Bank throughout the southeastern USo Organized meetings for personnel of Banko Communicated with vendors of computer hardware, software, and office equipment to request information on Y2K complianceo Prepared compliance files for Federal Reserve auditso Prepared in - house memoranda and reports using Microsoft Word and ExcelRecord / Music Promotion Company, AlabamaRecord Pool Co-Founder; Office Manager, September 1990 — December 1991 • Co-founded record pool to enhance promotion of music in Alabama and the southeastern USo Procured and distributed records from major and independent labels for club, radio and mobile disc jockeyso Coordinated jointly sponsored promotional events with record companies, radio stations and clubso Designed, wrote, and published bi-weekly reports and brochures to inform the music industry of the progress and popularity of music and performers in the region, with specific focus on the Alabama music sceneMajor University, AlabamaGraduate Research Assistant, AUM Department of Marketing, June 1989 — August 1990 • Worked 13 - 20 hours per week as a research assistant to Marketing faculty while carrying a full course load in the MBA programo Analyzed consumer surveys used in academic researcho Assisted Conference Chairperson with coordination for Atlantic Marketing Association (AMA) annual meeting (October 1989) o Co-authored five - year index and classification of AMA Proceedings (published Fall 1991) EDUCATIONLaw School, AlabamaJuris Doctor (JD), 1997 • Scholarshipso Seybourn H. Lynne Scholarship, 1996 - 97o Dexter C. Hobbs Memorial Scholarship, 1995 - 96o E. W. Godbey Memorial Scholarship, 1994 - 95 • Honorso Who's Who Among American Law School Students, 1996 - 94o Arthur Davis Shores Award, 1997 • Activitieso Frederick Douglass Moot Court Team Manager, 1996 - 97 Southern Regional Competition, Second Place National Competition, Eighth Placeo John A. Campbell Moot Court Competition, Spring 1996o Black Law Students Association Delegate, BLSA National Convention, 1997 Co-Chairperson, Public Relations Committee, 1996 - 97 Chairperson, Public Relations Committee, 1995 - 96 BLSA President's Award, 1996 and 1997o American Bar Association, 1996 - 97 Entertainment and Sports Industries Forum Intellectual Property Section Law Student Divisiono LAWS Student Group Leader, 1995 - 96Major University, AlabamaMaster of Business Administration (MBA), 1990Bachelor of Science in Business Administration (B.S.B.A.), 1988 (Major: Marketing — Advertising and Promotion Track) • Honorso Dean's List • Activitieso National Student Advertising Competition Team, 1988 - 90 Seventh District Competition: Third Place, 1990o Marketing Club, 1987 - 90 Vice President — Career Development, 1988 - 89o Public Relations / Advertising (PR / AD) Club, 1988 - 90 Charter Member, 1988 Active in fund - raising and membership driveso Theater Guild, 1988 - 90 Screening Committee, 1989REFERENCESAvailable upon req
cost reports used by materials buyers and production planners in purchasing decisions, including
cost reductions, materials consolidation, and selection of vendorso Acted as liaison between vendors and the Purchasing, Transportation and Accounting Departments on issues concerning inbound freight, commercial carriers, and payment terms for commodities, resulting in reductions in freight costs and greater payment discounts for raw materialso Established online databases and printed directories for the Purchasing Department, allowing buyers to have easier and faster access to current vendor informationo Completed Year 2000 (Y2K) compliance project, which involved data collection and communication with MC's past, present, and potential materials suppliers and service providersNot - For - Profit Organization, AlabamaAdministrative Assistant, Combined Federal Campaign, September 1998 — January 1999 • Aided Campaign Director with 1998 Federal Campaigns (CFCs) in City 1 and City 2, which together generated nearly $ 700,000 for more than 1,000 local, national and international charitieso Prepared weekly reports on donations using WordPerfect, Microsoft Word, Excel and dBase IVo Wrote script for Talent Showcase at City 1's 1998 CFC Kickoffo Assisted Director with merger of the City 1 and City 2 CFCs in 1999Regional Bank, AlabamaAdministrative Assistant, Year 2000 (Y2K) Department, March — June 1998 • Worked with Vice President of Corporate Projects on short - term project for the bank's Y2K Departmento Analyzed and processed data on Y2K readiness for all branches of Bank throughout the southeastern USo Organized meetings