Sentences with phrase «best companies doing»

So what are the best companies doing well, and how can you emulate them?

In a continuation of a conversation we began last month at the Vatican, the assembled corporate chieftains shared specific examples of best practices, highlighting the good their companies do as part of their everyday business activities.

Good companies do them, but I don't place it high on the list of what makes a good company,» says Smith.

To say that someone has a right to something is quite different from saying merely that «it would be good if we did this» or «good people and good companies do this sort of thing.»

Executive pay is linked to how well the company does, and they encourage their executives and directors to own company stock

Since I buy stock in good companies I do not spend a lot of time worrying about what price the market values them.

At this point we ask the President to invest in Milan again, but also do what all good companies do and that is get rid of the person who is really responsible for this situation.

They also found evidence that the quality of the commercial activity declined, as measured by how well the companies did and the number of citations garnered by patents relating to each discovery.»

BUT, the best companies do offer a satisfaction guarantee to make sure you are truly satisfied with the service.

However, what I was hoping to find was a comparison of how well the companies do in terms of providing account information, especially how my investments have been doing over the past year, 2 years, 5 years, etc. and since inception.

Good companies do not always make for good stock investments.

Instead, many good companies don't call themselves repair organizations and choose the moniker of «credit counseling firm» or «credit product» company.

Ask friends and relatives for recommendations of companies that they have had good experiences with, and remember that the best companies don't need to solicit business door to door or through telemarketing.

The amount you earn from owning common stock will depend on the profit the company makes, on the performance of the stock on the market, and on how well the company does in public perception.

However, in a market that is optimistic, there are likely to be much uncertainty how well the company does when credit tightens and operating environment becomes challenging.

Good companies don't report earnings in excess of what shareholders obtain, and they don't buy back stock except when it is cheap.

But just because you're in good company doesn't mean that you're in good shape.

Lenovo may now be the best company doing modules, but it might also be the only company doing them next year.

It's a hugely influential task: the better these companies do and the more money they make, the better all round for the UK economy!

Currently, ArcBro has become the best company doing portable cnc cutting production.

Not exact matches

Yeah, entrepreneurs who've been successful in their first company tend to do better at their next one, but the difference between the best and the worst is only about 12 percent.

In the beginning that approach worked out well, but eventually they had to start paying for those endorsements and the size of the company didn't match up.

Fortune's 2nd annual Change the World list features 50 do - gooding companies where such opportunity abounds.

Apple may have put this system in place to cope with early demand, but if my experience is any indication, the company would do well to shift to in - store availability as soon as possible.

There are many aspects to budgeting for a company, and a payroll budget is one component that should be done as well.

According to the study, «Loyalty has a lot more to do with how well companies deliver on their basic, even plain - vanilla promises than on how dazzling the service experience might be.

Some of you reading this right now might be wondering — am I doing well at my hobby, or am I starting to operate a company?

CB «s writers also take you behind the scenes of Canada's most - profitable companies, to get an inside look at how a corporation becomes the best at what they do.

I like that they've found a niche, identified a company making money in it, and figured out how to do it better.

He adds, «If your excuse for not getting started as an angel is you don't think you know what you're doing — congratulations, you're in good company.

The good news is that taking these steps to becoming an open leader doesn't require a company - wide mandate to get started.

But what they don't know is that the companies that spend the most time convincing you that they are «better» are the ones who are charging you for it.

This country is now the top provider of business process outsourcing to U.S. companies, and that business will do even better if the U.S. dollar and U.S. wages rise.

Sometimes that added cost is the best thing you can do for your company.

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.

Another group of companies doing well are the banks.

With the major pharmaceutical companies done with fourth - quarter earnings, J.P. Morgan is letting clients know which companies look the best down the road.

As his company began to grow, he found himself «in the office every day, dealing with an assortment of HR, IT, technical, office management, and building issues,» unable to handle what he does best: customer acquisition and retention.

«We are focused on the long term and doing the right things, and we will be a better company because of this,» he told the analysts.

COO Sheryl Sandberg explained why in a blog post, noting «These are complicated issues, and while we don't believe any company's enforcement or policies are perfect, we think that sharing best practices can help us all improve, especially smaller companies that may not have the resources to develop their own policies.»

If you run a small business with a big potential, how can you hire the best people to join your team when you don't have the deep pockets or ridiculous perks a big company can offer?

Wilson ignited a public relations crisis for the company in November by suggesting to Bloomberg TV that Lululemon's yoga pants don't work well for some women.

The company wants to know, Do QR codes on toilet paper ads work, or do they just take up space that could be better utilized with coupons or other types of adDo QR codes on toilet paper ads work, or do they just take up space that could be better utilized with coupons or other types of addo they just take up space that could be better utilized with coupons or other types of ads?

Like a lot of companies we work with, I kind of ignored it for a while because the business was growing and I was doing well.

Anthropologie (@anthropologie) is a strong example of a company doing Snapchat well in the B2C sphere.

Content has to be created, and maybe you're the best person to do that right now in your company.

He praised Huajian for employing more than 5,000 Ethiopians, but said the company «could have done better.»

Of course, it didn't hurt that CCC was aggressively well - managed and ranked first in profitability among all of the companies listed on the Inc. 100 Lists for 1986 and 1987.

... I think that creates a lot of positives, and banks are doing well because investors know all these new companies will be borrowing money.»

While the company was already popular in the U.S., Nesi saw an opportunity: AriZona practically had no presence in Asia, despite American brands Coca - Cola and Pepsi doing well there.