They have made some big
changes in their products by introducing the new Articulate 360.
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.
• price effect: the impact of
changes in average selling prices is estimated
by comparing the weighted average net unit selling price of a range of related
products in the period under review with their weighted average net unit selling price
in the prior period, multiplied,
in both cases,
by the volumes sold
in the period under review.
By recognizing that the marketplace is
changing, Volk - Weiss,
in response to that
change, has built a 120 - person company that he says grew its revenue (from licensing, streaming, and production fees,
product sales, and ad - revenue sharing) more than 100 percent annually over the past three years — and more than 200 percent over the past two.
They should remain something that complements your existing strategy or indeed allows growth, but you should not be reliant upon them as they have the power to
change the very rules you live
by... They could increase commission or block sellers
in your category and even undercut you on your best - selling
product.
TiOKé Staffing & amp; lt; / div & amp; gt; & amp; lt; div & amp; gt; Our (Amadeusz Topka & amp; amp; amp; Faisal Afzal) Company's New Year Resolution is to start on
changing the current Car Freshener market and expand it towards new heights
by providing a
product which includes style and fine fragrance whether you are driving
in a sedan... See MoreFaisal Afzal & amp; lt; / div & amp; gt; & amp; lt; div & amp; gt; «@smbizdoitbetter: What is your businesses New Year's Resolution?
They're drawn
by the excitement of working
in a nimble industry where it's possible to develop
products quickly and make
changes on the fly.
The term — coined
by James Collins and Jerry Porras
in their 1996 article «Building Your Company's Vision» — refers to the 30 - year game
changing goals, like Sony trying to
change the worldwide perception of Japanese
products being of poor quality.
«You create this culture
by putting people
in charge of a problem, not a
product; reinforcing again and again that you're all working
in a market where assumptions
change and that's okay; releasing
products early to get initial feedback and adjusting accordingly.
Those smitten
by the sleek
products that Jobs introduced
in his much - anticipated stage presentations have rarely seen them as anything but revolutionary, and claimed that they repeatedly
changed not only the expectations of what modern electronics can deliver, but our lives.
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.
Tree — who said the policy
change restored a price support for growers
by reintroducing a «federal risk premium» — told Business Insider that while consumers
in states were marijuana was legal were probably used to a high - quality and tested
product, he suspected cracking down on legal marijuana production and sales would incentivize trafficking of lower - quality marijuana to states where the drug is still illegal.
A third important distinction lies
in the fact that
by changing their harvesting practices, forest companies»
products could be made acceptable to environmentalists.
Regarding the CMS letter, «Any
changes made to the rebate classification
in 1997 pre-dated Mylan's acquisition of the
product by almost a decade,» the company said.
And that is the thing that really is
changing, and of course how you create communication with consumers today even we're
in China today, roughly around 10 percent of consumer
product advertising goes through essentially social media means
in China, and that number is going that percentage is going to go all the way up to about a third of the total advertising pie
by 2015, 2016.
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.
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»).
Google has facilitated and accelerated this shift
by changing the game
in ways that help users find information faster and
in a manner that emphasizes the giant's own
products.
In a world in where the social contract between employer and employees has broken down (careers are no longer created within one company, but across several organizations), where hierarchies have been replaced by networks, where products have been replaced by solutions, and where agility has replaced bureaucratic coordination — the way you lead has to chang
In a world
in where the social contract between employer and employees has broken down (careers are no longer created within one company, but across several organizations), where hierarchies have been replaced by networks, where products have been replaced by solutions, and where agility has replaced bureaucratic coordination — the way you lead has to chang
in where the social contract between employer and employees has broken down (careers are no longer created within one company, but across several organizations), where hierarchies have been replaced
by networks, where
products have been replaced
by solutions, and where agility has replaced bureaucratic coordination — the way you lead has to
change.
Implications from deeper understanding of your customers typically involve
changes in how you measure sales effectiveness, performance reviews, incentives,
product mix, channels and sometimes «addition
by subtraction,» or the process of improving performance
by not selling to certain types of customers.
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).
In a deeper recession, marketers can benefit
by cleaning up their
product lines and so should seize the initiative early rather than waiting to be forced into making
changes.
As I wrote
in my blog over a year ago, («Oil Price Spread Costing Canadian producers big bucks,» November 10, 2011), oil sands producers have been continually getting short -
changed for their oil
by refineries
in Cushing, Oklahoma, where most of the
product from the oil sands flows.
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.
Following an
in - depth review
by the Committee, the final ballot was sent for review to more than 3,000 professionals from the... Continue reading Edison Awards Announces
Product Finalists that Will
Change the World
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.
Research reported
by the NPD Group finds that trial is the primary factor
in behavioral
changes about beauty and new
product purchases.
