Sentences with phrase «develop their business potential»

Some of the startups that pitched include HAIL - A-HUSTLE, an e-commerce platform that seeks to develop business potential through its diverse products, and Usafi Sanitation, a startup that wants to improve sanitation and improve human dignity by providing schools and communities with proper sanitation by installing eco-friendly toilets and eliminating pit latrines.

They created a company that offered experienced and productive agents both the freedom and support they needed to develop their business potential.

Not exact matches

The book not only prepares the reader in managing his or her mindset relative to ups, downs, pleasures, and horrors of owning a business, it also helps one develop the skills in identifying potential and current employees whose attitudes and outlooks can bring great value to a growing organization.

«That growth potential could be greater than we think — if businesses find new ways to engage with [global value chains] and develop new products and processes to make them more productive and competitive,» Lane said.

Many brands and businesses have recognized the potential Pinterest has and know use it as a valuable tool to establish and develop brand authority.

With five years» experience in the tech and digital industries spent in editorial and marketing roles, Sabelline developed a passion for new technologies, and the great potential they offer to small businesses.

Once the market has been researched and analyzed, conclusions need to be developed that will supply a quantitative outlook concerning the potential of the business.

In addition, it provides an indication of the growth potential within the industry, and this will allow you to develop your own estimates for the future of your business.

Economists have long extolled the potential of so - called emerging markets — developing countries such as the so - called BRIC nations (Brazil, Russia, India and China)-- but many Canadian companies have been slow to act, comfortable focusing their international business on the massive, and relatively easily served, U.S. and European markets.

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.

Griffiths committed to developing that idea over the next two years, but it wasn't until she immersed herself in online chat forums with potential customers that her business idea really came together.

In 2014, the University of North Carolina's Kenan - Flager Business School, in partnership with Human Capital Institute (HCI), conducted a study where they found that 85 percent of global companies report an urgent need to develop employees with leadership potential.

So what areas of business haven't yet been developed to their full potential, according to pre-Y2K Gates?

Because now, business success relies on developing all your human potential.

Despite this, our report presents an optimistic road ahead for R&D and business leaders and explores the emerging technologies that have the potential to dramatically transform the productivity and efficiency by which drugs are discovered, developed, and brought to patients.

That growth potential could be greater than we think — if businesses find new ways to engage with GVCs and develop new products and processes to make them more productive and competitive.

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

And, as the name implies, they focus on businesses that have the potential to impact developing communities and low - income borrowers.

The CDL — Rockies program will enhance educational opportunities and unleash the potential of Haskayne MBA students by connecting them with these technology startups and assisting them with refining their strategies, developing business plans, identifying and pursuing potential customers, and seeking external financing.

Second Generation Ltd («Second Gen»), headquartered in Cleveland, Ohio, is an Embrescia family investment firm that actively works with talented management teams to develop businesses that have potential for significant growth and long - term value.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

The Asia Pacific Foundation of Canada, for example, is spearheading the APEC - Canada Growing Business Partnership, an initiative with Global Affairs Canada to foster economic growth and reduce poverty in APEC developing economies by building the potential of MSMEs and aspiring entrepreneurs through its four - year, $ 4.49 - million initiative.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

It is easy to see the potential abuse that can arise when a firm or business exploits the trust, which it has developed with a client through a longstanding relationship, to sell additional products and services at potentially unfavorable terms to the client.

They use mathematics, statistics, and financial theory to assess the risk of potential events, and they help businesses and clients develop policies that minimize the cost of that risk.

The APEC - Canada Growing Business Partnership seeks to build the potential of micro, small, and medium enterprises (MSMEs) and aspiring entrepreneurs in the Asia Pacific Economic Cooperation (APEC) developing economies to foster sustainable inclusive growth and poverty reduction.

When these regional banks expanded their focus to small businesses, they not only grew their base of potential clients, they developed a range of more sophisticated finance skills, from processing loans to assessing risk.

VCs just want you to feel the harsh reality of the business world; they want you to develop a tough skin because they know that their harsh response to you will be nothing compared to what your potential competitors will do to your business.

Once you fully analyze NAFTA's effects on your business, understand the potential new costs and legal changes that would come into place if the deal is terminated, talk to the businesses you work with and develop new plans, your business will be ready for even the worst case scenario.

