Sentences with phrase «by the business cycle»

But macroeconomists lacked the statistics needed to follow how land prices — that is, the «non-building» aspect of real estate value — were affected by the business cycle.

But macro economists lacked the statistics needed to follow how land prices — that is, the «non-building» aspect of real estate value — were affected by the business cycle.

For example, when the CEI (blue dotted line) is adjusted for growth in population (red dotted line) or the labor force (black dotted line), the stock market's failure to sustainably break out above its Apr 26 high in the S&P 500 index (SPX) at 1220 is understandable, as it has been predictable by our business cycle model explained our email to you four days ago (copied in below).

In addition, trends vary by discipline — patterns for the biological sciences differ markedly from those for the physical sciences, mathematics, and engineering — and are easily influenced by business cycles.

Defensive issue: Common stock of companies that are relatively unaffected by the business cycle, such as food companies, utilities, and tobacco companies.

Paralegal jobs are affected only to a limited extent by the business cycle.

The variable return on investments is caused by the business cycle and its effect on the stock market where substantial pension funds are invested.

This cyclicality is due primarily to the cyclicality of the demand side, which is driven by the business cycle.

Not exact matches

Milton Friedman, may he rest in peace, used to argue that the pursuit of discretionary policy actions by the Fed actually increases the amplitude of a business cycle.

The sales cycle can only be completed by learning about the fundamentals of customer management and applying them in your business as highlighted below.

By adopting these 7 core beliefs shared by an increasing number of consumers, start ups, and business leaders, you can break the old profit - first cycle and crush it in the marketplace — all by simply putting people firsBy adopting these 7 core beliefs shared by an increasing number of consumers, start ups, and business leaders, you can break the old profit - first cycle and crush it in the marketplace — all by simply putting people firsby an increasing number of consumers, start ups, and business leaders, you can break the old profit - first cycle and crush it in the marketplace — all by simply putting people firsby simply putting people first.

The highest driver of the use of IoT in business transformation is expected to be improved business efficiencies and productivity, followed by faster innovation cycles.

If your business is plagued by destabilizing fluctuations in your markets due to seasonal changes or demand cycles, you can even out your sales by tapping markets with different or even countercyclical fluctuations.

The CD Howe Business Cycle Council (of which I'm a member) is based on a collective consensus, which is also the technique used by the U.S. National Bureau of Economic Research.

Recent signs in the economy are pointing to late - stage business cycle activity rather than the Goldilocks environment indicated by the Federal Reserve, Ron Insana says.

The solution: Universities would serve their students and businesses well by offering courses with specific offerings to sell, teaching students how to make calls on the different titles within buying committees and having students walk through numerous buying cycles to gain competence.

These businesses aren't led by TED Talk stars or crushing the CES news cycle.

Every business cycle has excess which hets erased by a downturn, this one won't be as bad as the last for the U.S.

This range is determined by a number of factors, including but not limited to the business cycle, valuations, interest rates, inflation, and the collective mood of millions of investors.

Such approaches could be designed to be revenue - neutral over the business cycle; they also could avoid past debates over fiscal stimulus by separating decisions on countercyclical policy from longer - run decisions about the appropriate role of the government and tax system.

Macroeconomists can contribute by moving beyond their traditional models of business cycles to contemplate the possibility of secular stagnation.

But that diagnosis is complicated by issues that relate specifically to the way the Chinese business cycle is presently working.

Often, business owners can optimize cash flow by negotiating longer payment cycles with creditors and encouraging debtors to pay in shorter time periods.

The Sector Scorecard's proprietary methodology measures the relative attractiveness of each sector as measured by 4 key factors: business cycle, fundamentals, relative valuations, and relative strength.

It was as if the crash is just another business cycle downturn, not aggravated by any systemic financial flaws, but, if anything, by liberal government planners being too nice to poor people, by providing cheap mortgage credit to the uninitiated who could not quite handle the responsibility.

