Sentences with phrase «businesses in a competitive industry»

Would it be fair to say they are capital intensive businesses in a competitive industry with a lack of pricing power and lots of operational leverage?

Not exact matches

Such factors include, among others, general business, economic, competitive, political and social uncertainties; the actual results of current and future exploration activities; the actual results of reclamation activities; conclusions of economic evaluations; meeting various expected cost estimates; changes in project parameters and / or economic assessments as plans continue to be refined; future prices of metals; possible variations of mineral grade or recovery rates; the risk that actual costs may exceed estimated costs; failure of plant, equipment or processes to operate as anticipated; accidents, labour disputes and other risks of the mining industry; political instability; delays in obtaining governmental approvals or financing or in the completion of development or construction activities, as well as those factors discussed in the section entitled «Risk Factors» in the Company's Annual Information Form for the year ended December 31, 2017 dated March 15, 2018.

Still, his comments mark the latest sign that the marijuana industry is increasingly seen as a legitimate way for businesses to make money in a hyper - competitive retail sector.

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 fiveBusiness 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 fivebusiness 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).

«As a privately - owned family business in a service industry, we believe the engagement of our Pyle People is our single most important strategic competitive advantage.

«To break new ground in today's hyper - competitive smartphone and tablet industries, we must take innovation risks — it's the only way to truly change the way people use mobile technology,» Chen Xudong, senior vice president and president of Lenovo's mobile business group, said in a statement.

A former college athlete, Bobby's competitive nature and mix of technical, business, strategic, and managerial skills account for Prolific's rapid growth in the mobile industry.

It is essential that your business invest in building and maintaining online communities of customers and employees to stay relevant and sustain a competitive edge in your industry.

But it will not be easy to claw its way back to relevance in the fast - changing, competitive mobile business where Apple (AAPL.O) has been scooping up nearly 90 percent of industry profits, nor for it to carve out a place in electronics.

Given the absence of a public trading market of our common stock, and in accordance with the American Institute of Certified Public Accountants Accounting and Valuation Guide, Valuation of Privately - Held Company Equity Securities Issued as Compensation, our board of directors exercised reasonable judgment and considered numerous and subjective factors to determine the best estimate of fair value of our common stock, including independent third - party valuations of our common stock; the prices at which we sold shares of our convertible preferred stock to outside investors in arms - length transactions; the rights, preferences, and privileges of our convertible preferred stock relative to those of our common stock; our operating results, financial position, and capital resources; current business conditions and projections; the lack of marketability of our common stock; the hiring of key personnel and the experience of our management; the introduction of new products; our stage of development and material risks related to our business; the fact that the option grants involve illiquid securities in a private company; the likelihood of achieving a liquidity event, such as an initial public offering or a sale of our company given the prevailing market conditions and the nature and history of our business; industry trends and competitive environment; trends in consumer spending, including consumer confidence; and overall economic indicators, including gross domestic product, employment, inflation and interest rates, and the general economic outlook.

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 (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

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.

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.

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.

If your freight company is a startup, or a minority or woman - owned business, we are dedicated to helping you grow and thrive in the highly competitive trucking industry.

• The character and integrity of those with whom you are doing business • Changing technology as it impacts industries (including the banking industry) • Future changes in the law or even how the law might be interpreted differently 10 years from now • Deteriorating international competiveness (as what happened to our tax code) • Emerging competitive threats • Changes in industrial structure; e.g., new sources of competition • Political influence and unexpected litigation • Public sector fiscal challenges, demographic changes and challenges managing the nation's healthcare resources

First, it means content marketing has gained critical mass within the popular marketing mix and any company in a competitive industry would be hard pressed to attract business without it.

Every industry is competitive online and any smart business has invested in SEO to improve their rank, which means that it's not easy to get to number one or to stay there.

In doing so, Walmart is taking a leading role globally in addressing the most important issues facing the consumer goods industry, helping our suppliers become more competitive businesses, creating a more resilient supply chain and increasing our customers» trust in us and the brands we carrIn doing so, Walmart is taking a leading role globally in addressing the most important issues facing the consumer goods industry, helping our suppliers become more competitive businesses, creating a more resilient supply chain and increasing our customers» trust in us and the brands we carrin addressing the most important issues facing the consumer goods industry, helping our suppliers become more competitive businesses, creating a more resilient supply chain and increasing our customers» trust in us and the brands we carrin us and the brands we carry.

In late 2002 and early 2003, the global organization — recently spun off from Bass Group — faced bloated overhead costs in the competitive hotel industry, experienced a decline in business and vacation travel because of the worldwide economic downturn and the spread of severe acute respiratory syndrome (SARS), underwent a brand name change (from Six Continents), and battled a hostile takeover attempt by British entrepreneur Hugh OsmonIn late 2002 and early 2003, the global organization — recently spun off from Bass Group — faced bloated overhead costs in the competitive hotel industry, experienced a decline in business and vacation travel because of the worldwide economic downturn and the spread of severe acute respiratory syndrome (SARS), underwent a brand name change (from Six Continents), and battled a hostile takeover attempt by British entrepreneur Hugh Osmonin the competitive hotel industry, experienced a decline in business and vacation travel because of the worldwide economic downturn and the spread of severe acute respiratory syndrome (SARS), underwent a brand name change (from Six Continents), and battled a hostile takeover attempt by British entrepreneur Hugh Osmonin business and vacation travel because of the worldwide economic downturn and the spread of severe acute respiratory syndrome (SARS), underwent a brand name change (from Six Continents), and battled a hostile takeover attempt by British entrepreneur Hugh Osmond.

Long - term competitive advantage in a stable industry is what we seek in a business.

