Sentences with phrase «brand value in the market»

Not exact matches

Its marketing value isn't locked up in the property itself, but in the myriad ways it can be incorporated into additional marketing efforts, says Stuart McLean, CEO of Content & Co., the brand studio that produced Summer With Cimorelli.

As a product, Synctag has evolved past the digital marketing segment to more focused solutions in analytics, digital asset audits, and platform aggregation across web and considering the current product line to be able to provide data sets to help brands make much more value from the ads across the social media platforms.

Campaigns slathered in logos, branding, and your marketing message won't add value to a publisher's audience.

The marketing value of a mall location is to attract foot traffic and build a buzz around the brand in the hopes of generating a kind of cultural momentum.

Valued by Forbes at US$ 4.8 billion, it ranks among the world's most powerful consumer brands; with an estimated US$ 3.3 billion in 2012 revenues, Gatorade controls almost half of the global sports beverage market.

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.

These licensing and marketing deals have not only generated revenue, but rather brilliantly extended the fame and value of the Trump brand in the process.

It is critical to measure the increase in the Average Value per Customer to reflect content marketing's effectiveness in educating buyers and differentiating the brand in order to increase purchase volume and earn long - term loyalty.

The publicly traded gun makers Sturm, Ruger & Company and American Outdoor Brands both lost about a quarter of their market value in the days after Mr. Trump's victory.

According to Richard Passikoff, founder of Brand Keys, though this type of business model isn't as easy to pull off as it looks, being able to capitalize on the unsold products of other brands has enabled off - chain stores to offer value and pose a long - term challenge to others in the market.

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.

You can use content marketing to effectively differentiate from competitors (no matter the size), build brand loyalty, leverage your brand or yourself as a thought leader and value provider in your industry (no matter how new you are in the space), and drive more sales for your ecommerce business.

[05:50] Do it for passion, not for money [06:10] The importance of innovation and marketing [06:30] Start with a mission and finding how to add value [06:50] Joe Gebbia's trajectory over a decade [07:10] Culture is the ultimate element to building your brand [07:40] Namale Resort [08:00] Finding a way to do more for others than anyone else [08:45] The beauty of competition [09:15] Don't just advertise, become the expert [09:25] Value - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a sevalue [06:50] Joe Gebbia's trajectory over a decade [07:10] Culture is the ultimate element to building your brand [07:40] Namale Resort [08:00] Finding a way to do more for others than anyone else [08:45] The beauty of competition [09:15] Don't just advertise, become the expert [09:25] Value - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a seValue - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a sevalue you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a second?

I think we forget to tell our story because we're immersed in the green world, but in a half hour Shel brought me back to my core values and how best to market the green aspects of the Becky Bones brand.

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.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

A brand strategies of high value and unsurpassed personality for result oriented growth hacking engagements he is recognized as one of the most proactive digital marketing pros in his field.

So the value is simply in brand recognition to achieve market recognition faster - and to expand the design and marketing team with talent experienced at U.S. and Western markets.»

«This partnership feels especially natural given our brands» common values and the pivotal roles they've both played in American history,» Rob Mason, VP of marketing for Jim Beam, said in a press release from both brands.

Vengreso works with business professionals to align marketing with sales to provide the needed mindset, skillset and toolset in digital and social media channels to enable you to engage online effectively, grow your network, build your personal brand, add value, attract buyers and achieve your sales and revenue goals.

On a third - quarter conference call, Chief Executive Brian Cornell noted that earlier this year, Target began to «fall short in communicating value,» but such imbalance was rectified in the third quarter, when the brand increased its value - based marketing.

Actively sharing her knowledge of utilizing social and digital media to build social influence to foster long - term, high value relationships with clients, prospects, partners, colleagues, and communities in support of brand marketing objectives.

Whilst remaining (2006) the market leader in the UK for individual hand - held products such as Cornetto and Magnum, and value - added multi-portion products designed to be eaten at home, such as Viennetta, the Wall's brand faces severe competition from the major supermarket brands and to a lesser extent from Nestle and Mars spin - off ice cream products.

«The packaging industry is a key focus area for our business, and we place great value on being able to meet marketing and brand managers in a face - to - face environment,» said sales director Keith Davidson.

Treasury has also singled out several commercial brands in its troubled United States operations as «non-priority» but won't divulge which ones they are, as it attempts to move higher up the value chain and divert more investment into the luxury end of the market.

«The closure of butter and powder operations at Chard is in line with our strategy to increase our focus on developing our added value and branded businesses and will significantly reduce our exposure to the commodity ingredients market,» said Dairy Crest Group chief executive Drummond Hall.

