Sentences with phrase «change in product development»

But consumer trends often drive change in product development.

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.

Since launching in 2009, Quirky has rapidly changed the way the world thinks about product development, and has brought 319 products to market, working with 188 retailer partners.

Certain matters discussed in this news release are forward - looking statements that involve a number of risks and uncertainties including, but not limited to, doubts about the Company's ability to continue as a going concern, the need to obtain additional funding, risks in product development plans and schedules, rapid technological change, changes and delays in product approval and introduction, customer acceptance of new products, the impact of competitive products and pricing, market acceptance, the lengthy sales cycle, proprietary rights of the Company and its competitors, risk of operations in Israel, government regulations, dependence on third parties to manufacture products, general economic conditions and other risk factors detailed in the Company's filings with the United States Securities and Exchange Commission.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

«The process of execution includes real customer development, changing your product into what people actually want and tons of other hard work and learning moments that an idea - stealer wouldn't have in his or her arsenal,» points out entrepreneur Brent Goldstein.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

These risks and uncertainties include: Gilead's ability to achieve its anticipated full year 2018 financial results; Gilead's ability to sustain growth in revenues for its antiviral and other programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures in European countries that may increase the amount of discount required on Gilead's products; an increase in discounts, chargebacks and rebates due to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift in payer mix to more highly discounted payer segments and geographic regions and decreases in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (the SEC).

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.

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;

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.

Forward - looking statements are based on estimates and assumptions made by BlackBerry in light of its experience and its perception of historical trends, current conditions and expected future developments, as well as other factors that BlackBerry believes are appropriate in the circumstances, including but not limited to the launch timing and success of products based on the BlackBerry 10 platform, general economic conditions, product pricing levels and competitive intensity, supply constraints, BlackBerry's expectations regarding its business, strategy, opportunities and prospects, including its ability to implement meaningful changes to address its business challenges, and BlackBerry's expectations regarding the cash flow generation of its business.

They know how to convert their clients» need for change into a cutting - edge product, whether in the realm of SEO, digital / social marketing, or web design and development.

Investments in fast - growing industries like the technology and healthcare sectors (which have historically been volatile) could result in increased price fluctuation, especially over the short term, due to the rapid pace of product change and development and changes in government regulation of companies emphasizing scientific or technological advancement or regulatory approval for new drugs and medical instruments.

These developments illustrate that the pass - through of wholesale price changes to final retail prices is usually slow, and can vary depending on conditions in domestic product markets.

Investments in fast - growing industries like the technology and health care sectors (which have historically been volatile) could result in increased price fluctuation, especially over the short term, due to the rapid pace of product change and development and changes in government regulation of companies emphasizing scientific or technological advancement or regulatory approval for new drugs and medical instruments.

Building on his previous work, he continued to describe modern society as a product of evolutionary development, but he also suggested that a fundamental characteristic of modern society is its inevitable and enduring confrontation with paradox At one level, the basic paradox confronting modern society can be seen in the fact that there must be closure for communication to occur, yet there must also be openness in order to cope with the high degree of complexity and change in modern society.

Sometimes the company will be able to price a new product early in the development cycle only to see prices for ingredients change dramatically before the product is ever ready for stores.

These risks, delays, and uncertainties include, but are not limited to: risks associated with the uncertainty of future financial results, our reliance on our sole supplier, the limited diversification of our product offerings, additional financing requirements, development of new products, government approval processes, the impact of competitive products or pricing, technological changes, the effect of economic conditions and other uncertainties detailed in the Company's filings with the Securities and Exchange Commission.

Do you have an expertise in the areas of food safety, nutrition, product development or sustainability that could be helpful to dairy processors in today's changing legislative and regulatory environment?

The year 2017 saw a number of developments in products and changes in consumer attitudes that prompted the design of inventive packaging designed to meet emerging needs.

New processing technologies can unlock new product development opportunities and achieve a step change in food processing efficiency.

