Sentences with phrase «company marketing strategies»

That's what makes this is one of the most scalable mortgage company marketing strategies — there's no limit to how far you can take it.

In this brief tutorial, I'll explain why «hyper - local» blogging is one of the best mortgage company marketing strategies you can use in the internet age.

Mr Brabeck refuses to change company marketing strategies, despite knowing that babies fed on formula are more likely to become sick than breastfed babies and, in conditions of poverty, more likely to die.

Company marketing strategies are also bad for mothers who use formula, who ultimately fund these self - serving marketing activities through higher prices.

Developed all company market strategies and sales goals and managed daily operations.

Despite the local nature of this mortgage company marketing strategy, it can also be used by companies with a national reach.

Not exact matches

The best of these companies have experienced meteoric growth, not just because of their products, but because of the innovative strategies they incorporate into their sales and marketing processes.

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.

Once dominant in the smartphone industry, the company has lost significant ground to the competition: RIM's chunk of the U.S. market dropped to just 12 % by year - end from 44 % in 2007, according to research firm Strategy Analytics.

Your brand is the foundation for all your other marketing and messaging strategies, so changing it is literally going to affect everything else in your company.

Lord Browne invested in Windward in 2016, since when he's been advising the company on strategy, including its push into London and the global marine insurance market.

Christopher Yoshida, the chief strategy, sales and marketing officer at trading firm trueEx, has been busy with client meetings following the company's announcement that it is launching a derivatives platform for digital currencies.

When Lyft first launched, recalls the company's director of marketing strategy & operations Gina Ma, «it felt like really asking people to participate in this really big sort of social experiment almost — the idea of doing these things that your mom always told you not to do.»

The company, which sometimes conducts trades larger than $ 50 million, recently brought on three finance veterans to its advisory board, including Citigroup's global head of regulatory, market, and innovation strategy.

Besides Bruce and his wife, Karen, who's the company's vice president of marketing and strategy, Seacoast Helicopters employs four pilots on the «rotary side» and two fixed - wing pilots.

All VanEck's recent moves in the crypto market can be traced back to Gabor Gurbacs, the company's director of digital asset strategy.

Leader - Chivée is one of the individuals I was fortunate enough to interview for a series on the year ahead, Big Ideas for 2018, where I asked a number of my favorite award - winning marketing experts, authors, and other thought leaders — as well as some of Firebrand Group's own digital strategy and branding experts — to recommend one «Big Idea» that companies can take advantage of to get ahead in 2018.

Ivan Dimitrijevic is an experienced blogger who has his focus on writing about Inbound and Online marketing, Business Strategies and Work Organization for companies such as Pen Australia.

Over the last few years, youth marketing has become an integral part of every top company's strategy.

Most of the traditional marketing strategies would require that the company pay to produce, create, or host the service.

Lead nurturing is an essential part of every company's marketing strategy; unfortunately, it's also extremely time - consuming.

But the fact is that most companies need 5 - 10 years to hit their stride in terms of identifying the right market, product, and marketing strategy.

According to the latest studies, content marketing has become an almost universal tactic as almost 90 % of companies have their own strategies in that regard.

The company's strategy has always been to create a three - wheeled parallel universe to the existing market for two - wheelers.

Since every company's history is obviously unique, it makes the perfect starting point for a marketing strategy.

With the rise in content marketing, inbound marketing and social media marketing, the PESO Model gained traction quickly and has become a cornerstone of many companies» marketing communications strategies.

It's worth noting, however, that while investing in companies for their cash distributions is a relatively risk - averse way to grind out returns, it's not necessarily a strategy that will keep pace with the broader market.

Ensuring that marketing and sales strategies truly reflect what the customer needs and want is every Business - to - Business sales company's dream.

Either he doubles down, sticks to the low - production model and hopes the unpredictable Eurasians kiss and make up, or he scales up production and competes on price, walking away from a marketing strategy that made Potash Corp. one of Canada's most successful, and profitable, companies.