Posted by Tony Zambito at 12:30 PM in buyer behavior, buyer decision model, buyer enablement, buyer experience cycle, buyer goals, buyer insight, buyer journey, buyer persona, buyer persona development, buyer persona network, Buyer Personas, buying process, C - Suite, CEO, CMO, content marketing, content strategy, CSO, customer experience, Customer Insight, demand fulfillment, demand generation, Marketing, Personas, qualitative research, social business, social buyer persona, social commerce, social customer, social experience Permalink Comments (0) TrackBack (0)

Posted by Tony Zambito at 04:30 PM in buyer behavior, buyer decision model, buyer ecosystem, buyer experience, buyer experience cycle, buyer goals, buyer insight, buyer journey, buyer persona, buyer persona development, buyer persona ecosystem, buyer persona network, Buyer Personas, buying process, content marketing, content strategy, CSO, Customer Insight, demand generation, Marketing, Sales, social business, social buyer, social buyer persona, social media Permalink Comments (0) TrackBack (0)

Posted by Tony Zambito at 04:00 PM in buyer behavior, buyer ecosystem, buyer enablement, buyer experience, buyer experience cycle, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, buying process, content marketing, content strategy, customer experience, Customer Insight, customer strategy, demand fulfillment, demand generation, innovation, lead generation, lead nurturing, Marketing, marketing automation, Personas, qualitative research, sales enablement, Scenarios, social business, social buyer, social buyer persona, social commerce, social customer, social experience, social influence, social media Permalink Comments (0) TrackBack (0)

Posted by Tony Zambito at 12:38 PM in buyer behavior, buyer decision model, buyer experience, buyer experience cycle, buyer goals, buyer insight, buyer journey, buyer persona, buyer persona development, buyer persona ecosystem, buyer persona network, Buyer Personas, C - Suite, CEO, CMO, content marketing, customer experience, Customer Insight, customer strategy, demand fulfillment, demand generation, Marketing, qualitative research, Sales, sales enablement, social business, social buyer, social buyer persona, social customer, social experience Permalink Comments (0) TrackBack (0)

Posted by Tony Zambito at 02:13 PM in buyer behavior, buyer decision model, buyer ecosystem, buyer enablement, buyer experience, buyer experience cycle, buyer goals, buyer insight, buyer journey, buyer persona, buyer persona development, buyer persona ecosystem, buyer persona network, Buyer Personas, Buying Cycle Scenarios, buying process, C - Suite, CEO, CMO, content marketing, content strategy, customer experience, Customer Insight, customer strategy, demand fulfillment, demand generation, Marketing, marketing automation, qualitative research, social business, social buyer, social buyer persona, social customer, social influence, social media, Strategy Permalink Comments (2) TrackBaccycle, buyer goals, buyer insight, buyer journey, buyer persona, buyer persona development, buyer persona ecosystem, buyer persona network, Buyer Personas, Buying Cycle Scenarios, buying process, C - Suite, CEO, CMO, content marketing, content strategy, customer experience, Customer Insight, customer strategy, demand fulfillment, demand generation, Marketing, marketing automation, qualitative research, social business, social buyer, social buyer persona, social customer, social influence, social media, Strategy Permalink Comments (2) TrackBacCycle Scenarios, buying process, C - Suite, CEO, CMO, content marketing, content strategy, customer experience, Customer Insight, customer strategy, demand fulfillment, demand generation, Marketing, marketing automation, qualitative research, social business, social buyer, social buyer persona, social customer, social influence, social media, Strategy Permalink Comments (2) TrackBack (0)

Posted by Tony Zambito at 04:59 PM in buyer behavior, buyer ecosystem, buyer enablement, buyer experience, buyer experience cycle, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, buying process, customer experience, Customer Insight, customer strategy, demand fulfillment, Marketing, marketing automation, Personas, qualitative research, Sales, Scenarios, social business, social buyer, social buyer persona, social commerce, social customer, social influence, Strategy, User Personas Permalink Comments (0) TrackBack (0)

Posted by Tony Zambito at 07:30 PM in buyer behavior, buyer decision model, buyer ecosystem, buyer experience, buyer experience cycle, buyer goals, buyer insight, buyer journey, buyer persona, buyer persona development, Buyer Personas, C - Suite, CEO, CMO, content marketing, customer experience, demand generation, lead generation, Marketing, marketing automation, qualitative research, social business, social buyer persona, social media, Strategy Permalink Comments (0) TrackBack (0)

The C.D. Howe Institute Business Cycle Council, chaired by...

The International segment reported a loss from continuing operations before income taxes of $ 1.3 million on a US GAAP basis and an underlying pretax loss of $ 1.0 million in the fourth quarter, versus a loss of $ 5.1 million for both measures a year ago, driven by the addition of the Miller brands, volume growth and positive pricing in Latin America and Australia, cost savings in MG&A, and cycling the substantial restructure of our China business in 2015.