7:00 p.m. Keynote Address Bruce Flatt, CEO Brookfield Asset Management Topic: «REAL ASSETS: The Place to Be» Takeaways: The real asset industry and where it is headed; value investing in real assets; Brookfield's competitive advantages of scale, global reach and operating capabilities; and technology and its impact on the business.

If you have an ownership stake in a fantastic business with great returns on capital, a strong competitive position that makes it difficult to unseat in its given sector or industry, and a board of directors that is shareholder - friendly, it shouldn't cause you any particular distress to watch your holdings decline by 50 percent or more on paper.

To stay competitive and profitable in the ever - changing Oilfield Services (OFS) industry, you need to make the right business decisions at the right time.

RBC is the only Canadian financial institution with a national team of industry specialists serving clients in the manufacturing, wholesaling, and logistics sectors, helping to meet the challenges of an increasingly global and competitive business environment.

Despite suffering from a fall in mining activity, operating profits fell only 10 % to $ 37m thanks to the business's strong competitive position within the environmental and engineering industries in Australia.

REGINA — The Greater Vancouver Board of Trade (GVBOT) has gained support from business organizations across the country in its fight to make Canada's aviation industry more competitive.

The MaRS Innovation mission is to put Canada on the global innovation stage, by better connecting research with industry and strengthening Canada's competitive capacity in knowledge based businesses — in short, to launch a new generation of robust, high - growth Canadian companies that will become global market leaders.

Doing business in the highly competitive information technology industry offers many challenges to a small company, but nothing offers a greater challenge to the growth and success of a small business than the need for a reliable source of cash flow.

Creating a business plan isn't as fun as launching a new product or company, but it is fundamental to succeeding in the long term in the highly competitive food and beverage industry, according to an executive with FamilyFarmed's Good Food Accelerator...

Mirroring the fast - paced, trend - setting nature of the beverage industry, Nightclub & Bar has been providing the specific tools bar professionals, owners and managers need to grow their businesses, compete, and succeed in this hyper - competitive and dynamic industry for over 30 years.

In the highly competitive food ingredients manufacturing industry, innovation is the key to growing a business.

But in a competitive landscape and an industry where 25 percent of restaurants close after their first year in business, ensuring profitability can be a tricky thing.

That's a bold assertion to make in an industry as diverse and competitive as the cracker business, but the fact that the Rutland, Vt. - based company has been around for close to two centuries is a testament to its quality and popularity, Chairman of the Board Jeffrey M. Walters says.

The Plant Based Food Association's mission is to ensure a fair and competitive marketplace for businesses selling plant - based foods intended to replace animal products such as meats, dairy, and eggs, by promoting policies and practices that improve conditions in the plant - based foods industry, and educating consumers about the benefits of plant - based foods.

These include increased efficiency and profitability and opportunities for businesses to stand out from their competitors in a highly competitive industry.

The Brewbound Session, a full - day business conference for serious brewery professionals, will gather more than 200 attendees to discuss important industry issues and exchange ideas while learning strategies for success in the most competitive sector of the alcohol beverage category.

We are proud to be founding members of the Plant Based Foods Association, a trade organization formed with the following mission: to ensure a fair and competitive marketplace for businesses selling plant - based foods intended to replace animal products such as meats, dairy, and eggs, by promoting policies and practices that improve conditions in the plant - based foods industry, and educating consumers about the benefits of plant - based foods.

Excel in a competitive industry for innovative NPD by accelerating your ability to evaluate which trends best complement your business

Delivering babies is a profitable and competitive business in Chicago and hospitals willing to say no to the formula industry may find that what they lost in funding from formula companies they make up in new business.

The book is laid out in seven parts — Strategy and Purpose; Strategy and the Business Environment; Industry Analysis; Competitive Strategy; Strategy Execution; Putting it Together; and The End Game.

«Access to high - speed internet is critical as New York works to deliver the resources needed for industries to thrive and businesses to remain competitive in the 21st century global economy,» Governor Cuomo said.

Often the process is not very transparent, and one needs to fully understand who is in charge, what their competitive interests are and how the business you are preparing to do fits within the priorities of the government and its key stakeholders in your industry.

«Singling out fast food restaurants while ignoring other industries that hire workers who are paid under $ 15 is unfair and discriminatory, harms New York workers, and puts some New York businesses — including mine and my fellow New York McDonald's franchisees — at a competitive disadvantage,» said Jack Bert, who owns seven locations in Queens.

«Due to the huge challenges in the industry and Hong Kong business sector as a whole, it is important that everyone maintains a competitive edge and keep abreast of new developments.»

Chief Executive of the CIA, Steve Elliott, speaking in Scotland to parliamentarians and chemical business leaders said «We can not continue to load costs on to an industry that needs to be internationally competitive and expect substantial growth to be delivered.

Many of these students are now thriving in some of the most competitive industries in the world including medicine, business, media and politics.

These risks and uncertainties include, among others, those relating to technology and product development, integration of acquired businesses, market acceptance, government regulation and regulatory approval processes, intellectual property rights and litigation, dependence on collaborative relationships, ability to obtain financing, competitive products, industry trends and other risks identified in deCODE's filings with the Securities and Exchange Commission.

In the $ 2.1 billion dating services business, Zoosk has a 2.9 percent market share, trailing behind Match.com and eHarmony in the competitive industrIn the $ 2.1 billion dating services business, Zoosk has a 2.9 percent market share, trailing behind Match.com and eHarmony in the competitive industrin the competitive industry.

May daing industry CEOs are enormous Formula 1 fans.For both founders and dating professionals, this event gives the opportunity to gain a competitive advantage in the South American & LATAM market.The iDate dating industry expo gathers dating industry business executives, match makers and mobile social networking executives from Brazil and South America.