Anything you write will be valuable for your company's SEO and content marketing strategy, and if you can add your own expertise to it, you can add a fresh, unique perspective to what otherwise might be a fairly consistent blog.

Mr. Ganote has directed dozens of successful assignments with leading companies and technology - focused non-profit organizations, helping them start new businesses, achieve growth objectives in core and adjacent markets, develop innovative strategies and business models, and pursue successful mergers and acquisitions.

«Companies Unearth a Gold Mine of Goodwill: Using Generosity as a Marketing Strategy.»

When conceiving a content marketing strategy, it's easiest to stay on track by thinking of the overarching purpose of content marketing: to create interesting, sharable content that reflects the product or service that the company pedals.

The company stands apart from the snore inducing image associated with most financial institutes, thanks largely to innovative marketing strategies, like the recent TD Rolling Renovations campaign.

In 2005, W. Chan Kim and Renée Mauborgne, professors of strategy at Insead, published the bestselling Blue Ocean Strategy, which posed a simple but breakthrough premise: Companies should stop trying to beat the competition and instead focus on finding «blue oceans» — new markets or innovations devoid of competition that will create newstrategy at Insead, published the bestselling Blue Ocean Strategy, which posed a simple but breakthrough premise: Companies should stop trying to beat the competition and instead focus on finding «blue oceans» — new markets or innovations devoid of competition that will create newStrategy, which posed a simple but breakthrough premise: Companies should stop trying to beat the competition and instead focus on finding «blue oceans» — new markets or innovations devoid of competition that will create new demand.

Prior to joining Avascent, Mr. Ganote was with Booz & Company and Booz Allen Hamilton's Aerospace & Defense practices, where he advised leading private sector and government clients on strategy, market analysis, acquisitions, organizational structure and innovation.

«Thinking back to 2016, everyone was concerned for their jobs and the future of the company and industry,» said Scott Treadwell, Calfrac's vice-president of capital markets and strategy.

Licensing a technology to establish early market share in an emerging product market is a time - honored strategy that's been executed by a number of well - known companies:

This press release contains «forward - looking statements» within the meaning of the Private Securities Litigation Reform Act of 1995, including statements regarding the company's 2018 financial performance, the company's growth strategy, the company's capital allocation strategy, the company's tax planning strategies and the performance of the markets in which the company operates.

Companies should reinforce positive customer behaviors while simultaneously figuring out how to connect marketing to customer experience, creating a more holistic approach to business strategy.

You can use that data to build personalized marketing strategies that keep those people interested in your company.

Finnegan is one of the individuals I was fortunate enough to interview for a series on the year ahead, Big Ideas for 2018, in which I asked a number of my favorite award - winning marketing experts, authors, and other thought leaders — as well as some of Firebrand Group's own digital strategy and branding experts — to recommend one «Big Idea» that companies can leverage to get ahead in 2018.

Defining «long term» within any customer life cycle is tricky and depends on the company and the product or service you're trying to sell, but with any integrated marketing strategy is needs to start with the brand.

«Small businesses tend to be more nimble and are able to react with more immediacy to a tricky situation,» says Andy Bagnall, executive vice president of strategy at PrimeMedia, a niche marketing company.

The strategy has broadened the company's appeal among users and advertisers, who are increasingly keen to market through premium video.

With more opportunities to reach customers and prospects by mobile, companies can stay relevant by creating mobile - focused content marketing strategies.

Larger brands are expected to publish content on par with quality magazines, but Maloney says companies of any size can develop an effective content - marketing strategy.

Ian Kirk is a Strategic Marketing Consultant who works for opportunitymarketing.co.uk, a company that offers marketing strategy development and implemMarketing Consultant who works for opportunitymarketing.co.uk, a company that offers marketing strategy development and implemmarketing strategy development and implementation.

To be successful, high tech companies have to find new strategies and marketing approaches.

The company's strategy to build a strong international presence, Franco explains, is to dial back the high price - point seasonal products (such as winter coats) in favour of apparel and other pet - themed goods that can be sold in multiple markets, as well as trend - driven items, including eco-friendly products such as all - natural pet - food flavour enhancers.