for personnel of Banko Communicated with vendors of computer hardware, software, and office equipment to request information on Y2K complianceo Prepared compliance files for Federal Reserve auditso Prepared in - house memoranda and reports using Microsoft Word and ExcelRecord / Music Promotion Company, AlabamaRecord Pool Co-Founder; Office Manager, September 1990 — December 1991 • Co-founded record pool to enhance promotion of music in Alabama and the southeastern USo Procured and distributed records from major and independent labels for club, radio and mobile disc jockeyso Coordinated jointly sponsored promotional events with record companies, radio stations and clubso Designed, wrote, and published bi-weekly reports and brochures to inform the music industry of the progress and popularity of music and performers in the region, with specific focus on the Alabama music sceneMajor University, AlabamaGraduate Research Assistant, AUM Department of Marketing, June 1989 — August 1990 • Worked 13 - 20 hours per week as a research assistant to Marketing faculty while carrying a full course load in the MBA programo Analyzed consumer surveys used in academic researcho Assisted Conference Chairperson with coordination for Atlantic Marketing Association (AMA) annual meeting (October 1989) o Co-authored five - year index and classification of AMA Proceedings (published Fall 1991) EDUCATIONLaw School, AlabamaJuris Doctor (JD), 1997 • Scholarshipso Seybourn H. Lynne Scholarship, 1996 - 97o Dexter C. Hobbs Memorial Scholarship, 1995 - 96o E. W. Godbey Memorial Scholarship, 1994 - 95 • Honorso Who's Who Among American Law School Students, 1996 - 94o Arthur Davis Shores Award, 1997 • Activitieso Frederick Douglass Moot Court Team Manager, 1996 - 97 Southern Regional Competition, Second Place National Competition, Eighth Placeo John A. Campbell Moot Court Competition, Spring 1996o Black Law Students Association Delegate, BLSA National Convention, 1997 Co-Chairperson, Public Relations Committee, 1996 - 97 Chairperson, Public Relations Committee, 1995 - 96 BLSA President's Award, 1996 and 1997o American Bar Association, 1996 - 97 Entertainment and Sports Industries Forum Intellectual Property Section Law Student Divisiono LAWS Student Group Leader, 1995 - 96Major University, AlabamaMaster of Business Administration (MBA), 1990Bachelor of Science in Business Administration (B.S.B.A.), 1988 (Major: Marketing — Advertising and Promotion Track) • Honorso Dean's List • Activitieso National Student Advertising Competition Team, 1988 - 90 Seventh District Competition: Third Place, 1990o Marketing Club, 1987 - 90 Vice President — Career Development, 1988 - 89o Public Relations / Advertising (PR / AD) Club, 1988 - 90 Charter Member, 1988 Active in fund - raising and membership driveso Theater Guild, 1988 - 90 Screening Committee, 1989REFERENCESAvailable upon req
cost reductions, materials consolidation, and selection
of vendorso Acted
as liaison between vendors and the Purchasing, Transportation and Accounting Departments on issues concerning inbound freight, commercial carriers, and payment terms for commodities, resulting in reductions in freight
costs and greater payment discounts for raw materialso Established online databases and printed directories for the Purchasing Department, allowing buyers to have easier and faster access to current vendor informationo Completed Year 2000 (Y2K) compliance project, which involved data collection and communication
with MC's past, present, and potential materials suppliers and service providersNot - For - Profit Organization, AlabamaAdministrative Assistant, Combined Federal Campaign, September 1998 — January 1999 • Aided Campaign Director
with 1998 Federal Campaigns (CFCs) in City 1 and City 2, which together generated nearly $ 700,000 for more than 1,000 local, national and international charitieso Prepared weekly reports on donations using WordPerfect, Microsoft Word, Excel and dBase IVo Wrote script for Talent Showcase at City 1's 1998 CFC Kickoffo Assisted Director
with merger
of the City 1 and City 2 CFCs in 1999Regional Bank, AlabamaAdministrative Assistant, Year 2000 (Y2K) Department, March — June 1998 • Worked
with Vice President
of Corporate Projects on short - term project for the bank's Y2K Departmento Analyzed and processed data on Y2K readiness for all branches
of Bank throughout the southeastern USo Organized meetings for personnel
of Banko Communicated
with vendors
