Sentences with phrase «consumer products companies looking»

For consumer products companies looking for quick online distribution to a mass audience, the Amazon platform might be a game changer.

Last fall Szentesi was approached by a large U.S. - based consumer product company looking to expand into Canada and needed some advertising and marketing law support.

Not exact matches

And while the iMirror is the kind of product that feeds directly into consumers» current assumptions of what IoT technology looks like, there are plenty of Canadian companies finding business applications that consumers will hardly notice.

What service or product can you provide to companies looking to ride the next big wave to sweep through a consumer market?

While Soylent wants consumers who aren't avid readers of nutrition labels to be able to understand the concept behind the company's products, it's not looking to do an about - face.

Cosmetics companies are benefiting from strong appetite for skincare products like anti-aging treatments, after riding a make - up boom in the past few years, spurred by young consumers seeking to look good on social media.

The controversial nutritional supplements company will pay $ 200 million to settle claims that consumers looking to sell Herbalife» s products lost money.

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.

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 cCompany'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 cCompany'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 companycompany.

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.

«Dairy consumption per capita has declined in recent years, but the number of products and choices available to the consumer has not, so we're looking at shorter production runs,» Graziani says, adding that the company is increasing its focus on lean manufacturing and Six Sigma programs in its plants.

Products will be developed according to the tastes of the consumers in Asia Pacific, who, according to the company, are looking for more sophisticated flavours and colours.

O'Hoy, who is also on the board of Byron Bay craft brewer The Stone & Wood Brewing Company and chairman of hotels owner Redcape Property Fund, said «clean and green» would become equally important across a range of industries outside of food and vitamins as consumers looked deeper into the provenance of a large range of products.

by Rabobank is supported by Presenting Sponsor ADM, a specialty ingredients provider to food and beverage companies looking to get to market quickly with products consumers love.

Forward - thinking companies can benefit from meeting the demands of motivated consumers looking for convenient, healthy products.

The Grocery Manufacturers Association (GMA) 2017 Science Forum today began with a look at policy and consumer trends impacting the grocery industry and ways that food, beverage and consumer products companies can address them.

Another fast developing area of the food industry, we look at how food enzymes are being innovated by the major companies in the food industry, and how they are then being utilized in finished consumer products.

Some companies are already looking to bring consumer products to market.

Consumers choose organic foods by looking for specific wording on food labels, and products that contain high levels of organic ingredients, including Vermont Bread Company breads, are allowed to carry a special USDA organic seal on their labels.

Buy the brands you trust: The lack of oversight in the beauty industry means that as the consumer, you have to look into the company's practices and examine ingredients at the product level — even when it comes to natural beauty products.

This is especially important as consumers are looking at new ways to stay healthier, and putting their trust in companies to provide products that meet their needs, from dietary preferences to specific categories of dietary supplements.

The latest product from the company, not coincidentally announced a couple of weeks ahead of Black Friday, looks to be competing with Amazon on price, as well — a tough proposition when you're going up against the reigning champion of consumer hardware subsidies.

If you are familiar with online or consumer products, look for companies in those spaces.

When looking at consumers staples, look at companies that have a large assortment of products in different sectors of consumer goods — P&G is a good example.

Luckily the Internet has made it easier to interact with other consumers and companies looking to promote their businesses or products.

«The Millennial consumer, generally, has a deeper connection with the brands and products he or she chooses to buy and looks for an authentic backstory with which they can relate,» says Finney, whose Salt Lake City - based company designs and manufactures collars, leads and harnesses.

Glenn A. Novotny, vice president of sales and marketing for Walnut Creek, Calif. - based Emerald Pet Products, says the company's new Smart n» Tasty Little Duckies have really taken off at retail because consumers are looking for treats for allergen sensitive dogs.

Sadly, the way the law is set out means there are a number of «tricks» that some petfood companies use to mislead and confuse consumers — or at the least, make their products look better than they really are.

He points out that his company's line of luxury products not only addresses consumers» needs and provides a luxury experience for the pet, it also looks great sitting on a retailer's shelves.

Looking ahead, Tolonen says that retailers and consumers can count on the company to deliver innovative, science - driven products that help create healthy, thriving marine environments.

Best Behavior For consumers looking for a way to train their pets, Hutto, Texas - based Starmark Pet Products offers Starmark's Pro-Training Quicker Clicker, which the company says is the first vertically operated clicker with a belt clip.

