Sentences with phrase «consumer demand which»

Then, gamers who like the «Games & Demos» tab will like XBLIG, and you will cancel the old self - fulfilling prophecy of the negative spiral XBLIG was under with developers pushing more low quality titles to match the consumer demand which was never controlled with a proper «face».

This dynamic model will allow the property to cater to a wide array of guests while meeting new consumer demands which have become increasingly driven by the desire for more qualitative value with freedom.

Not exact matches

Pricing power — meaning how consumer demand would be affected if your company shifted its prices — is one detail that often gets excluded from business plans, but which can help put you over the edge.

Consumer demand for personalized products is growing according to Wiivv, which plans to 3D print its «body - perfect» gear, starting with the Base insoles it's currently pre-selling via Kickstarter.

A niche without competition is unlikely to be a profitable one unless you've invented an entirely new product for which there is consumer demand.

Business Insider nailed it when it wrote, «The new on - demand models have opened the door to real - time fulfillment of goods and services, which consumers have embraced with a frequency that is unprecedented.»

Likely, that was the housing market lifting consumer demand, which in turn drives hiring decisions in the retail sector — despite the fact that higher payroll taxes have put a dent in disposable incomes.

But faster is not always smarter, especially for any online business looking to connect consumers with local services, in which case balancing supply and demand is critical.

One of those leading the race is a Los Angeles - based company called Saucey, which is said to be disrupting — yep, I said it — the retail liquor space based on the fact that it's delivering alcohol on demand to consumers and doing it quite well.

Insured consumers might pay the same as they would for an in - network visit, said Dr. Tania Elliott, medical director for Doctor on Demand, which regularly charges $ 40 for a 15 - minute video call with a medical doctor.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

The sector has been in recovery mode after a tough few years marked by a corruption crackdown in China which suppressed demand for expensive watches and Chinese consumers» shunning many...

Crudely put, the theory states that when inflation rises above a prescribed level (typically around 2 %), central banks must respond by raising interest rates, which quells consumer demand and causes inflation to fall back to «acceptable» levels.

Thanks to technology and the internet, consumers around the world have access to the same ideas, meanings and values, which translate into global consumer trends, demands and aspirations.

Each profile also highlights the specific job that was in highest demand in that market (we didn't include the consumer packaged goods or retail sectors, which consist mainly of low - paying positions).

In developed markets the new demand is coming from the same sort of young, adventurous consumers who are packing whiskey bars in the U.S. «The taste profile of bourbon, which is sweeter because of the mash bill, has been really interesting to consumers in other countries,» says Chris Bauder, the general manager for whiskeys at Beam Inc..

«We're backordered on every single color and size,» says MacPherson, who has gone on a hiring spree to keep up with consumer demand, which spiked following the inauguration.

The consumer discretionary sector consists of businesses that have demand which rises and falls based on general economic conditions such as washers and dryers, sporting goods, new cars, and diamond engagement rings.

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.

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.

With consumers and governments demanding better fuel efficiency, automakers are increasingly turning to aluminum, which is around 40 percent lighter than steel.

For me the main information coming out of CPI inflation data is that consumer demand relative to total production continues to be too weak to drive up prices, something confirmed earlier this week by the August trade numbers, which failed to suggest strong growth in domestic demand.

The Federal Reserve Bank of New York today released results from its October 2015 SCE Credit Access Survey, which provides information on consumers» experiences and expectations regarding credit demand and credit access.

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.

Up 7.75 percent in the first six months, gold was supported largely by strong demand in India as consumers made their purchases ahead of the government's Goods and Services Tax (GST), in effect since July 1, which levies a 3 percent tax on gold.

Neal and Taylor's argument was rooted in math: there were more consumers than there were IT users, which meant that over the long run the rate of improvement in consumer technologies would exceed that of enterprise - focused ones; IT departments needed to grapple with increased demand from their users to use the same technology they used at home.

The new age consumer desires a larger variety of original, personalized content, which is available to her on - 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, 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.

Until, of course, you remember the culture - induced myopia I described yesterday: Myerson still has the Ballmer-esque presumption that Microsoft controlled its own destiny and could have leveraged its assets (like Office) to win the smartphone market, ignoring that by virtue of being late Windows Phone was a product competing against ecosystems, which meant no consumer demand, which meant no developers, topped off by the arrogance to dictate to OEMs and carriers what they could and could not do to the phone, destroying any chance at leveraging distribution to get critical mass...

I think something that keeps becoming a problem for various sort of consumer - driven initiatives here is that people demand a level of security and predictability and reliability out of [healthcare that keeps them from being able to walk out of a doctor's office and say no, or keeps them from being willing to accept the consequences of a market, which, after all, rely to some degree on scarcity.

So as long as demand for luxury goods is here, which it will be, we want to be able to offer the Canadian consumer something in Canada so they don't have travel to the U.S., where there's going to be a foreign exchange headwind.

As foreign exporters are rudely awakened the dream of an American demand, when will the point come at which Europe and Asia seek to build up their own domestic consumer markets as an alternative?

Slow manufacturing of consumer goods reflect the absence of any momentum in new orders from merchants which reflect the absence of any momentum in consumer demand.

Knowles has grown rapidly over the years as consumers demand higher acoustic features in each new generation of smartphones and hearing aids, and we expect this trend to continue, which should drive above average top - line growth.

The surge of immigrants boosts housing demand and consumer spending in major cities such as Auckland, which attracted the majority of immigrants, followed by Canterbury, Otago and Wellington.2

Consumers are also demanding platforms which make a positive contribution to society.»

Consumer demand is being underpinned by strong labour market conditions; the unemployment rate is currently 3.8 per cent, which is its lowest level since the early 1980s.

Domestic demand has been held back by weak consumption, which fell by 2.6 per cent over the year to the December quarter in response to restrictive measures introduced in 2002, aimed at slowing the previously very strong rates of growth in consumer credit.

Overall, the data reflect anemic growth in corporate capital investment, which may be constrained in coming months by the recent appreciation in the Japanese yen against the dollar and by sluggish consumer demand, analysts said.

Contrast cyclical stocks with counter-cyclical stocks, which tend to move in the opposite direction from the overall economy, and with consumer staples, which people continue to demand even during a downturn.

This provides a lot of credit to the economy, which in the short - run, encourages growth, as businesses borrow to build supply, and consumers borrow, which temporarily boosts demand.

This reduces credit to the economy, which in the short - run discourages growth, as businesses don't borrow to build supply, and consumers borrow less, which temporarily reduces demand.

Going head - to - head against such a company — which offers consumers a single marketplace with renowned services and efficiencies — becomes all but impossible when it is under little pressure to make a profit, which is normally what a free - market economy would demand.

Once consumers» inflation expectations pick up, they typically demand higher pay, which can lead companies to raise prices to cover the costs.

The recent deceleration in housing demand and deteriorating consumer credit metrics constitute another major headwind which could drive homebuilder relative strength toward a lower - low.

In addition, as it became known today, US consumer spending increased significantly in December, as households have purchased cars and a wide range of services amid rising wages, pointing to robust domestic demand, which could push the economy up to the more rapid growth in early 2017 of the year.

Moreover, unlike consumer co-operatives which grew out of local needs, they have often taken their point of departure from an abstract idea or theory without reference to given localities and their demands.

It is these consumers which continue to drive demand for organic foods — Kerry pointing out that in 2017 sales of organic food are expected to reach 5.3 % of the total food market.

Changing consumer lifestyles and a growing ageing population have significantly driven the demand for new and innovative packaging which addresses today's needs.