Sentences with phrase «branded consumer products companies»

For the past several years, management has focused on transitioning JBSS from an agricultural commodity producer to a branded consumer products company.

Not exact matches

This means that every part of your business that a consumer is exposed to — from how your products are distributed, to your company's culture and people — will influence a consumer's gut feeling toward your brand.

The company ranks high on delivering a positive consumer experience and product, but consumers» emotional connection with the brand is highly polarized — younger consumers tend to be enthusiastic, responding positively to its trendy image, while older Canadians don't feel a connection.

Universal Brand Development globally drives expansion of the company's intellectual properties, franchises, characters and stories through innovative physical and digital products, content, and consumer experiences.

Brand management is so important that Reputations Corporation, a Vancouver - based consultancy group, reports that 72 percent of consumers say reputation influences their buying decisions; 80 percent of employees will accept less pay to work with a company with an excellent reputation; while another 89 percent say reputation is a tiebreaker between equal products.

A niche equity website with a focus on high - growth consumer product and retail companies, CircleUp has partnered with Procter & Gamble and General Mills to offer more value beyond the funding, giving entrepreneurs access to these brands.

After praising the DreamWorks brand, he said the main goal was the company's «deep library of intellectual property,» which would help NBCUniversal «grow our film, television, theme parks and consumer products businesses for years to come.»

Still, cannabis companies have been ramping up their marketing efforts in recent months to get consumers better acquainted with their brands and offerings now, using innovative tactics such as releasing cannabis - inspired but drug - free products and bringing on celebrity investors.

And because Baker's exit strategy is to sell Nature's Cure to another consumer - products company, she believes that she ought to spend her time and capital on building assets that her acquirers would covet — namely, a big - time brand.

Yet consumers were not very likely to buy a product or switch brands solely because of a company's good deeds.

Learning that gave me an appreciation for the potential of consumer - products companies and brands,» he says.

These perceptions may be coloring how executives view the Millennial consumer, preventing companies from understanding and fully addressing the product and service needs of this generation — and establishing strong brand relationships.

Consumers» brand loyalty to Apple is so strong that the company is closer to the stability of an elite consumer - product company than the vulnerability of other tech firms, which can be surpassed by rivals who leapfrog their technology, Buffett said.

Local companies Insight Pharmaceuticals and Clarion Brands were growing rapidly in the over-the-counter consumer products space — so much so that the brands were in the market for a technology adBrands were growing rapidly in the over-the-counter consumer products space — so much so that the brands were in the market for a technology adbrands were in the market for a technology advisor.

Kraft said on Wednesday the platform, called Springboard, will focus on supporting and developing brands that make healthy, organic and experiential products, giving them access to the company's distribution and marketing expertise, research and development and consumer insights.

Flora is a brand owned by consumer products company Unilever.

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.

Replete with case studies from brand managers on the front lines of the battle for market share, the book features candid interviews with top tier consumer product companies like McDonald's and Anheuser Busch.

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

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.

Spectrum Brands Holdings Inc. is a consumer products company whose pet group brands include Tetra, Furminator and Brands Holdings Inc. is a consumer products company whose pet group brands include Tetra, Furminator and brands include Tetra, Furminator and Dingo.

Newell Brands on Feb. 9 said it had received notice from activist investor Starboard Value that it intends to nominate 10 candidates to replace the consumer - products company's board at its annual shareholder meeting this spring.

Brand and Rupp target women - led companies in health care or that are making sustainably sourced consumer products.

Mr. Swarovski has spear - headed the company's expansion over the past thirty years to become the largest manufacturer of cut crystal in the world, supplying the fashion jewelry industry, the fashion industry, the chandelier and art object industries, as well as manufacturing diverse consumer products sold under the company's own brand.

As the company is focused on producing the most innovative and highest - quality products, its brands are viewed by consumers as premium.

The strategic partnership, which was announced during a visit to Alibaba headquarters in Hangzhou, China, by Australian Prime Minister Malcolm Turnbull, will provide dedicated services for Australian products on Alibaba's platforms and will leverage digital content to help Australian companies increase their brand recognition among Chinese consumers.

