Google's pill aims to
change the strategy from reactive to proactive — adopting a «preventative maintenance» approach — by continuously monitoring the body for disease triggers, so they can be identified and treated as soon as they appear.
So while bitter rival Stanford has sent assistant coaches to scout Cal — marking the team's splits and the timing of its «moves» (power strokes)-- O'Neill never
changes strategy from race to race.
Everyone has their favourite players but the club haven't said they will
change their strategy from when they came in — it's the same job Monchi was hired to do on the market.
If so, it might be time to borrow
a change strategy from the world of Japanese cuisine: Find your California Roll.
Change your strategy from «searching» to «luring».
Not exact matches
The slower hiring isn't a sign of trouble at small businesses, but instead a
change in
strategy from before the Great Recession.
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.
Hear
from International Trade experts as they provide insights into topics including: - The
changing landscape of the Indo - Pacific - Getting to know government: Trade support services in WA - The Indo - Pacific: A new regional landscape for Australian Businesses - Digital solutions for Asian Markets - Exploring
strategies for SME internationalisation - The Trade Debate: «China - first or ASEAN - first trade
strategies?»
General Stanley McChrystal (U.S. Army, Retired) led the covert Joint Special Operations Command
from 2003 to 2008, developing and implementing a
strategy that
changed how counterterrorism warfare was being conducted.
An analyst note
from CIBC echoed that view, adding that the
changes could be a result of a refocus on the company on daily execution rather than
strategy, which meant it no longer needed «more experienced leaders.»
«You can see that with Apple, their
strategy has
changed to include a more balanced mix of revenue, where they're getting more
from services, so I think there's obviously... a
changing landscape,» he said.
Like Amazon, they've learned to execute their
strategy on the basis of what won't
change over the next 10 years — children playing and learning
from compelling block toys — as opposed to what will
change.
As Jason Cole, CEO of Da Primus Consulting, puts it, «The leadership is unable to set a clear
strategy for the company and stick with it long enough to succeed, resulting in a lot of wasted money and energy
from constant
changes in direction.»
These factors included ruthless competition on price
from rivals like Amazon and Walmart, a botched e-commerce
strategy, and
changing consumer habits.
And while you might think you have nothing in common with Brian, think again: he took over the family business
from his father (who took over
from his father, the legendary Bill France, Sr.), needs to balance the needs of current customers while making smart
changes to his product, must constantly work to build better relationships with partners, and must constantly revamp digital and social offerings and
strategies to communicate with customers the way they want to engage.
With revenue sliding
from existing games and most new titles failing to break through the app store clutter, Glu will
change its
strategy resulting in lower expected revenue and larger losses for the rest of the year.
However, he explained that the so - called Internet of things, in which everything
from cars to home appliances to factory equipment are connected online, has made companies want «to fundamentally
change their business
strategy through technology.»
One of the potential unintended consequences of a US exit
from the Paris accord could be a
change in OPEC's current
strategy of production cuts to drive crude prices higher.
«This Petrov probe could
change the narrative of Putin in the West —
from being a Stalinist tyrant defending the interests of his country to being a product of gangster Petersburg who united authorities with organized crime,» Stanislav Belkovsky, a Kremlin adviser during Putin's first term who consults at Moscow's Institute for National
Strategy, told Bloomberg.
It's time to
change that:
From incorporating seven minutes of exercise into your daily routine, to getting away from the computer for 15 minutes, here are five strategies that will help you cut down on wasted time and boost focus all day l
From incorporating seven minutes of exercise into your daily routine, to getting away
from the computer for 15 minutes, here are five strategies that will help you cut down on wasted time and boost focus all day l
from the computer for 15 minutes, here are five
strategies that will help you cut down on wasted time and boost focus all day long.
While Microsoft is not the only big company to adopt this more agile approach to
strategy — Google and Amazon have always done it — what makes Microsoft interesting to me is that it's
changing from the more traditional approach to
strategy.
«HDR... certainly [has] the potential to offer a real step
change in the TV - viewing experience akin to going
from black and white to color,» says David Watkins of
Strategy Analytics.
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»).
From kicking off a professional wrestling career back in the 1990s, to the present day, where WWE sees Levesque «revolutionizing the business» with his developmental training processes and global recruiting
strategy, Levesque concluded the discussion with CNBC, by stressing how putting in the hard work and taking a gamble can lead to life -
changing developments.
Growth
strategies are never pursued in a vacuum, and being willing to
change course in response to feedback
from the market is as important as implementing a
strategy in a single - minded way.
As Quiznos comes back
from bankruptcy, the sandwich chain is making some serious
changes in its advertising
strategy.
The following five lessons
from the Wright brothers» experiences provide valuable
strategies for entrepreneurs looking to create
change today:
One survey of software startups found that 41 % reported «significant operational impacts»
from patent troll lawsuits, causing them to exit business lines or
change strategy.
Over the past century, monetary policy
strategies have evolved in response to
changing realities,
from the panics and depressions of the late 19th and early 20th centuries that led to the creation of the Federal Reserve to the Great Depression,
from Bretton Woods and subsequent battles to contain inflation to the dominance of inflation targeting today (Williams 2014, 2015a).