The U.S. Senate voted on Tuesday to confirm attorney Jay Clayton to head the SEC, a
change in leadership that could prompt a
change in tack
by the agency through which investment
products come to market.
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;
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, and the company's previously disclosed review of strategic alternatives.
seasonal fluctuations
in spending
by our advertisers and
product usage
by our users, each of which may
change as our
product offerings evolve or as our business grows;
In an interview with CoinTelegraph, Dennis O'Callahan, a Cboe director, said the exchange is encouraged
by the activity of bitcoin trade on its platform, saying the Cboe Markets sees around 7,000 contracts
change hands on average daily, adding that more
products are a possibility.
Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied
by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current
products and services, or develop new
products and services
in a timely manner or at competitive prices, including risks related to new
product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline
in BlackBerry's infrastructure access fees on its consolidated revenue
by developing an integrated services and software offering; intense competition, rapid
change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments
in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its
products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied
by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management
changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities
in BlackBerry's
products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties
in forecasting BlackBerry's financial results given the rapid technological
changes, evolving industry standards, intense competition and short
product life cycles that characterize the wireless communications industry.
These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred
in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food
products and utilities; shortages or interruptions
in the delivery of food and other
products; volatility
in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions
in the financial markets; risk of doing business with franchisees and vendors
in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment
in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or
changes in accounting standards; and other factors and uncertainties discussed from time to time
in reports filed
by Darden with the Securities and Exchange Commission.
Specifically, the percentage
change in Canadian production value (from which the weights are derived) is approximated
by the
product of the annual percentage
changes in the commodity price and the estimated Canadian production volume.
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.
M - DAQ is a game -
changing platform that prices and trades exchange - traded
products in a multitude of choice currencies
by blending «executable» FX rates into equities and futures
products.
The recent Converse Chuck 2 campaign demonstrated how a shoe that has not
changed in years was inspired
by the way the
product was organically behaving on social media, thanks to its loyal consumers.
Measured across all loan
products, and taking into account
changes in customer risk margins, however, it seems that interest rates paid on average
by small businesses have increased
by a little less than the rise
in interest rates directly due to the tightening of monetary policy.
By: Erin Steenhoff - Snethlage 4th May 2018 In reaction to the changing dewatering needs of local mines, South African pumps rental company Integrated Pump Rental (IPR) is evolving its service offering towards a full dewatering solution by introducing a stainless steel range of mine water pumps, and dewatering product
By: Erin Steenhoff - Snethlage 4th May 2018
In reaction to the
changing dewatering needs of local mines, South African pumps rental company Integrated Pump Rental (IPR) is evolving its service offering towards a full dewatering solution
by introducing a stainless steel range of mine water pumps, and dewatering product
by introducing a stainless steel range of mine water pumps, and dewatering
products.
The economic cycle is measured
by the
change in gross domestic
product (GDP), which is the dollar value of all goods and services within an economy during a stated time period (usually one year or one quarter).
This included circumscribing commitments covering cultural
products, which was achieved through an exchange of side letters with the other parties, and reflecting elements of the progressive trade agenda of the Liberal Trudeau government, including through the
change in the name of the agreement, a side letter eliciting strengthened labour commitments
by Vietnam, and side letters acknowledging traditional knowledge.
Following an
in - depth review
by the Committee, the final ballot was sent for review to more than 3,000 professionals from the fields of
product... Continue reading Edison Awards Announce Product Finalist that Will Change th
product... Continue reading Edison Awards Announce
Product Finalist that Will Change th
Product Finalist that Will
Change the World
Theistic Evolution is the
product of apologists, Denis Lamoureux
in Evolutionary Creation and Teilhard de Chardin's works that were later condemned
by the Vatican, they do
change their minds once
in a while.
In particular in the Orient, where the impact toward revolutionary change is so largely the product of the Christian emphasis on the dignity and worth of the individual, Christians are obliged to see the issues through by sharing their spiritual, moral, and economic resource
In particular
in the Orient, where the impact toward revolutionary change is so largely the product of the Christian emphasis on the dignity and worth of the individual, Christians are obliged to see the issues through by sharing their spiritual, moral, and economic resource
in the Orient, where the impact toward revolutionary
change is so largely the
product of the Christian emphasis on the dignity and worth of the individual, Christians are obliged to see the issues through
by sharing their spiritual, moral, and economic resources.
A typical autocatalytic
change is one
in which the
product of the
change enhances the speed of the process such that the
change keeps getting faster and faster, unless controlled
by some other interaction.
Immigration and migration, fueled
by changing job markets, business, and leisure travel are the main factors leading to an increasingly interesting variety of food
products — even
in Germany.
By Lauren Kearney You may have first seen Gene Baur when he was featured talking about how not eating animal
products changed his life
in the inspirational pro-vegan film, Forks Over Knives.