Multi Packaging Solutions, (MPS), a business of WestRock Company and a leader in value - added print and packaging solutions for the healthcare, branded consumer and multi-media markets, is making packaging smarter through a partnership more

Growth in key European markets continues at pace for Hardys, with great results being recorded over the crucial Christmas period - in the UK, for example, the brand sold 1.5 million bottles more than in the previous Christmas period, and the brand's growth, in both volume and value, shows no signs of slowing.

The report presents detailed analysis on the Prepared Meals consumption trends in the US, historic and forecast Prepared Meals consumption volume and value at market and category level, brand share, and distribution channel data.

Irvin noted, «Bega Cheese's focus on Australian and international consumer markets, strong branding and distribution alliances such as Blackmores and investment in higher value dairy nutritionals means that we are well positioned to take advantage of unfolding market opportunities.»

With many higher - end brands excelling at offering drinkers interesting serves, personal touches and quality experiences, it's no coincidence that premium spirits continue to drive market growth, particularly in the on - trade where value is up 13.7 %.

Processor innovation is also behind strong domestic sales growth, with increases in the value and volume of supermarket sales of cheese, dairy spreads and milk (with branded fresh white milk regaining market share from supermarket private labels); while yoghurts and snacks also saw a volume increase.

In the off - trade, Magners Original is the only top five apple cider brand performing ahead of the market in both volume (+18 %) and value (+8 %)(Nielsen), giving the brand a positive platform for the launch of the new packaging and media campaigIn the off - trade, Magners Original is the only top five apple cider brand performing ahead of the market in both volume (+18 %) and value (+8 %)(Nielsen), giving the brand a positive platform for the launch of the new packaging and media campaigin both volume (+18 %) and value (+8 %)(Nielsen), giving the brand a positive platform for the launch of the new packaging and media campaign.

CCA's share of the bottled water market by value has fallen from 40 per cent in 2009 to about 25 per cent, while its share of water volumes has fallen from about 25 per cent to just 12 per cent, even though CCA has reduced prices to better compete with cheaper brands and private label.

As rightly said by Azaz Motiwala — Founder & Chief Marketing Consultant of IKON Marketing Consultants, «It's the taste, [that] may not remain a key value proposition for the snack brands in coming days.

Due in part to intense competition, aggressive retail promotion and consumers seeking value, it is up to the package design — and the labeling — to lift sales in the household packaging market by differentiating brands and delivering value.

In addition to the expertise offered by Siddhi Shot, we regularly work with the following valued brand partners that provide high quality services to food & beverage brands in the areas of marketing, branding, staffing and legal serviceIn addition to the expertise offered by Siddhi Shot, we regularly work with the following valued brand partners that provide high quality services to food & beverage brands in the areas of marketing, branding, staffing and legal servicein the areas of marketing, branding, staffing and legal services.

Prior to joining Green City Market's Board, Kathy led the development of GCM's current brand identity and integrated communication strategy, helping to communicate its mission and values to the community in a significant, consistent way.

Strong core brand trading and the continued successful innovation drove accelerated growth across the company's soft drinks portfolio, allowing it to significantly outperforming the overall market in both volume and value terms.

As a successful entrepreneur with experience in building multiple brands, Jon understands a founder's need to look beyond capital and select a partner with value - add capabilities around sales, marketing, supply chain operations, and R&D.

Many of these brands are leaders in their home markets, and have recognized USB's value in expanding their brand footprints in the U.S..

They have nearly twice - as - much rice as other rice cake brands in the market, and are packed with flavor, nutrition, and value.

Lactalis Culinary, marketer of the Galbani, Président and Sorrento brands in the foodservice sector, brings you a range of high quality European style cheese and marketing support that helps you optimize the value of great cheese in your operation.

Lactalis Culinary, marketer of the Galbani, Président, Sorrento and Black Diamond brands in the foodservice sector, brings you a range of high quality European style cheese and marketing support that helps you optimize the value of great cheese in your operation.

«Courtyard Hotels has become a very popular brand in the Caribbean and is expanding rapidly,» said Tim Sheldon, President of the Caribbean & Latin America at Marriott International, Inc. «It offers excellent value in the mid-tier market that is currently underserved.

With the closing of the deal on August 3, 2015, Mast - Jägermeister now controls all dimensions of the brand's value chain including 2/3 of its global distribution, as well as all logistics, sales, promotions and marketing in its three biggest markets: the U.S., Germany and UK.

DiDonato has been developing the brand's approach in this area for nearly five years, which includes identifying fresh cuts and value - added products that specifically meet this growing market's needs.

With a market leading reputation for innovation in products, retail support initiatives, operations and for always creating added value for customers, Madison now proudly distribute many of the world's leading brands in cycle, MX and freesports.

On his part, the Chairman, Guinness Nigeria Plc, Mr. Babatunde Savage said despite the continuing deterioration in the operating environment, the company has been experiencing a strong participation in the growing value segment of the market through Satzenbrau and Dubic just as the company's core brands of Guinness FES and Malta Guinness are growing geometrically.