Sentences with phrase «by success in competition»

Not exact matches

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.

«At Rubicon we readily acknowledge that there remains work to be done to truly transform this industry into one that prioritizes recycling and sustainability in a way that's cost - effective and driven by technology, but our success and our competition's reaction to that success are evidence that we are on the right track.»

Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward - looking statements include, among others, the following: our ability to successfully and profitably market our products and services; the acceptance of our products and services by patients and healthcare providers; our ability to meet demand for our products and services; the willingness of health insurance companies and other payers to cover Cologuard and adequately reimburse us for our performance of the Cologuard test; the amount and nature of competition from other cancer screening and diagnostic products and services; the effects of the adoption, modification or repeal of any healthcare reform law, rule, order, interpretation or policy; the effects of changes in pricing, coverage and reimbursement for our products and services, including without limitation as a result of the Protecting Access to Medicare Act of 2014; recommendations, guidelines and quality metrics issued by various organizations such as the U.S. Preventive Services Task Force, the American Cancer Society, and the National Committee for Quality Assurance regarding cancer screening or our products and services; our ability to successfully develop new products and services; our success establishing and maintaining collaborative, licensing and supplier arrangements; our ability to maintain regulatory approvals and comply with applicable regulations; and the other risks and uncertainties described in the Risk Factors and in Management's Discussion and Analysis of Financial Condition and Results of Operations sections of our most recently filed Annual Report on Form 10 - K and our subsequently filed Quarterly Reports on Form 10 - Q.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; delays in the completion of project sales; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 20, 2016.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; cancelation of utility - scale feed - in - tariff contracts in Japan; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

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.

The continuing success of the sector within the office market is also evidenced by the growth in competition over the two years, as high levels of demand from customers drives «fleet of foot» operator innovation, and creates clearer and more distinctive customer offers and facilities.

Produced by The Idea Village in partnership with Solomon Group, NOEW engages a dynamic locally relevant, globally significant network of entrepreneurs, investors, corporations, non-profits, students, and professionals to support growing companies and elevate entrepreneurial successes through six days of discussion, debate, education, competition, and celebration in a city like no other.