of computer hardware, software, and office equipment to request information on Y2K complianceo Prepared compliance files for Federal Reserve auditso Prepared in - house memoranda and reports using Microsoft Word and ExcelRecord / Music Promotion Company, AlabamaRecord Pool Co-Founder; Office Manager, September 1990 — December 1991 • Co-founded record pool to enhance promotion
of music in Alabama and the southeastern USo Procured and distributed records from major and independent labels for club, radio and mobile disc jockeyso Coordinated jointly sponsored promotional events
with record companies, radio stations and clubso Designed, wrote, and published bi-weekly reports and brochures to inform the music industry
of the progress and popularity
of music and performers in the region,
with specific focus on the Alabama music sceneMajor University, AlabamaGraduate Research Assistant, AUM Department
of Marketing, June 1989 — August 1990 • Worked 13 - 20 hours per week
as a research assistant to Marketing faculty while carrying a full course load in the MBA programo Analyzed consumer surveys used in academic researcho Assisted Conference Chairperson
with coordination for Atlantic Marketing Association (AMA) annual meeting (October 1989) o Co-authored five - year index and classification
of AMA Proceedings (published Fall 1991) EDUCATIONLaw School, AlabamaJuris Doctor (JD), 1997 • Scholarshipso Seybourn H. Lynne Scholarship, 1996 - 97o Dexter C. Hobbs Memorial Scholarship, 1995 - 96o E. W. Godbey Memorial Scholarship, 1994 - 95 • Honorso Who's Who Among American Law School Students, 1996 - 94o Arthur Davis Shores Award, 1997 • Activitieso Frederick Douglass Moot Court Team Manager, 1996 - 97 Southern Regional Competition, Second Place National Competition, Eighth Placeo John A. Campbell Moot Court Competition, Spring 1996o Black Law Students Association Delegate, BLSA National Convention, 1997 Co-Chairperson, Public Relations Committee, 1996 - 97 Chairperson, Public Relations Committee, 1995 - 96 BLSA President's Award, 1996 and 1997o American Bar Association, 1996 - 97 Entertainment and Sports Industries Forum Intellectual Property Section Law Student Divisiono LAWS Student Group Leader, 1995 - 96Major University, AlabamaMaster
of Business Administration (MBA), 1990Bachelor
of Science in
Business Administration (B.S.B.A.), 1988 (Major: Marketing — Advertising and Promotion Track) • Honorso Dean's List • Activitieso National Student Advertising Competition Team, 1988 - 90 Seventh District Competition: Third Place, 1990o Marketing Club, 1987 - 90 Vice President — Career Development, 1988 - 89o Public Relations / Advertising (PR / AD) Club, 1988 - 90 Charter Member, 1988 Active in fund - raising and membership driveso Theater Guild, 1988 - 90 Screening Committee, 1989REFERENCESAvailable upon request
Live agent inbound and outbound contact centre services Responsibilities: • Day to day management
of the recruitment department • To work closely
with the operational management teams to identify all recruitment needs for the contact centre • Continuously source
cost effective methods
of recruitment and to maintain a healthy recruitment pipeline which matches the
business needs • To drive direct recruitment channels for
cost effective recruitment • To own and administer effective assessment centres for the recruitment
of potential new starters • To compile starters list for all projects and ensure they are sent out accurately and on time and that the required HR paperwork is completed • Maintenance
of the recruitment notice boards including generating posters and appropriate communications • Looking at different ways to attract and assess talent, such
as organising and attending recruitment / assessment events • Producing weekly and monthly reports for senior management • Highlighting any recruitment issues or concerns to the operations team • Administering payroll and maintaining employee records • Administer and process timesheets weekly and monthly basis • Dealing
with grievances and implementing disciplinary procedures • Interpreting and advising on employment law Person Specification: • At least 2 years in - house recruitment background within an outsourced contact centre • Interpersonal skills to form effective working relationships
with people at all levels • The ability to influence, question & listen • Ability to work to tight deadlines and work well under pressure • Flexible, positive
with a can
do attitude • Excellent communication skills both written and spoken Working hours: Monday to Friday 9 - 6 pm Due to a very high number
of applications we are unable to come back to every candidate
with feedback.