New Product From Tech Company Helps Consumers and Major Corporations Combat Counterfeiting While Building Brand Equity and Rewarding Loyal Customers

Victoria may seem like a high - ticket item compared to the mass - produced brands, but the company is confident that more consumers are willing to pay for a quality product with a clean, simple ingredient deck made just like you would at home.

The company invited scientists, entrepreneurs and inventors with a brand - new probiotic food or beverage product concept to submit their idea to Ganeden, encouraging submissions for novel products that would resonate with consumers and fill a specific need in the marketplace.

«As a leading provider of premium protein products in the sports nutrition category, ETB's brands align with consumers» focus on clean and lean sports nutrition while further diversifying its portfolio and broadening the appeal to younger consumers,» the company said in a press release.

The Company said it hoped to see increased consumer awareness, engagement and incremental purchase of Coke branded products, which it did when Coke Zero was launched in 2006.

«An extensive brand overhaul unleashed a bold visual expression for our company that truly reflects the mind - blowing experience consumers have with our products.

Plastic Packaging Technologies, LLC («PPT») is a rapidly growing, industry - leading manufacturer of high - end, value - added flexible packaging products, serving brand owners, private label and consumer packaged goods (CPGs) companies throughout North...

He says the company builds relationships with trend - setting mixologists who use its products behind the bar, so when consumers want the same cocktail at home, they reach for those same super-premium Bacardi brands.

Based in Victor, N.Y., the company believes that industry leadership involves a commitment to brand - building, our trade partners, the environment, our investors and to consumers around the world who choose our products when celebrating big moments or enjoying quiet ones.

The company's private label division allows consumers to package the company's products under their own brand name.

The company's Path of Life brand products are generating a lot of interest from retailers who want to satisfy consumers» demand for healthier, more nourishing frozen food options.

Wolfgang Puck Worldwide, Inc. (WPW) is a privately held corporation that includes a rapidly growing portfolio of company - owned and franchised locations of casual dining and fast - casual restaurants, as well as an extensive list of Wolfgang Puck branded consumer products and other licensing and merchandising projects.

However, in Australia, where resale price maintenance is illegal, some consumer goods brands have refused to supply online retailers at all, forcing companies such as Kogan.com and Catch Group to source key products through parallel import channels.

Mr Tracy also said the cut to farm gate price — the first since the financial crisis - from $ 5.60 to $ 4.75 - $ 5 a kilogram, would be much lower if the company didn't switch from commodities to consumer brand products.

Building a Brand on Trustworthiness The need for products trusted by consumers affected by a food allergy is also what brought 88 Acres into the market, said Nicole Ledoux, the company's co-Founder and CEO.

Amplify Snack Brands president and CEO Tom Ennis adds, «Since Amplify's inception in 2014, our company's goal has been to bring transparency to our products, and clean ingredients and great tasting snacks to consumers.

«The package is where innovation and a personal brand connection with the consumer come together to potentially improve a company's results,» says Joshua Fedeli, publisher of ChiefPackagingOfficer.com, and director of sales and accounts for the KODAK DESIGN2LAUNCH Product portfolio, which is part of Kodak's Software & Solutions Division.

But what is surprising is that, in spite of record levels of consumers saying they have had enough and demanding frustration - free packaging, the brand / product companies have paid little attention to the design for the consumer experience.

The consumer branded products processed and produced by the company in Ireland include Avonmore, Yoplait, Kilmeaden, Premier milk, Snowcream and CMP.

The company's new products are debuting across several Snyder's - Lance brands and include a variety of options to satisfy consumers» on - the - go lifestyles, better - for - you diets and general need for premium snacks.

Grocery retailers need to stop making copycat private label products and start thinking like branded consumer goods companies to avoid losin...

With the growing number of conventional brands such as Avon reformulating but still not eliminating all chemicals of concern, it's more important than ever for companies excelling in quality, purity and transparency to communicate that message clearly to consumers and the retailers that are referred to as the gatekeepers for safe products.

Nestle is cutting the salt content of one of its zestiest brands — Maggi noodles, soups and seasonings — as the world's largest food company responds to consumer and government demands for healthier products.