Sentences with phrase «company success as»

Not exact matches

That's why using big data is so important for small businesses: Culling and organizing data from the company is a direct way to take the guesswork out of delegating, making it easier to measure success and adjust course as needed.

was not just the band's breakthrough album; its success caused record companies to see live albums not as throwaways but as opportunities to expose potential fans to a band — and generate significant revenue.

You may believe that your sustained success is not as closely tied, like a SaaS company's success, to your customer's achievement level with your product.

Your efforts as a marketing or PR pro can be seen as worthless without the right results, and reporting to company executives on your campaign's success is integral for getting the green light for future marketing efforts.

The Growth 500 ranking of Canada's Fastest - Growing Companies — formerly known as the PROFIT 500 — is Canada's most prestigious celebration of entrepreneurial success.

She gradually made a name for herself as a landscaper in Chicago, and as her company grew, those competitors were surprised by her success, she says.

Erickson, who also serves as Clif Bar's co-chief visionary officer, says he owes much of the success to Gilmour, whom he calls the company's secret weapon.

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.

«An audacious company is one that measures its success or failure by the number of people whose lives are improved as a result of its work,» he told me.

Use your company blog as a platform for employees to share their successes and struggles.

The program resembles Amazon's Alexa Fund and reflects the extent to which Google sees the success of its smart assistant as a driver of future growth, as both companies (and other tech giants) vie for dominance in the home.

Zymeworks would use its knowledge of computing to develop and license platforms: the software engines with which other companies could test their compounds virtually so as to stand a better chance of success in the laboratory.

Dunham isn't the first actor or Hollywood celebrity to start her own media company: Gwyneth Paltrow has had some success with her newsletter and site Goop, but others have not been as successful.

But their reputation is still in need of repair, and as a firm known for consulting, its future reputation will be paramount to the company's success, Dirker said, and a change in corporate culture will be just as vital as regulatory compliance.

As an hourly employee, I feel that I play an integral role in the company's success and that my teammates are equally as vital.&raquAs an hourly employee, I feel that I play an integral role in the company's success and that my teammates are equally as vital.&raquas vital.»

As we reported last week, if Nokia stays in health care, it's likely that the company's way forward will be as a business - to - business and licensing company, something it's found massive success within the telecom and mobile tech market — the company reported around $ 28 billion in revenue in 201As we reported last week, if Nokia stays in health care, it's likely that the company's way forward will be as a business - to - business and licensing company, something it's found massive success within the telecom and mobile tech market — the company reported around $ 28 billion in revenue in 201as a business - to - business and licensing company, something it's found massive success within the telecom and mobile tech market — the company reported around $ 28 billion in revenue in 2017.

Tasner attributes PulpWorks» success — the company does upward of $ 1 million annually and is profitable — to his decades of experience as a supply - chain manager buying from entrepreneurs like himself.

While a reward provides employees with a sense of recognition and self - worth, it's equally important to ensure that the rewards are only given during performance months, and as a result of hard work and success, to continue driving overall company growth.»

For all the hoopla surrounding the digital economy and virtual businesses, the success of many ventures still hinges on serious capital outlay; indeed, a recent benchmark report by the Business Development Bank of Canada identifies «significant» investment in fixed assets as a key variable that helps mid-size companies grow into large ones.

So, it's probably safe to predict: As the on - demand industry moves forward, only those entrepreneurs who manage to balance contractor demands with their companies» ability to fulfill them will find the success they desire.

Small and simple things such as taking an active interest in your superiors and reciprocating body language can pave the way to success, showcasing both your skills and value to your company.

Onboarding plans are intended to make new employees familiar with the overall goals of a company and support them as they embark on early projects all in an effort to achieve the perception of success (and productivity) quickly.

Target has a unique, well - established corporate culture in the U.S., which the company views as one of the reasons for its success, and leaders sought to replicate that environment here.