Business Development and Sales Management — Duties & Responsibilities Lead through example with consistent work ethic and professionalism, while performing sales and marketing presentations, overseeing business development functions, and managing / leveraging key business relationships Perform needs - based analyses and situational assessments for clients to position most appropriate product / service, generating increased revenue through improved close ratios as well as referral / repeat customer business Collaborate in all phases of strategic planning with senior - level management and customers, including cost budgeting, pricing strategies, vendor negotiations, revenue projections, and industry competition Provide continuous assessment of key markets and potential clients, while furnishing oversight and guidance regarding effective business acquisition strategies, prospecting techniques, client service, pricing, and market trends Identify and utilize talent among team members with focused training, targeted professional recruitment, and the promotion of a performance - based entrepreneurial environment that leverages individual talents for group benefit Install support staff to aid in effective sales, marketing, and client service operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Address key client queries and resolve them in an expedited manner, promoting sustained revenue growth through client retention, word - of - mouth marketing, and the leveraging of cross-sales opportunities Create and implement marketing and sales strategies and promotional programs, while tracking progress versus established internal and external industry benchmarks with a focus on revenue generation, cost control, networking, and staff success Develop and maintain a strong working knowledge of respective products / services and related marketplaces, including pricing and regulatory trends, customer demands, competitor strategies, and industry developments Collaborate effectively with all relevant parties, conveying information in a clear and concise manner while listening effectively to critical input, critiques, suggestions, and guidance Utilize knowledge of various technology - based applications, including ACT, Genesis, Calyx Point, Encompass, DU / LP, and Assetwise Act as a liaison between clients, vendors, sales and support staff, and other members of the executive managem
Business Development and Sales Management — Duties & Responsibilities Lead through example
with consistent work ethic and professionalism, while performing sales and marketing presentations, overseeing
business development functions, and managing / leveraging key business relationships Perform needs - based analyses and situational assessments for clients to position most appropriate product / service, generating increased revenue through improved close ratios as well as referral / repeat customer business Collaborate in all phases of strategic planning with senior - level management and customers, including cost budgeting, pricing strategies, vendor negotiations, revenue projections, and industry competition Provide continuous assessment of key markets and potential clients, while furnishing oversight and guidance regarding effective business acquisition strategies, prospecting techniques, client service, pricing, and market trends Identify and utilize talent among team members with focused training, targeted professional recruitment, and the promotion of a performance - based entrepreneurial environment that leverages individual talents for group benefit Install support staff to aid in effective sales, marketing, and client service operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Address key client queries and resolve them in an expedited manner, promoting sustained revenue growth through client retention, word - of - mouth marketing, and the leveraging of cross-sales opportunities Create and implement marketing and sales strategies and promotional programs, while tracking progress versus established internal and external industry benchmarks with a focus on revenue generation, cost control, networking, and staff success Develop and maintain a strong working knowledge of respective products / services and related marketplaces, including pricing and regulatory trends, customer demands, competitor strategies, and industry developments Collaborate effectively with all relevant parties, conveying information in a clear and concise manner while listening effectively to critical input, critiques, suggestions, and guidance Utilize knowledge of various technology - based applications, including ACT, Genesis, Calyx Point, Encompass, DU / LP, and Assetwise Act as a liaison between clients, vendors, sales and support staff, and other members of the executive managem
business development functions, and managing / leveraging key
business relationships Perform needs - based analyses and situational assessments for clients to position most appropriate product / service, generating increased revenue through improved close ratios as well as referral / repeat customer business Collaborate in all phases of strategic planning with senior - level management and customers, including cost budgeting, pricing strategies, vendor negotiations, revenue projections, and industry competition Provide continuous assessment of key markets and potential clients, while furnishing oversight and guidance regarding effective business acquisition strategies, prospecting techniques, client service, pricing, and market trends Identify and utilize talent among team members with focused training, targeted professional recruitment, and the promotion of a performance - based entrepreneurial environment that leverages individual talents for group benefit Install support staff to aid in effective sales, marketing, and client service operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Address key client queries and resolve them in an expedited manner, promoting sustained revenue growth through client retention, word - of - mouth marketing, and the leveraging of cross-sales opportunities Create and implement marketing and sales strategies and promotional programs, while tracking progress versus established internal and external industry benchmarks with a focus on revenue generation, cost control, networking, and staff success Develop and maintain a strong working knowledge of respective products / services and related marketplaces, including pricing and regulatory trends, customer demands, competitor strategies, and industry developments Collaborate effectively with all relevant parties, conveying information in a clear and concise manner while listening effectively to critical input, critiques, suggestions, and guidance Utilize knowledge of various technology - based applications, including ACT, Genesis, Calyx Point, Encompass, DU / LP, and Assetwise Act as a liaison between clients, vendors, sales and support staff, and other members of the executive managem