GFI's innovation department has two primary areas of focus — firstly, encouraging scientists and entrepreneurs to join the plant - based and cultured meat industries, and secondly, supporting the ongoing success of existing companies in the industry.26 They have assembled a list of potential companies based on what they believe are promising ideas that have not been capitalized on, 27 and they have developed a list of more than 220 entrepreneurs and scientists, many of whom take part in monthly video calls led by GFI.28 In the last year, they have had some success in assisting in the founding of a plant - based meat company in India, Good Dot, and a plant - based fish company in the U.S., SeaCo.29 The companies have both raised millions in venture capital and are making progress towards competition with animal products.30 Although venture capitalist funding is a good indication that the companies themselves will be successful, and while the companies might not exist without GFI, it is unclear what portion of the responsibility for the companies» outcomes should be attributed to GFin the industry.26 They have assembled a list of potential companies based on what they believe are promising ideas that have not been capitalized on, 27 and they have developed a list of more than 220 entrepreneurs and scientists, many of whom take part in monthly video calls led by GFI.28 In the last year, they have had some success in assisting in the founding of a plant - based meat company in India, Good Dot, and a plant - based fish company in the U.S., SeaCo.29 The companies have both raised millions in venture capital and are making progress towards competition with animal products.30 Although venture capitalist funding is a good indication that the companies themselves will be successful, and while the companies might not exist without GFI, it is unclear what portion of the responsibility for the companies» outcomes should be attributed to GFin monthly video calls led by GFI.28 In the last year, they have had some success in assisting in the founding of a plant - based meat company in India, Good Dot, and a plant - based fish company in the U.S., SeaCo.29 The companies have both raised millions in venture capital and are making progress towards competition with animal products.30 Although venture capitalist funding is a good indication that the companies themselves will be successful, and while the companies might not exist without GFI, it is unclear what portion of the responsibility for the companies» outcomes should be attributed to GFIn the last year, they have had some success in assisting in the founding of a plant - based meat company in India, Good Dot, and a plant - based fish company in the U.S., SeaCo.29 The companies have both raised millions in venture capital and are making progress towards competition with animal products.30 Although venture capitalist funding is a good indication that the companies themselves will be successful, and while the companies might not exist without GFI, it is unclear what portion of the responsibility for the companies» outcomes should be attributed to GFin assisting in the founding of a plant - based meat company in India, Good Dot, and a plant - based fish company in the U.S., SeaCo.29 The companies have both raised millions in venture capital and are making progress towards competition with animal products.30 Although venture capitalist funding is a good indication that the companies themselves will be successful, and while the companies might not exist without GFI, it is unclear what portion of the responsibility for the companies» outcomes should be attributed to GFin the founding of a plant - based meat company in India, Good Dot, and a plant - based fish company in the U.S., SeaCo.29 The companies have both raised millions in venture capital and are making progress towards competition with animal products.30 Although venture capitalist funding is a good indication that the companies themselves will be successful, and while the companies might not exist without GFI, it is unclear what portion of the responsibility for the companies» outcomes should be attributed to GFin India, Good Dot, and a plant - based fish company in the U.S., SeaCo.29 The companies have both raised millions in venture capital and are making progress towards competition with animal products.30 Although venture capitalist funding is a good indication that the companies themselves will be successful, and while the companies might not exist without GFI, it is unclear what portion of the responsibility for the companies» outcomes should be attributed to GFin the U.S., SeaCo.29 The companies have both raised millions in venture capital and are making progress towards competition with animal products.30 Although venture capitalist funding is a good indication that the companies themselves will be successful, and while the companies might not exist without GFI, it is unclear what portion of the responsibility for the companies» outcomes should be attributed to GFin venture capital and are making progress towards competition with animal products.30 Although venture capitalist funding is a good indication that the companies themselves will be successful, and while the companies might not exist without GFI, it is unclear what portion of the responsibility for the companies» outcomes should be attributed to GFI.

The destruction of the voting assemblies of the eastern cities, which came about as a consequence of their inclusion in the empire, effectively left competition in the practice of benefactions as the only means by which the civic elites could compete for power in their localities; and success in this was dependent upon attaining the patronage of the man who sat at the top of the social pyramid.

Problems in theological formulation will prove ongoing, but the interpretive project «will have a much better chance of success in the clear air of fellowship than in an atmosphere fouled by competition «4

I am sure John Gager is largely correct when he accounts for the success of Christianity in the competition with its rivals by the fact that it was social as well as religious.62 That implied, among other things, total care for the neighbors to whom the mission was brought.

Anyway position is not what people are moaning about, you say we can't compete with City financially but we're not trying, we we're the only team in the top five leagues in Europe last year to make a profit in the transfer window, he's tactical decision can not be understood by anyone, some of the teams and systems he picks are laughable, square pegs in round holes no success in 12 years apart from FA cups, a competition that carries no weight anymore.

That could be a blessing in disguise, considering Tottenham's busy fixture list, which has been cause by their continued success in three cup competitions.

Going by our performances in those competitions, and the board's priority of revenue raising above on field success — as evidenced by keeping Wenger on — do you think we're being serious?

The 29 year - old could well enjoy the same success as he did last term by winning the Europa League in consecutive campaigns, and his six goals in the competition last season would have gone a long way to helping them achieve success last year.

The four days of Track Cycling earlier in the competition saw outstanding success by the Welsh team, securing three silver medals and one gold medal.

Chelsea's traumatising two games, in which seven goals were conceded, makes you wonder to what extent their success in last season's Premiership was propitiated by the fact that they did not have to compete in any European competition.

Of the players that can genuinely improve the Liverpool FC squad, there is extreme competition for these players, and the lack of Champions League football, the lure of higher wages elsewhere, and the poor record in recent years of success domestically is hardly an enticing prospect for players being courted by Champions League regulars, who also secure silverware fairly regularly.

The single - striker system is king The formations adopted by this season's Champions League semi-finalists confirmed that single - striker systems have become a prerequisite to success in Europe's elite club competition.

