Sentences with phrase «consumer brands looking»

bnotions was founded seven years ago as a small software firm specializing in building Flash applications for consumer brands looking for interesting ways to market themselves online.

Not exact matches

Our algorithms look at 450 popcorn companies across the country and score them on metrics around brand engagement — how often and quickly consumers talk about the brands, the sentiment, the word choice people use.

Let's take a closer look at the USP and how to create one that powerfully differentiates you from your competitors while giving consumers a compelling reason to prefer your service, offer, or brand.

Offering your audience a seamless shopping experience will enhance your brand's reputation by allowing consumers to do everything from looking at products to buying them through your chatbot, thus increasing sales.

Asked about rumors that Nokia was looking to re-enter the handset market, Chief Executive Rajeev Suri said last week he was looking into ways to bring the brand back into the consumer market through licensing deals.

Beginning last month, all 178 Cash Store and Instaloans (the two brands the Cash Store operates under) locations in Ontario began offering lines of credit, not payday loans, to consumers looking for short - term financial help.

The brand gives off quality looks and price points that are reasonable to most consumers.

«Given how fast it was growing on a single look, you could see the boom and bust,» says Moore, whose firm specializes in buying consumer companies with strong brand loyalty.

And since consumers are looking for a consistent brand experience on every channel — social media, website, print and more — creating a recognizable and beautiful logo is imperative.

It's not exactly clear what that looks like in practice yet, but agencies agree that hyper - targeting, emotional branding and unobtrusive presentation are key to recapturing consumers» attention before ad blocking becomes the norm.

The term, branded by Naveen Rajdev, CMO for Wipro Limited, means determining what your future consumer landscape will look like and preparing for it now.

Consumers are looking for brands that they can believe in, that they can recommend to others, and that they can support with their own dollars.

«Thanks to the unique ecosystem we have in the city — which gives us access to talent, capital, forward - looking retailers and consumers — we've grown into a major brand in a very short period of time, becoming Europe's fastest growing loyalty and mobile payments provider.»

The effort comes as retailers look to data to help guide their buying decisions and consumers increasingly favor small brands.

Huawei, which also makes telecom networking gear, is looking to drive sales of its consumer devices, a sector in which it has only had its own brand for about three years.

The design aims to highlight ApotheCARE Essentials» blending of nature and science and to attract the brand's target consumers, women who know what their look is and obsess over improving their hair and skin a little bit every day, Seal said.

Look in the papers and you soon realise how many small local retailers are competing with larger national brands for the consumer dollar.

Brands are looking for ways to use augmented reality to not only attract new consumers, but to also boost sales and profits.

Per Kim, it used to look something like: Brands rank for keywords, consumers search for brand stuff and consumers buy brand stuff.

McCarthy's collection, part of a partnership with Sunrise Brands, will officially launch September 1, though it's already got buzz, with McCarthy set to give consumers a first look on the Home Shopping Network on August 13.

«We expect consumer demand to remain robust given the company's very strong brand loyalty; investors are likely to look past a potential delay of a few weeks as well.»

We work with both Business to Consumer (B2C) and Business to Business companies (B2B) looking to improve or establish their brand presence.

The report looked at the popularity of loyalty program branded credit cards and found a loyalty program is the primary factor that makes a card a consumer's preferred choice.

Smaller, independent brands are seen by many consumers, especially younger ones, to be more hip and healthy and rather than compete with them many big food and drink companies have looked to buy into and learn from startup innovation, a leaf straight out of Silicon Valley's playbook.

As it looks towards the next stage of growth, PureGym's chief marketing officer Stephen Rowe told The Drum that the brand is taking cues from the likes of Premiere Inn which has leveraged its marketing to move up the value chain and create a deeper connection with consumers.

I will continue to be a fan of the concept and look forward to the next generation of new consumer brands that embrace it and hold on for the ride.

Still, the fastest - growing ice cream brands are the «premium» ones - the pricier and more calorie - leaden varieties that appeal to consumers looking to splurge.

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.

The second time we looked at this, we saw the Findus twist bring new energy to the story and as the chart shows, Tesco's Buzz score — which tracks whether consumers have heard something positive or negative about a brand — went further down and is only showing the very first signs of recovery in the last week.

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.

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.

Kirsten Green, the founder of Forerunner Ventures, continues to look brilliant for her early, prescient bet that the golden era of e-commerce would favor new, internet - savvy, direct - to - consumer brands.

When looking at BP's Satisfaction score, a measure of how satisfied consumers are with a brand, this has also fallen sharply in the US following the explosion in the Gulf of Mexico.

As companies look to connect with consumers in more meaningful ways, brand purpose has rapidly moved up the agenda.

And we still think that the consumer is looking for national brands, in a lot of cases, but also great value in our private brand offerings, which really goes toward that import piece.

Atlantis Skincare (stand A5) is introducing its new natural skincare brand, aimed at consumers looking for a holistic approach to life.

Sun Chemical has responded to the industry challenges by rolling out a line of inks that meet eco-friendly, bio-renewable and biodegradable standards that the industry, brand owners, retailers and consumers are looking for.

Consumers are looking for cues signaling «clean» and «natural», but they don't necessarily expect to see those words on food labels, and may even be suspicious of brands that use them on pack, says Hartman Group.

By looking inside the mind of the consumer and understanding a picture of how and why they use the products they do, TricorBraun designers are able to elevate every aspect of how they engage with brand owners and deliver meaningful innovation.

«We're hearing from companies looking beyond cost to what's best for their brands and for consumers, without having to deal with the negatives associated with a number of alternative fibers such as excess gas, bloating, cramping and loose stools,» continues Smith.

Watch the video to learn about what attributes she looks for in snacks and what she thinks natural brands need to do in order to be noticed by functional fitness consumers.

If you're looking to increase consumer and brand interaction, I can help!

How brands are looking to utilise sustainability to connect with consumers - Sustainability Spotlight In late - July, Coca - Cola European Partners unveiled an increased 2020 target for recycled content... read more

How brands are looking to utilise sustainability to connect with consumers - Sustainability Spotlight

How brands are looking to utilise sustainability to connect with consumers - Sustainability Spotlight In late - July, Coca - Cola European Partners unveiled an increased 2020 target for recycled content

While clear paneling on product packaging has been successful for some brands (KIND Bar first comes to mind), most consumers already know what dried pasta looks like.

Richard Weisinger, senior brand manager for Cadbury Singles, notes, «With our focus on the Cadbury singles range entering year two, we aim to show consumers that no matter what taste experience they're looking for, Cadbury has a variety of tastes and textures meaning there is a chocolate bar for every occasion.»

Brands in the marketplace that are faking their «natural» claims can't offer transparency because their ingredients and processes are not actually what consumers are looking for.

Much of FLUID's work so far has been with startup brands looking to come to retail and create an initial consumer base, such as Clyde May's Whiskey.