In 1930, the company produced 842,000 cans of baby food; by 1931 the number had risen to 1,311,500 cans; one year later, in 1932, Gerber manufactured 2,259,818 cans of baby food.65 Despite competitors» quick development of their own mass - produced strained baby foods, Gerber dominated U.S. market share over such competitors as Clapp's, Heinz, Beech - Nut, Stokeley, and Libby.66 The new baby food products were so successful that by 1941 the Fremont Canning Company changed its name to Gerber's Baby Foods (and in the 1960s became the Gerber Products Company), and two years later it abandoned its line of regular vegetables to make baby foods exclusivelIn 1930, the company produced 842,000 cans of baby food; by 1931 the number had risen to 1,311,500 cans; one year later, in 1932, Gerber manufactured 2,259,818 cans of baby food.65 Despite competitors» quick development of their own mass - produced strained baby foods, Gerber dominated U.S. market share over such competitors as Clapp's, Heinz, Beech - Nut, Stokeley, and Libby.66 The new baby food products were so successful that by 1941 the Fremont Canning Company changed its name to Gerber's Baby Foods (and in the 1960s became the Gerber Products Company), and two years later it abandoned its line of regular vegetables to make baby foods exclusivelin 1932, Gerber manufactured 2,259,818 cans of baby food.65 Despite competitors» quick development of their own mass - produced strained baby foods, Gerber dominated U.S. market share over such competitors as Clapp's, Heinz, Beech - Nut, Stokeley, and Libby.66 The new baby food products were so successful that by 1941 the Fremont Canning Company changed its name to Gerber's Baby Foods (and in the 1960s became the Gerber Products Company), and two years later it abandoned its line of regular vegetables to make baby foods exclproducts were so successful that by 1941 the Fremont Canning Company changed its name to Gerber's Baby Foods (and in the 1960s became the Gerber Products Company), and two years later it abandoned its line of regular vegetables to make baby foods exclusivelin the 1960s became the Gerber Products Company), and two years later it abandoned its line of regular vegetables to make baby foods exclProducts Company), and two years later it abandoned its line of regular vegetables to make baby foods exclusively.

With all the safety concerns regarding soft bedding items in cribs, you have to sift through a lot of changing opinions, but most of the official guidelines pertain to infants under 12 months of age (from organizations like The U.S. Consumer Product Safety Commission, the American Academy of Pediatrics, and the National Institute of Child Health and Human Development).

By contrast, Europeans pay a «VAT» - a value added tax - a more complicated scheme by which each time a product changes hands in the business development cycle, a portion of the added value is taxed and used for funding.

Reducing emissions through energy efficiency With respect to its own multibillion - dollar portfolio of drilling operations, refineries and pipelines, Exxon Mobil said it «addresses the risk of climate change in several concrete and meaningful ways,» including through energy efficiency measures, deployment of less carbon - intensive technologies at its facilities and even the development of products that help consumers use energy more efficiently.

Among the interesting topics covered in Pathways are: the changing role of the patient in the total health equation and the ways in which decentralized information is affecting their expectations and demands; the dearth of pipeline products among international pharmaceutical companies against a backdrop of increased research and development spending; the dynamics of emerging markets and their rising demand for therapies in chronic disease; the value of drugs and biotechnology solutions within the context of global economic realities.

Such offices shall engage in cooperative research, development, and demonstration projects with the academic community, State Climate Offices, Regional Climate Offices, and other users and stakeholders on climate products, technologies, models, and other tools to improve understanding and forecasting of regional and local climate variability and change and the effects on economic activities, natural resources, and water availability, and other effects on communities, to facilitate development of regional and local adaptation plans to respond to climate variability and change, and any other needed research identified by the Under Secretary or the Advisory Committee.

Liu S, Willett WC, Manson JE, Hu FB, Rosner B, Colditz G. Relation between changes in intakes of dietary fiber and grain products and changes in weight and development of obesity among middle - aged women.

Glasgow, UK About Blog Envirotec - the latest developments, products, technical changes and legislation in the environmental technology and services industry.

The pressure faced to deliver quality catering within the education sector won't change for some years and the market is reliant on the ability of equipment manufacturers to continue their development of high ‑ quality, flexible and space - saving items that in turn enables caterers to deliver a high - quality product.

«A key role of education is to prepare children for their adult life,» says Andy Bush, electronics product development manager at TTS - Group Ltd. «We very much live in a technological society and that's highly unlikely to change; children should leave school feeling confident to use any technology and able to get the best out of it.