Key skills in this job are an ability to manage and prioritize multiple tasks, time management, and diplomacy... especially when dealing with faculty who are frustrated by the low success rates in many funding competitions.

Due to success in the competition and the convincing business plan, ActinoDrug has been approached by several venture capitalists.

BoF spoke to Art Peck to learn how he aims to build on the success of his predecessor and take Gap forward in a retail landscape increasingly shaped by digital technology and global competition.

More specifically, the new psychological drama directed by Sophia Takal (in select theaters Nov. 25) tells the story of two actresses with differing degrees of success (and different standards set for themselves)-- played by Davis and Masters of Sex star Caitlin FitzGerald — attempting to reconnect after years of jealousy and competition.

Babai, a debut film written and directed by Visar Morina has had an immense success, having its international premier in Karlovy Vary the film won best directing in main competition in Karlovy Vary.

The scheme was developed by the Rochester Bridge Trust in partnership with Rotary Great Britain and Ireland, and is based on success of the Rotary's existing Senior Technology Tournaments, where secondary school students take part in innovative engineering challenges as part of a national competition.

Research has found that the attitudes students take toward learning are heavily influenced by whether they have been led to attribute their success (or failure) to innate ability, to effort, or to other factors — and that traditional classroom practices such as grading and competition lead them to explain the results in terms of ability (or its absence) and to minimize effort whenever possible.

A3 at Brooklands — Paul Chudecki enjoys a rare opportunity to drive the oldest surviving Aston Martin at Brooklands, where it competed in the 1920s / Auto - biography: Shelagh Montague Browne — Matthew Bell visits Shelagh Montague Browne to learn about her remarkable life, which included marriage to Lance Macklin / Colombo, part one: Enzo's dynamic duo — Sébastien Faurès Fustel de Coulanges examines the successful partnership of Gioachino Colombo and Angelo Nasi / Ariel in the»20s — With the aid of rare period photographs, Michael Worthington - Williams tells the story of the 1920s Ariel light cars and their competition successes / The Gavois Panhard — David Burgess-Wise tells the tale of the famous Antoinette, an 1891 Panhard et Levassor owned by a priest named Jules Gavois

The test vehicle was the O - Z Rally model, named because it has very handsome wheels made by O - Z, a premium European manufacturer, and because «Rally» is supposed to conjure up memories of Mitsubishi's success in off - road rally competition, a motorsport that is very popular almost everywhere in the world except, unfortunately for Mitsubishi, America.

Historically, Mercury's significant cars began gaining notice in NASCAR in the early 1960s, but by 1964, the Comet was dominating NHRA competition and saw success in the Mobilgas Economy Run.

Under the agreement, «Powered by Land Rover» badging on Bowler's competition cars and across its marketing materials acknowledges the role that Land Rover technology plays in the performance and race success of Bowler products.

The new car, which is based on the all - new 2017 road car launched this year, builds on the great success achieved by its predecessor since it debuted in TCR competition in 2015.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Given the perceived success of the Kindle — Amazon does not release Kindle sales data — the online retailer likely isn't too interested in encouraging competition in its own backyard by allowing books for the Kindle onto the Sony Reader.

By following Nina's advice, authors will be well on their way to success and leaving their self - published competition in the dust.

Success has bred well - funded competition, and in turn the studio has exploded in both manpower and physical size to accept the challenge by multiple rival Toys to Life game properties.

Even the GameCube sold more units (by almost double so far), and that console was hardly a rousing sales success for Nintendo in the face of competition from Microsoft and Sony.

One could equally well examine other dimensions of the situation, such as the apprenticeship system, the academic educational pattern which, in France especially, was almost the only key to success and which had a regular progression and set competitions, crowned by the Prix de Rome which enabled the young winner to work in the French Academy in that city — unthinkable for women, of course — and for which women were unable to compete until the end of the 19th century, by which time, in fact, the whole academic system had lost its importance anyway.

