Sentences with phrase «changing consumer demands»

Amid changing consumer demands and an array of industry disruptions, build career staying power by embracing an entrepreneurial approach to your work.

It's our unwillingness as an organization to embrace unfettered innovation within the industry in response to changing consumer demands and needs.

They flow from the shifting nexus of power and control in lawyer / client relationships, and are a response to changing consumer demands.

In this era of disruption, freelance support and specialist skills can often help financial services organisations deliver successful projects to meet changing consumer demands at very short notice.

The LTEP lays out expectations for energy supply and demand and reflects upon changing consumer demands.

All Pets Considered in Greensboro, N.C., has tailored its product selection and services to meet changing consumer demands in its 22 - year run.

However, in the 22 years since All Pets Considered opened, the company has made some adjustments in order to meet changing consumer demands.

A major acquisition is one way this well - known food company is facing the challenges of changing consumer demands.

Doesn't this sound a lot like traditional publishing and it's failure to adapt to changing consumer demands?

The new platform has been launched under their WhiteLabelDating.com brand, supported by the launch of their very own site, FlirtFix.com, which is being used as a test bed to trial new features and functions to keep up with changing consumer demands.

Much of the growth in sales is expected to come from coffee retailers that are willing to expand their offerings to meet changing consumer demands.

They can help you to respond to changing consumer demands such as the drive to remove gelatine in foods for clean label, religious or dietary reasons.

New Creation Labels and Packaging Addresses Changing Consumer Demands with the Colordyne 3600 Series AQ - Retrofit

We offer innovative ideas and packaging solutions to help our customers meet changing consumer demands and their business goals.

Successful businesses use research to meet changing consumer demands.

Dave is credited with helping transform the bank's retail division and introduce new technology that has enabled RBC to adapt and evolve to rapidly - changing consumer demands.

Morrison has been one of the more aggressive CEOs in trying to reshape the company's portfolio in response to changing consumer demand.

With the marketplace growing ever more competitive and with ever - changing consumer demand for greater flexibility, beverage producers are pushing the limits of their production equipment to their very maximum.

The burgeoning world population (predicted to be 9.3 billion by 2050), changing consumer demand in third - world countries, the gradual depletion of prime agricultural land, the use of innovative technologies, and scientists who view plants as a source of industrial products as well as food all contribute to the good prospects for the ag - biotech industry, particularly in Canada.

«The rapidly changing consumer demand for affordable grain - free pet food was our main focus,» Young says.

Nokia, once the largest mobile phone maker, failed to cater to the changing consumer demand for dual SIM phones and then smartphones from Apple and Google.

Not exact matches

That must change quickly to keep pace with consumer demand.

These two segments of aggregate demand reinforce each other because buying a house or an apartment triggers spending on consumer durable goods («big ticket» items) such as furniture, appliances and even automobiles because relocations typically change commuting patterns and lifestyles.

By JPMorgan's estimation, this year's iPhone supercycle peaked earlier than usual, and there aren't any imminent design changes that could reinvigorate consumer demand.

A lot has obviously changed, but at the end of the day it comes back to the fact that consumer demand is evolving faster than ever before.

«The data we're seeing suggest it may be more a change in shopping behavior than a lack of consumer demand.»

The continuously evolving digital landscape is changing our entire thought process as business models adapt to fit the increasing demands of the modern consumer.

It also turns out vineyards are somewhat malleable; if consumer tastes start to change, new varietal vines can be grafted onto other vines, allowing the grower to meet demand for trendier fruit.

The whiskey industry has been in bubbles before, when spikes in demand drove up production, only to have sudden changes in consumer preferences pull the floor out from under it.

Big food companies from Nestle to Taco Bell were axing artificial ingredients from their products left and right as consumers demanded «natural» foods, but would the changes affect the taste of the iconic blue box, a product that many Americans have grown up on?

The demographics are also changing: more than 400 million millennials have emerged as a driving force in consumer spending, while the country's aging population — expected to double over the next two decades — will generate new product and services demands.

The world's biggest fast - food chain, which has not had a monthly gain in sales at established U.S. restaurants since October 2013, is also making the changes to reach out to consumers who are demanding simpler, more natural food choices.

Demand for many of its brands is also waning, as retailers like Sears, Kohl's and Macy's struggle to keep up with changing consumers habits.

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.

But he assured investors that internal changes to simplify operations and increase the speed with which the company brings innovative products to market are proving successful, allowing the company to better anticipate and drive consumer demand for its athletic apparel and footwear.

Their programs guide consumers to find and make green choices, help green businesses emerge and thrive, tackle climate change, build fair trading systems, and demand corporate accountability.

Green Americas programs guide consumers to find and make green choices, help green businesses emerge and thrive, tackle climate change, build fair trading systems, and demand corporate accountability.

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.

The rapid growth of the middle class in developing markets globally, and particularly in Asia, has catalyzed rapid changes in consumer demand.

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.

Our programs guide consumers to find and make green choices, help green businesses emerge and thrive, tackle climate change, build fair trading systems, and demand corporate accountability.

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.

Yet, when lightning strikes — when new products and services meet the demands of eager consumers — entrepreneurs can change their own lives, the innovation profile of their countries, and the course of history.

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.

Increasingly, consumers are turning to Big Business with demands to enact change.

The proliferation of communication technologies, the changing structure of everyday life (due largely to technology), the growing complexity of family life, the changing understandings and norms of sexual conduct and the expansion of consumer culture (as evidenced by unprecedented levels of consumer debt) are only a few of the conditions that present pastors with new kinds of demands.

Finally, there is increased anxiety concerning climate change — with some environmentalists demonising human beings, consumer - based Western cultures castigating poorer nations for their waste and pollution, and little attempt to think more profoundly about what a more ecologically - aware approach to our world may demand from such societies.

Over the last 50 years, dramatic changes in farm practices and consumer demand have radically transformed the roasts in our supermarkets and the chops...