Just as Susan is aware of her competitors who are selling similar items at retail as a result of her success, she will evolve her marketing to coincide with the direction of her growing company... whether or not she decides to expand into retail.

the Company's business success and profitability depend, in part, on effective information technology systems and on continuing to develop and implement improvements in technology, particularly as our business processes become more digital;

The success of these companies is clear evidence of the value of this unique Canadian model, a model that works as an incubator of sorts for smaller companies with big ambitions and a viable plan.

To understand GoPro's success as a social brand, you have to start back before the company's founding in 2002.

Millman: We had bootstrapped the company with some success up until [this past winter], but realized that to take things to the next level, we needed an injection of capital and that as first - time entrepreneurs, mentorship would also be extremely valuable.

A quick «Jim, it's been a pleasure working with your company this year and we look forward to continued success as we enter the New Year!»

Later in the 1990s, when Jobs supported the Department of Justice's effort to rein in the Microsoft monopoly, Gates repeatedly threw Steve in with the vast set of «losers» who «whined» about what he saw as his company's deserved success.

«Snap is doing the right strategic moves but needs to manage this process well as celebrity influences like Kylie are a key ingredient in the company's recipe for success,» said Daniel Ives of GBH Insights in an email.

At work, the link between an employee's day - to - day work and the success of the business can be less obvious but employees must understand the importance of their contribution to the success of their department and company as a whole.

Now, as Ko is building company No. 2, a fashion - forward sunglasses brand called Perverse, she's leaning heavily on the discipline that helped her find success the first time around.

The company has found success by paying as careful attention to its customers as it does its employees.

As I matured, I realized how all the functional areas of the company contribute to, and are required for, overall success.

Particularly in a time of corporate fiscal responsibility like we are in today, individuals need to prove to their companies perhaps more than ever that trade show / conference attendance is just as important to business success as it always has been, and perhaps even more.

Corporate Culture / Team Culture: Removing the Hidden Barriers to Team Success Not so much a step - by - step guide to making teams work as it is a first step, this book (from AMACOM, 800-538-4761, 1997, $ 22.95) focuses on whether a company has the culture to support teams.

Over the course of two hours, we discussed a number of topics, including his successes and failures while at the White House, growing up in Tanzania, and his current job as a senior vice-president at software - as - a-service company Salesforce.com.

He said the pitch is having more success with traditional venture firms who've missed out on crypto to date — particularly bitcoin, ethereum and companies such as Coinbase — and are feeling the pressure to get in on the craze.

As my own company has grown, I've had to make continuous adjustments to strategy and approach every year based on business development successes and failures and a slew of other things I couldn't really plan for.

Through the work I've done at Growth Everywhere, I've been lucky enough to chat with notable entrepreneurs such as Jason Lemkin (founder of Echosign, which sold to Adobe), Mark Organ (co-founder of Eloqua, which sold to Oracle) and others who are constantly pushing the boundaries of business success with their own companies.

It always tickles me when a spokesman explains to reporters that a company experiencing delays or other problems in delivering a product or service is «a victim of its own success» — as though it had undergone something rare and freakish.

While continuing a dash of «Swadeshi legacy», which the company categorises as an element of success, ultra-modern tiles are produced by the company.

Employees at participating firms are surveyed on engagement (whether they feel motivated at work), performance culture (whether success is rewarded), leadership (whether executives treat their team as valued assets) and employment brand (whether they are proud to work at the company).

«We view success as any company that secures a subsequent round of funding,» Conser says, noting that in some cases Shell «funds» a company itself.

He pointed to success stories such as Cookbiz, a company founded in 2007 that developed a job - search platform aimed at alleviating high turnover and labor shortages in the food industry.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company personnel); and Financial Plans (revenue projections for three to five years).

Amazon has had success with original shows like «The Man in the High Castle» and «The Grand Tour,» and the company's aggressive spending highlights its ambition to become as much of a destination for high - quality shows as Netflix and HBO.

Beyond direct sales, the company has had great success with traditional marketing techniques such as celebrity endorsements (Alicia Silverstone is a fan) and speaking engagements.

Overall, as these four forward - thinking companies illustrate, there are still some retailers defying the odds and finding success in the so - called «retail apocalypse.»