The air transportation business is also volatile and highly affected by economic cycles and trends.

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.

According to a Harvard Business Review study, women in emerging markets reinvest 90 % of every dollar earned into «human resources» — their families» education, health and nutrition — compared to only 30 to 40 % of every dollar earned by men.2 In other words, Kiva's loans have helped countless families and communities in over 80 countries escape a vicious cycle of poverty.

This is by no means an attempt to impugn the integrity of the members of the Business Cycle Council — there's definitely an argument to be made that this wasn't a recession.

By leveraging workstation power to shorten mainframe development and unit test cycles, new products and features are delivered faster, enabling a better competitive advantage and business ROI.

You can learn a lot about where the economy is in the business cycle by looking at the Treasury yield curve.

Posted by Tony Zambito at 02:02 AM in buyer behavior, buyer ecosystem, buyer enablement, buyer experience, buyer experience cycle, buyer experience design, buyer experience innovation, buyer experience strategy, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, Buying Cycle Scenarios, buying process, customer experience, customer experience innovation, customer experience management, customer experience strategy, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, digital marketing, digital marketing strategy, innovation, Marketing, marketing automation, Personas, qualitative research, Sales, sales enablement, social business, social business strategy, social media, social media marketing, social media strategy, Stories, Strategy Permalink Comments (3) TrackBaccycle, buyer experience design, buyer experience innovation, buyer experience strategy, buyer goals, buyer insight, buyer persona, buyer persona development, Buyer Personas, Buying Cycle Scenarios, buying process, customer experience, customer experience innovation, customer experience management, customer experience strategy, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, digital marketing, digital marketing strategy, innovation, Marketing, marketing automation, Personas, qualitative research, Sales, sales enablement, social business, social business strategy, social media, social media marketing, social media strategy, Stories, Strategy Permalink Comments (3) TrackBacCycle Scenarios, buying process, customer experience, customer experience innovation, customer experience management, customer experience strategy, Customer Insight, customer strategy, demand generation, Digital Buyer Persona, digital marketing, digital marketing strategy, innovation, Marketing, marketing automation, Personas, qualitative research, Sales, sales enablement, social business, social business strategy, social media, social media marketing, social media strategy, Stories, Strategy Permalink Comments (3) TrackBack (0)

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Our view on the interest rate outlook in Canada versus the United States is not driven by a belief that the respective business cycles in both countries will diverge significantly, nor from a marked difference in the level of «neutral» rates between the two economies.

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Additional value is sought by anticipating moves in interest rates and allocating amongst the major sectors (sovereign, provincial, corporate) at times during the business cycle.

♦ Lead Business Analyst & Technical Architect for Adobe Campaign, Adobe Analytics & Adobe Target Implementations for Fortune 1,000 companies ♦ Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing digital marketing technologies and services ♦ Lead expert technical consultant teams in delivering enterprise and mid-market project implementations and configurations ♦ Guide solutions consultants on digital marketing mental agility to discover upselling & cross-selling opportunities ♦ Collaborate with solutions consultant team in charge of rendering sales support and resolving prospect inquiries during all stages of the sales cycle contributing to 3.5 MM in new businesBusiness Analyst & Technical Architect for Adobe Campaign, Adobe Analytics & Adobe Target Implementations for Fortune 1,000 companies ♦ Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing digital marketing technologies and services ♦ Lead expert technical consultant teams in delivering enterprise and mid-market project implementations and configurations ♦ Guide solutions consultants on digital marketing mental agility to discover upselling & cross-selling opportunities ♦ Collaborate with solutions consultant team in charge of rendering sales support and resolving prospect inquiries during all stages of the sales cycle contributing to 3.5 MM in new businesbusiness development teams by providing expert solutions to prospects leading to purchasing digital marketing technologies and services ♦ Lead expert technical consultant teams in delivering enterprise and mid-market project implementations and configurations ♦ Guide solutions consultants on digital marketing mental agility to discover upselling & cross-selling opportunities ♦ Collaborate with solutions consultant team in charge of rendering sales support and resolving prospect inquiries during all stages of the sales cycle contributing to 3.5 MM in new businessbusiness sales.