Sentences with phrase «business needs at»

Seeking to use proven skills in leadership, debugging, and coding to meet business needs at Meed.

It amounted to a square - peg - circular - hole - type situation whereby tech solutions never quite served business needs at an optimum level.

Because our agents understand the area and the laws and union requirements, they can help you navigate your options and find the best quotes for your business needs at a price you can afford.

«Life Insurance provides the immediate cash a business needs at the death of an owner or key employee.»

Resource requirements both internally and externally are regularly reviewed to maintain a balance between cost efficiency and appropriate resourcing for business needs at any given time.

We are industry leaders in the design and implementation of innovative solutions that meet business needs at an optimum cost.

Whether you need a 2017 RAM 1500 that can tow anything, or you need a 2017 RAM Promaster ® Van with that boasts an impressive cargo capacity, you'll find the perfect car for your business needs at your RAM dealership located at The Glen.

Come discover which model is right for your business needs at DePaula Chevrolet today.

B2BX is the result of the work of a team of people who believe and know what business needs at this point of time.

Every business needs at least a basic website to succeed, but many business owners don't know how to set one up for themselves.

Every entrepreneur and every business needs at least a couple of outside advisors, if not a formal board of directors.

Not exact matches

Businesses need to have access to their information at all times.

Small companies keep innovation at the very heart of their goings - on, using it to propel their business into the limelight, yet at the same time remaining sensitive to the needs and wants of their consumers.

Talking with SCORE mentors who've been in your business, scouring the state department of transportation website, and talking with officials at the city / town and state level should provide you with everything you need to know.

They typically react (slowly at best) to three outside drivers: (a) their competition brings a new offering to market, and they need a quick competitive response; (b) their customers see and begin to adopt new processes and solutions, and the customers demand that their products and services conform to the new ways of doing business; or (c) they see a new tool, product, or service in the market offered by a new player and they quickly determine that this is a game - changer which they need to own (rather than try to build themselves) because they lack the internal capacity to do otherwise.

«Businesses have made the case that they need to be able to treat their employees equally, and they need to retain the best employees,» says M. V. Lee Badgett, a professor of economics at the University of Massachusetts Amherst.»

Before you even think of pulling the trigger with a business partner, contemplate whether you even need one at all.

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.

Aeryon, an 80 - person firm that has staked its business on serving the exacting needs of professionals with products that sell for up to $ 200,000, could end up being side - swiped by producers of the type of flying toy you bought at Best Buy for your kids for Christmas.

And at small companies, where every single employee needs to pull their weight to move the business along, it can feel like nailing Jell - O to a wall and then trying to balance a cat on it.

«To get the true value, you need the network effect,» said Graham Warner, head of global transaction banking product development in the Americas at Deutsche Bank, told Business Insider in 2016.

The belief is that most online businesses will never be able to compete with the personalized service of a person at the counter waiting to help you, to ask you how your day is going, to help carry your bags to your car, to lend you a bathroom, and to sell you things you don't really need.

If your business is very young or still at a concept stage, you will need to make predictions based on market research to fill in these spread sheets.

I read this book well after I started my business, but I think the hardest lesson for entrepreneurs to grasp is that in order to give your business the best chance for success, you need to reinvest the profits for at least the first year.

With products and technology changing rapidly, you need to look long and hard at your business and consider if there might be other companies or technologies on the horizon that could ultimately supplant your business.

Collaboration is necessary for every business, because when people are working together for a business, if they need any discussion at that time, they can discuss with the team at a single platform.

Even though it's your business, you won't be skilled at every task, which is why you need qualified people to complete the work.

Business software is the one tool you absolutely need at your disposal if you want to truly optimize company operations.

«If your approach is to just buy a bunch of reports to see what's going on in the marketplace, that's not as likely to get you a return on your market research dollars as a specific need,» says Robert Rubenstein, who spent three decades in the market research business at Canadian corporate heavyweights Molson Breweries and TD Canada Trust before recently founding his own startup, Horizn.

The company prints about a million business cards a day.It is a similar story throughout the broad range of others products, including brochures, catalogues and corporate reports.Such growth has not been without its problems.Expansion has meant six complete moves in 10 years and after being at Balcatta just a year, there is a need to move again — to more than double the size of just the print operations to more than 2,000 square metres.

If I look at my Netflix experience, once the DVD by mail business was efficient and effective, we didn't need the people who built that business to maintain it.

After working on that set, O'Brien had an epiphany that she needed a business model for her work, so she started crunching numbers, looking at market research, and talking to clients.

Before they shake their heads at the foolishness of others, British business leaders need to take a long, hard look in the mirror, he passionately argues.

At the same time, you need to consider the geopolitical risks that might affect your business, (see Aon's interactive Political Risk Map), including the threat of terrorism in certain regions.

China's economic rebalancing towards more consumer - oriented growth has global businesses cautious, but pessimists need only look at the country's annual e-commerce event for a powerful reminder of consumer buying power.

At just over $ 7.8 million in annual revenue, Buffer was averaging closer to $ 122,000 per worker this past fall, which the company needs to improve, says Carol Coughlin, founder of BottomLine Growth Strategies, a financial adviser to small and medium - size businesses.

Whether finding a great co-founder, who has complementary skill sets (in my case, an old friend I met at theater camp over 20 years ago), or picking your executive team exclusively composed of «A» players (who you can alternately delegate to — or be inspired by), you need a bunch of great teammates to be successful when creating a new business.»

What's more, to qualify for most bank loans, your company will need to have been in business for at least one to two years and meet annual revenue requirements — to name just some of the criteria required.

Business owners wanting to «cash out» of the business at retirement still need to save cBusiness owners wanting to «cash out» of the business at retirement still need to save cbusiness at retirement still need to save cash now.

To do business online, you need to put SEO at the core of just about every decision you make.

But great employees don't just do a job; they solve at least one critical business need.

And if you need to cobble together multiple plans to insure for greater risk, you at least can take comfort from knowing that there are dozens of companies that might be interested in doing business with you.

Zappos has ordered a pizza for a hungry customer: Whether businesses do something thoughtful, reward loyal customers with a simple thanks or give away free products, they — like the NFL — need to keep fans at the edge of delight and deliver something unexpected.

Small - business owners chose Donald Trump as the candidate who would best address their needs by a significant margin: 44.36 percent, as compared to Hillary Clinton in second place at 16.39 percent.

A startup entrepreneur needs to operate in at least three dimensions at once: There's time, there's money, and there's your target, the growth you need to achieve to demonstrate that you have a viable business.

But at some stage we have to move beyond this, and in fact we need to be able to bluff our way through or we won't grow our business.

If you don't know for sure that your start - up can «hang» on its own for 18 to 24 months with little or no new revenue streams, you need to consider whether you should be in business at all.

His business Food Farm has since sustained it's needs and hired on several employees to grow, profiting from sales at Detroit's Eastern Market, through the City Commons Agricultural program, and by selling to local restaurants and businesses.

You need to understand that, while others have their opinions and criticisms of your business, it's still going to be your business at the end of the day.

Couple this with research from Inside Sales which found that, when businesses are ready to buy, up to half go with the vendor they first spoke to and it's clear you need to keep on top of your sales pipeline at all times.