business relationships Perform needs - based analyses and situational assessments for clients to position most appropriate product / service, generating increased revenue through improved close ratios
as well
as referral / repeat customer
business Collaborate in all phases of strategic planning with senior - level management and customers, including cost budgeting, pricing strategies, vendor negotiations, revenue projections, and industry competition Provide continuous assessment of key markets and potential clients, while furnishing oversight and guidance regarding effective business acquisition strategies, prospecting techniques, client service, pricing, and market trends Identify and utilize talent among team members with focused training, targeted professional recruitment, and the promotion of a performance - based entrepreneurial environment that leverages individual talents for group benefit Install support staff to aid in effective sales, marketing, and client service operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Address key client queries and resolve them in an expedited manner, promoting sustained revenue growth through client retention, word - of - mouth marketing, and the leveraging of cross-sales opportunities Create and implement marketing and sales strategies and promotional programs, while tracking progress versus established internal and external industry benchmarks with a focus on revenue generation, cost control, networking, and staff success Develop and maintain a strong working knowledge of respective products / services and related marketplaces, including pricing and regulatory trends, customer demands, competitor strategies, and industry developments Collaborate effectively with all relevant parties, conveying information in a clear and concise manner while listening effectively to critical input, critiques, suggestions, and guidance Utilize knowledge of various technology - based applications, including ACT, Genesis, Calyx Point, Encompass, DU / LP, and Assetwise Act as a liaison between clients, vendors, sales and support staff, and other members of the executive managem
business Collaborate in all phases
of strategic planning
with senior - level management and customers, including
cost budgeting, pricing strategies, vendor negotiations, revenue projections, and industry competition Provide continuous assessment
of key markets and potential clients, while furnishing oversight and guidance regarding effective
business acquisition strategies, prospecting techniques, client service, pricing, and market trends Identify and utilize talent among team members with focused training, targeted professional recruitment, and the promotion of a performance - based entrepreneurial environment that leverages individual talents for group benefit Install support staff to aid in effective sales, marketing, and client service operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Address key client queries and resolve them in an expedited manner, promoting sustained revenue growth through client retention, word - of - mouth marketing, and the leveraging of cross-sales opportunities Create and implement marketing and sales strategies and promotional programs, while tracking progress versus established internal and external industry benchmarks with a focus on revenue generation, cost control, networking, and staff success Develop and maintain a strong working knowledge of respective products / services and related marketplaces, including pricing and regulatory trends, customer demands, competitor strategies, and industry developments Collaborate effectively with all relevant parties, conveying information in a clear and concise manner while listening effectively to critical input, critiques, suggestions, and guidance Utilize knowledge of various technology - based applications, including ACT, Genesis, Calyx Point, Encompass, DU / LP, and Assetwise Act as a liaison between clients, vendors, sales and support staff, and other members of the executive managem
business acquisition strategies, prospecting techniques, client service, pricing, and market trends Identify and utilize talent among team members
with focused training, targeted professional recruitment, and the promotion
of a performance - based entrepreneurial environment that leverages individual talents for group benefit Install support staff to aid in effective sales, marketing, and client service operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Address key client queries and resolve them in an expedited manner, promoting sustained revenue growth through client retention, word -
of - mouth marketing, and the leveraging
of cross-sales opportunities Create and implement marketing and sales strategies and promotional programs, while tracking progress versus established internal and external industry benchmarks
with a focus on revenue generation,
cost control, networking, and staff success Develop and maintain a strong working knowledge
of respective products / services and related marketplaces, including pricing and regulatory trends, customer demands, competitor strategies, and industry developments Collaborate effectively
with all relevant parties, conveying information in a clear and concise manner while listening effectively to critical input, critiques, suggestions, and guidance Utilize knowledge
of various technology - based applications, including ACT, Genesis, Calyx Point, Encompass,
DU / LP, and Assetwise Act
as a liaison between clients, vendors, sales and support staff, and other members
of the executive management team
You're like many in this
business in that you only see the Internet
as a single edged sword; you don't see the potential for a higher awareness
of market time on the part
of buyer's and the potential
costs to the seller's associated
with that.
In recent years,
as print reporters have evolved into multimedia journalists — producing videos, developing interactive features, and writing blogs — online ad revenues haven't kept pace
with the
cost of doing business.
Chalk up the
costs as part
of doing business and recapture them
with future rents.