Sentences with phrase «branded information on»

Sponsorship: To display corporate identity, logos, or branded information on approximately 40 Portable Commissary Carts used for the sale of non-alcoholic beverages, beer, wine, liquor and snacks located at Metro - North's Grand Central Terminal and Long Island Rail Road's high traffic stations such as Pennsylvania Station.

Not exact matches

According to Adroit Digital, 75 percent of online Americans said product information found on social media influences their shopping behavior and enhances brand loyalty.

Rather than have to search around for what people are saying about your brand, Brand24 delivers real - time information on what's been said as well as what is going on with your competition.

By eliminating dependence on a certain brand of hardware or generation of server, Francesco Lacapra, 63, and Manuel Terranova, 42, intend to to free client data from individual silos — groups of servers that isolate information sets from each other.

What's more, 67 percent said that content containing timely or unique information has a meaningful impact on their perception of the brand that is the source of the information.

The analysis, done by Millennial Branding and analytics company Identified.com, was created by a team of data scientists crunching raw information from 4 million Facebook profiles of young people to uncover how they are representing themselves on Facebook — and whether they're using the social network for business purposes.

... The manufacturers behind the popular Marlboro brand have used Freedom of Information laws to [attempt to] gain access [to] about 6000 confidential interviews undertaken with teenagers as young as 13, which discuss their views on smoking and tobacco....

For more information about creating better online shopping experiences, read this article on making branded content more memorable.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five years).

On a regular basis, you should monitor the online information that's out there about you and your buiness, as faulty data could damage your brand.

A «LinkedIn for products,» Hubba's platform collects product information on brands and distributes it to retailers.

Brands are shifting their spending away from content - creating media companies that rely on these large spots in favour of social media platforms, which integrate marketing messages into users» information streams.

It's important to relay this information to businesses so that brands can capitalize on this insight.

Now, you can use Promoted Tweets and Promoted Accounts to target people who visited your site, searched for information about your brand, recently purchased from your company, clicked on a previous tweet, and more.

Launched in 2010, reputation risk insurance reduces the risk of scandals and the spread of negative information about a brand in the news and on the web.

SumAll delivers information on how many retweets, likes and shares a brand got within a designated period, as well as how far each of those activities reached.

Involve your community in your content to make them feel even more invested in your brand or product, positioning your blog as a great place of reference for further information on the who, what, when, where, and why of your industry.

Because marketers send so many messages to customers and prospects, they need to be responsible for protecting their customers from phishing and spoofing scams that use the brand's identity to fool people into opening emails and entering information on websites.

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.

Starbucks also has fully embraced Twitter beyond notifying consumers about bargains; @Starbucks focuses on sharing interesting events and music information or brand - and charity - related topics the company would like to address.

Last year, for example, a study conducted by Unilever — a company that does have an admittedly vested interest in knowing this kind of information — polled 20,000 consumers in five countries and 33 percent said that given the option, they would choose to buy from brands that are focused on sustainability.

Retailers have expressed concerns that the value of their brand will be washed - out by advertising on Amazon's site, while others are relunctant to grant the tech behemoth access to information about which items are popular with customers, Re / code reports.

Here, you'll find helpful strategies, information on trends, news updates from major brands and even wide - scale case studies on how content marketing is developing.

After that, I called a lot of the franchisees in the system to get firsthand information on their experiences with the brand.

But, don't forget that Google still relies on websites for this information: You can use structured markup and content - targeting on your own site to exploit this and gain more visibility for queries related to your brand.

I've covered a lot of information in this guide, and most of it has focused on creating your brand standards and where you can apply those standards to fully characterize your brand.

Not only does the brand owner have to dredge up information that is years old, but depending on the nature and origin of the evidence, it might also need to be notarized.

With unique content, focused on providing valuable information and making your readers» lives easier, you'll have no trouble attracting more people to your brand.

Smart marketers have long understood that word - of - mouth recommendations from consumers — «brand advocacy» — have greater impact on sales than any other source of information.

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

Having this information can help you prepare more professional invoices that reflect your brand image, better manage the time spent on projects, improve your overall efficiency, lower operational costs and provide more accurate data to use to accurately estimate new projects.

Instead, consider creating a 3 - email series that includes information about the brand history and values, provides highlights on the most well - received blog content over the last year and also take the opportunity to continue to educate the customer on the range of your product catalogue and your top selling products.

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.

For more information on Capri Sun and its All Natural Ingredient reformulation, visit www.CapriSun.com or follow the brand on Facebook (CapriSun).

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

To learn more information about the sweepstakes, including official rules, fans can visit bit.ly / 2whdKez or follow the brand on Twitter (@koolaid) for updates.

Personal Branding Blog makes no representations as to accuracy, completeness, currentness, suitability, or validity of any information on this site and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use.

In many cases, they'll call out your own brand's social media information, and might even link to your site depending on the circumstances.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Successful inbound strategies are all about remarkable content — and social media allows you to share that valuable information, engage with your prospects, and put a human face on your brand.

For more information on our full portfolio of Foodservice products and brands click here.

These risks and uncertainties include: fluctuations in U.S. and international economies and currencies, our ability to preserve, grow and leverage our brands, potential negative effects of material breaches of our information technology systems if any were to occur, costs associated with, and the successful execution of, the company's initiatives and plans, the acceptance of the company's products by our customers, the impact of competition, coffee, dairy and other raw material prices and availability, the effect of legal proceedings, and other risks detailed in the company filings with the Securities and Exchange Commission, including the «Risk Factors» section of Starbucks Annual Report on Form 10 - K for the fiscal year ended September 28, 2014.

Leonard shares tips on how to build your brand and provides useful information on the best way to approach your brand strategy.

An established blog is a demonstration that you know your stuff; it puts your expertise on display and provides a way for customers and industry professionals to interact with your brand, a place where they can glean valuable information from you and spread it around the web.

Will you run a humorous and informal social media brand or one that is focused on providing your customers with information related to your brand?

Twitter Video Ads Deliver Recall, Receptivity (Study) New research finds, among other things, «Twitter was the only platform where cognitive effort, or information processing, increased for video ads, on both desktop and mobile, and attention levels remained constant on Twitter whether users were watching organic or branded ad content,» adding that mobile recall was «significantly higher.»

The benefits of having an authentic brand presence are clear, and one way to do this is to encourage the people who know your brand best — employees — to share information about your bank on social media.

Also, buyers don't have to rely on brands, interruption marketing or companies or salespeople for information, because they can find that freely on the web.

Updating the information we shared in our popular 2012 social media tip book, our 2016 guide offers insights and advice on 12 of the top platforms content marketers are using now, along with some of our favorite brand examples to inspire your creativity and help you ignite more successful and sustainable social media conversations.

Without such linkage, the only information the agent had to go on was my colleague's Twitter profile, something that's typically limited and rarely contains brand passion or loyalty.