From our headquarters in Fairfax, Va., and from offices and locations around the globe, our more than 6,000 employees support government clients in civilian, defense, health, intelligence, law enforcement and homeland security agencies by delivering IT solutions and professional services in such areas as information technology lifecycle services; cloud and mobile computing; cyber security; solutions development and integration; and, strategy development and organizational change managem
From our headquarters in Fairfax, Va., and
from offices and locations around the globe, our more than 6,000 employees support government clients in civilian, defense, health, intelligence, law enforcement and homeland security agencies by delivering IT solutions and professional services in such areas as information technology lifecycle services; cloud and mobile computing; cyber security; solutions development and integration; and, strategy development and organizational change managem
from offices and locations around the globe, our more than 6,000 employees support government clients in civilian, defense, health, intelligence, law enforcement and homeland security agencies by delivering IT solutions and professional services in such areas as information technology lifecycle services; cloud and mobile computing; cyber security; solutions development and integration; and,
strategy development and organizational
change management.
Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss)
from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business
strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of
change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.
Karen Holdhouse, an analyst at Goldman Sachs, asked executives on the corporation's first - quarter conference call what they would do
from an operational perspective if
changing the company's communication
strategies were not successful, and in particular, if the company planned to extend «an olive branch» to Canadian Tim Hortons consumers or to its franchisees.
Any mention of harm reduction was banished
from Health Canada's website in 2007, when the federal department
changed the name of its National Drug
Strategy to the National Anti-Drug
Strategy.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially
from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products
from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret
changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs;
changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits
from the Company's cost savings initiatives;
changes in relationships with significant customers and suppliers; execution of the Company's international expansion
strategy;
changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits
from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law
changes or interpretations; pricing actions; and other factors.
My investing
strategy really hasn't
changed from 4 years ago, when I bought my first stock
from a dividends growth company.
Let me
change it
from «is sales development still a viable
strategy?»
Conviction sentiment is determined by the K2 Advisors» Research group based on a variety of factors deemed relevant to the analyst (s) covering the
strategy or sub-
strategy and may
change from time to time in the analyst's sole discretion.
The checklist will
change from launch to launch, adjusting to accommodate the
strategy.
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.
We asked about this, and LG told us that there were both
changes in the geographic footprint of the model and some flaws in the RCT survey
strategy which are rendering the results not reliable
from an evaluative point of view.
Darin Kingston of d.light, whose profitable solar - powered LED lanterns simultaneously address poverty, education, air pollution / toxic fumes / health risks, energy savings, carbon footprint, and more Janine Benyus, biomimicry pioneer who finds models in the natural world for everything
from extracting water
from fog (as a desert beetle does) to construction materials (spider silk) to designing flood - resistant buildings by studying anthills in India's monsoon climate, and shows what's possible when you invite the planet to join your design thinking team Dean Cycon, whose coffee company has not only exclusively sold organic fairly traded gourmet coffee and cocoa beans since its founding in 1993, but has funded dozens of village - led community development projects in the lands where he sources his beans John Kremer, whose concept of exponential growth through «biological marketing,» just as a single kernel of corn grows into a plant bearing thousands of new kernels, could completely
change your business
strategy Amory Lovins of the Rocky Mountain Institute, who built a near - net - zero - energy luxury home back in 1983, and has developed a scientific, economically viable plan to get the entire economy off oil, coal, and nuclear and onto renewables — while keeping and even improving our high standard of living
The shift away
from print and radio marketing and the rise of digital marketing has lead to a
change in branding
strategies.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially
from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry;
changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret
changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs;
changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits
from its cost savings initiatives;
changes in relationships with significant customers and suppliers; the execution of the Company's international expansion
strategy; tax law
changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits
from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend;
changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially
from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products
from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret
changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs;
changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits
from the Company's cost savings initiatives;
changes in relationships with significant customers and suppliers; execution of the Company's international expansion
strategy;
changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits
from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law
changes or interpretations; and other factors.
That
strategy had been enjoying an extra boost
from increasing same - store (or «same - Shack») sales, but that
changed this year.
This is a
change from her position back in 2014, when she thought it was appropriate to begin shrinking the balance sheet via «passive runoff» before the first rate hike, following the policy articulated in the original 2011 Exit
Strategy Principles.
In a
change from my previous investment
strategy with Loyal3 of... [Read more...]
Auditor General on Climate
Change A July 2014 report from Auditor General Merwan Saher found no evidence that the Department of Environment and Sustainable Resource Development properly monitored the performance of the PC Government's climate change strategy, which was first implemented in
Change A July 2014 report
from Auditor General Merwan Saher found no evidence that the Department of Environment and Sustainable Resource Development properly monitored the performance of the PC Government's climate
change strategy, which was first implemented in
change strategy, which was first implemented in 2008.
«Businesses have clearly been longing for a better way to manage their employees» travel needs and business travelers seem eager for
change from the traditional business travel accommodations,» Chip Conley, Airbnb's head of global hospitality and
strategy, said in a statement.
Business leaders at Booz Allen Hamilton, a
strategy and technology consulting firm, discussed areas of
change that could be implemented at graduate business schools in the article «What Business Needs
from Business Schools.»