David Danziger, a partner at Culbro, says that his firm began looking closely at the pet industry as early as 2006 because of the similarities it shared with another consumer products industry in which the company already had a wealth of experience.

Companies such as Espree Animal Products are firmly established in the solution - oriented arena of the market, but with the understanding that consumers are also looking for products to be soothing and attractive to theProducts are firmly established in the solution - oriented arena of the market, but with the understanding that consumers are also looking for products to be soothing and attractive to theproducts to be soothing and attractive to the senses.

«Companies are looking for ways to appeal to eco-conscious consumers and are using any way possible to create a story around green products — some more meaningful than others.»

Factors that could cause Blizzard Entertainment's actual future results to differ materially from those expressed in the forward - looking statements set forth in this release include, but are not limited to, sales of Blizzard Entertainment's titles, shifts in consumer spending trends, the seasonal and cyclical nature of the interactive game market, Blizzard Entertainment's ability to predict consumer preferences among competing hardware platforms (including next - generation hardware), declines in software pricing, product returns and price protection, product delays, retail acceptance of Blizzard Entertainment's products, adoption rate and availability of new hardware and related software, industry competition, rapid changes in technology and industry standards, protection of proprietary rights, litigation against Blizzard Entertainment, maintenance of relationships with key personnel, customers, vendors and third - party developers, domestic and international economic, financial and political conditions and policies, foreign exchange rates, integration of recent acquisitions and the identification of suitable future acquisition opportunities, Activision Blizzard's success in integrating the operations of Activision Publishing and Vivendi Games in a timely manner, or at all, and the combined company's ability to realize the anticipated benefits and synergies of the transaction to the extent, or in the timeframe, anticipated.

With consumers willing to pay a 20 % premium on eco-friendly products, big companies like Unilever (UL) are now looking to acquire smaller, sustainable brands rather than lose market share to rivals.

Companies that offer sustainably sourced Rainforest Alliance Certified ™ chocolate can be found on the «Find Certified Products» page of the Rainforest Alliance website, or consumers can simply Follow the Frog and look for the green frog seal when shopping.

Nonorganic products that are marketed as natural are often just as processed and / or laden with chemicals as any of the most mainstream products, yet that's the label that a lot of consumers are apparently looking for, and skipping over organic — even though «natural» doesn't mean anything, except that a company knows what people want to hear.I heard repeatedly that organic companies are losing product sales, sometimes even shelf space, to so - called «natural» products.

«In the Canada Goose case, where the company prides itself on delivering quality, Canadian - made products, the concern is that consumers will confuse the brands and the reputation of Canada Goose will be harmed by being associated with similar - looking garments that may not deliver the same value.»

To stay relevant, meet consumer demands, and look after revenue, responsible companies want their safe products on the market quickly, and on as many platforms and in as many countries as possible.

We thought about our clients and people who look at the blog... They're all in marketing and advertising and they're all thinking about how they take their products and make their product websites more accessible to people... They were doing the same thing in terms of developing apps, Twitter and all the different sorts of social media... We looked and, at the time, law firms really hadn't started doing that in the same way as consumer products companies.»

As consumers come across different road blocks and hurdles when obtaining life insurance, they're always looking for the best life insurance companies for their particular situation, both in product and price.

Insurance companies are looking at offering newer products for the web consumers, both on the life and non-life side.

Each company competes to offer the best product at the best price - and you as a consumer win by looking at the whole market (like you would do on Amazon).

The Gear Fit2 Pro fitness band that the Korean company also announced earlier today is set to be released in the United States in mid-September and it's understood that the Gear IconX (2018) won't be too far behind it, with Samsung presumably looking to have all three products in stores by this year's holiday season, traditionally the most lucrative period of the year for consumer electronics manufacturers.

The company, which is based in Florida, is thought to be developing a consumer - focused augmented reality headset akin to Google Glass, and it has shown off a number of demonstrations of how the technology will work over the last 12 months, but has yet to reveal what its product looks like.

This is an area where many companies are now looking to migrate towards, with the level of connected products becoming far more widely accessible and consumer - demand seeming to be one which is looking for greater levels of connectivity.

Teasing on - stage that the third major product could be in the automotive sphere, Rubin looks to be going after major consumer products with his new company.

Both companies are looking forward to the holiday season, where Black Friday deals and other discounts and bundle may make their product more appealing to consumers.