The changes should help drivers «see the most improvement at highway speeds, during air conditioner use and operation in colder climates,» product development chief Raj Nair said in a statement.

The site mentions that yet - unheard - of model will also be a «tangible example of the fascinating possibilities of digital product development, exemplifying the fundamental technological changes which are taking place in the automotive industry.»

The plan to share parts across three continents was a key goal of wide - ranging changes to the group's product development methods announced in July.

Also, such a development perhaps marks a change in the Apple mindset that so far has been relying on a premium tag for all its products.

Important factors that could cause actual results to differ materially from those expressed or implied by such forward - looking statements include, without limitation, possible product defects and product liability, risks related to international sales and potential foreign currency exchange fluctuations, the initiation or outcome of litigation, acts or potential acts of terrorism, international conflicts, significant fluctuations of quarterly operating results, changes in Canadian and foreign laws and regulations, continued acceptance of RIM's products, increased levels of competition, technological changes and the successful development of new products, dependence on third - party networks to provide services, dependence on intellectual property rights, and other risks and factors detailed from time to time in RIM's periodic reports filed with the United States Securities and Exchange Commission, and other regulatory authorities.

In a white paper and video interview, Andrew Linton, Head of Product Development, J.P Morgan Global Liquidity, explains that these rules significantly change how banks manage their balance sheets.

These developments are a by - product of changes being made in the overall industry as well as an overall increased level of awareness.

Many of these products were not previously available for portfolio allocations on such a broad scale and are leading to changes in the way they are applied in the development of both large and small portfolios.

Although the brand name has changed, they are still produced and manufactured by Breeder's Choice Pet Foods, a leading innovator in pet product development and a favorite brand among specialty breeders and zoos.

Recent advances in the development of flea control products have greatly changed the recommendations for environmental control of fleas.

That are three reasons behind this: 1) They have all the information they've ever needed on products that they give their pets, right at their fingertips — including the personal experiences of fellow pet parents via social mediums; 2) The development of natural retailers and growth of natural / organic products in human food has educated them on nutritional truths; and 3) This prolonged economic downturn has fundamentally changed the way they shop — they're more discriminating and more focused on quality / value.

Fromm's work in canine health led to the development of the first commercially available canine and feline distemper vaccines in 1939; this product helped changed the way people related to their dogs and cats.

«We see a lot of anger around the «net in regards to how things change over time with almost every MMORPG's development, with many claiming the developers lied about how something was going to work, or how something was perceived as being a certain way, and then when it doesn't work out quite the way players perceived, they claim that the developers deceived them, and that the launched product isn't anything like what was initially discussed during the development process.

«It is a common occurrence for the composition of a development team to change throughout a game's creation,» said Ninja Theory product development manager Dominic Matthews in a post explaining the team changes to fans.

Once again, about the reason why at E3 this year we focused on the titles that will be released in the near future, as Mr. Miyamoto just said, which points we should focus on at E3 change every year depending on the development status of each product and future deployment schedule.

«The shift from being solely a development studio to becoming a successful international publisher; the change in our game distribution model from physical to digital games; and the development of our own business models where we have, amongst other things, shifted away from working solely with base products (single games) to a model where we iterate on games and release content (e.g., expansions) over a longer period of time.»

Gates hammered on points reported here for many years: that without a big, and sustained, boost in spending on basic research and development on energy frontiers, the chances of triggering an energy revolution are nil; that while the private sector and venture capital investors are vital for transforming breakthroughs into marketable products or services, they will not invest in the long - haul inquiry that's required to generate game - changing breakthroughs; that a 1 or 2 percent tax on carbon - emitting fuels could generate a large, steady stream of money for invigorating the innovation pipeline; that a declining emissions cap and credit trading system --- if it could survive America's polarized politics --- would have to raise energy costs far beyond what would be politically tenable to generate a similar scale of transformational activity.

For countries in the Organization for Economic Cooperation and Development (OECD), apparent consumption is derived from refined product output plus refined product imports minus refined product exports plus refined product stock changes plus other oil consumption (such as direct use of crude oil).