That benefit came in the form of artistic freedom: painters like Jay DeFeo, Ruth Armer, and Claire Falkenstein labored according to their own creative impulses, unhindered by the pressures of or competition for commercial success.

The City of Culture competition was launched by the previous Labour government following Liverpool's success as European capital of culture in 2008.

Attorneys Justin Leto and Larry Bassuk launched Level Insurance last month and it's too early to say whether the product is a success but they hope to carve out a niche in competition with existing lenders who finance plaintiff lawyers with high - interest loans, often secured by personal property.

In recent blog posts discussed in Parts 1 and 2, Dr. Richard describes how to overcome those personality traits: seek buy - in (while avoiding sticks and carrots) and apply strategies at the outset, including: putting the request in terms of what motivates the partner, envisioning next steps, making the commitment public to the partner's peers, creating small partner groups to discuss how to proceed, explaining why the project has meaning, removing obstacles and pointing to role models, as well as recognizing success at milestones within the overall task, creating a spirit of friendly competition, showing success by others to leverage the «bandwagon effect,» circulating success stories and getting visible support from thought leaderIn recent blog posts discussed in Parts 1 and 2, Dr. Richard describes how to overcome those personality traits: seek buy - in (while avoiding sticks and carrots) and apply strategies at the outset, including: putting the request in terms of what motivates the partner, envisioning next steps, making the commitment public to the partner's peers, creating small partner groups to discuss how to proceed, explaining why the project has meaning, removing obstacles and pointing to role models, as well as recognizing success at milestones within the overall task, creating a spirit of friendly competition, showing success by others to leverage the «bandwagon effect,» circulating success stories and getting visible support from thought leaderin Parts 1 and 2, Dr. Richard describes how to overcome those personality traits: seek buy - in (while avoiding sticks and carrots) and apply strategies at the outset, including: putting the request in terms of what motivates the partner, envisioning next steps, making the commitment public to the partner's peers, creating small partner groups to discuss how to proceed, explaining why the project has meaning, removing obstacles and pointing to role models, as well as recognizing success at milestones within the overall task, creating a spirit of friendly competition, showing success by others to leverage the «bandwagon effect,» circulating success stories and getting visible support from thought leaderin (while avoiding sticks and carrots) and apply strategies at the outset, including: putting the request in terms of what motivates the partner, envisioning next steps, making the commitment public to the partner's peers, creating small partner groups to discuss how to proceed, explaining why the project has meaning, removing obstacles and pointing to role models, as well as recognizing success at milestones within the overall task, creating a spirit of friendly competition, showing success by others to leverage the «bandwagon effect,» circulating success stories and getting visible support from thought leaderin terms of what motivates the partner, envisioning next steps, making the commitment public to the partner's peers, creating small partner groups to discuss how to proceed, explaining why the project has meaning, removing obstacles and pointing to role models, as well as recognizing success at milestones within the overall task, creating a spirit of friendly competition, showing success by others to leverage the «bandwagon effect,» circulating success stories and getting visible support from thought leaders.

Their reasoning has been simple: success lies in demonstrating (better than the competition) a deep understanding of the client's requirements, of its needs that are directly shaped by the industry and geographies in which the client operates, and of its strategic and commercial pressures.

Annual Competition advocacy contests cosponsored by the ICN and the World Bank have enabled a large number of agencies (particularly in developing countries) to showcase their successes in helping improve the competitive climate within their jurisdictions.

By incorporating these five career success strategies you will be able to stand above your competition, put yourself in high demand with clients, managers, and potential employers, and have a more gratifying and enriching career.

«By implementing a few career success strategies, professionals can successfully stand above their competition, put themselves in high demand with clients and employers, and achieve a more gratifying and enriching career,» states Thomas.

Investing in a professionally crafted resume equates to less than 2 % of future salary earnings and improves your chance of success by putting you above the competition and helping to open doors to the all - important interview.

As a masters graduate you'll face the same competition in the job market as first degree graduates, but your chances of success are potentially increased by your postgraduate qualification, as this provides added value to your CV.

On this question, I say that your chances of success are much greater standing out in the crowd by being original then blending in with the competition with mediocrity.