Finally, you need to develop several plans for each potential scenario, detailing exactly how your business will be affected, what steps you will take to address those changes and how your operational efficiency, supply chains, and finances will respond as a result.

That reinvestment may be used to fund acquisitions, build new factories, increase inventory levels, establish larger cash reserves, reduce long - term debt, hire more employees, start a new division, research and develop new products, buy common stock in other businesses, purchase equipment to increase productivity, or a host of other potential uses.

Investments in developing markets involve heightened risks related to the same factors, in addition to risks associated with these markets» smaller size, lesser liquidity and the potential lack of established legal, political, business and social frameworks to support securities markets.

The event provided women business owners with an opportunity to develop their professional skills, expand their networks, and meet potential buyers, investors, and industry mentors.

This will, in turn, ensure that entrepreneurs can truly live up to their potential to not only grow their business and create jobs within their community, but also develop themselves as capable leaders and empowered individuals who will go on to create a lasting impact within their community.

«There are potential benefits from shifting the focus from potential misuse of market power by wholesale merchants and supermarkets to innovations that develop new commercial arrangements and enable farm businesses to participate profitably in globalised value chains.»

Amelia Nolan, MD Argento Wine Company, added: «We have always positioned ourselves to be close to our markets, and integrating our business with the vineyards required will enable us to further develop the huge potential that we believe premium wine from Argentina has around the world.»

«This co-investment funding is urgently required to upgrade and modernise SPC Ardmona's fruit and vegetable processing operations and transform it from a cannery into a modern food company, which will enable the business to develop innovative products, be more competitive and build export market potential,» SPCA managing director Peter Kelly said.

The website was developed to better serve the company's traditional visitors while also enriching interactions with potential business partners as the company expands into the hospitality industry.

He must not be sold.He's also better than a lot of Chelsea youngsters.That's not enough basis for him to be sold.At top form he's better than Pedro, Moses and Willain.These are players whose main strength is dribbling and he tops them there no doubt.I remember him in one season having the highest dribble success rate percentage in the EPL.All he needs is to develop a level of consistency.A lot of their youngsters have potential but most won't be good as the Ox.The Ox himself has not reached full potential yet.He hasn't developed a certain level of consistency.Him also being a squad player is because of those above him.Those above him are all quality players.This won't be smart business at all.He's just going to destroy himself in another club and after being patient with him we are now deciding to sell him?

Also, in certain cases perhaps the earning potential of the mother is maintained because she takes courses to add to her education, develops a small cottage business or works from home - all would contribute to either the family income or her «resume» for when she re-enters the work force.

The report finds makes a list of recommendations for business, industry, professional bodies and government, namely: Construction businesses · Focus on better human resource management · Introduce and / or expand mentoring schemes · Boost investment in training · Develop talent from the trades as potential managers and professionals · Engage with the community and local education establishments Industry · Rally around social mobility as a collective theme · Promote better human resource management and support the effort of businesses · Promote and develop the UK as an international hub of construction excellence · Support diversity and schemes that widen access to management and the professions · Emphasise and spread understanding of the built environment's impact on social mobility Professional bodies and institutions · Drive the aspirations of Professions for Good for promoting social mobility and diversity · Support wider access to the professions and support those from less - privileged backgrounds · Promote and develop the UK as an international hub of construction excellence · Emphasise and spread understanding of the built environment's impact on social mobility · Provide greater routes for degree - level learning among those working within construction Government · Produce with urgency a plan to boost the UK as an international hub of construction excellence, as a core part of the Industrial Strategy · Provide greater funding to support the travel costs of apprentices · Support wider access to the professions and support those from less - privileged backgrounds · Place greater weight in project appraisal on the impact the built environment has on social mobility The report is being formally launched at an event in the House of Commons laterDevelop talent from the trades as potential managers and professionals · Engage with the community and local education establishments Industry · Rally around social mobility as a collective theme · Promote better human resource management and support the effort of businesses · Promote and develop the UK as an international hub of construction excellence · Support diversity and schemes that widen access to management and the professions · Emphasise and spread understanding of the built environment's impact on social mobility Professional bodies and institutions · Drive the aspirations of Professions for Good for promoting social mobility and diversity · Support wider access to the professions and support those from less - privileged backgrounds · Promote and develop the UK as an international hub of construction excellence · Emphasise and spread understanding of the built environment's impact on social mobility · Provide greater routes for degree - level learning among those working within construction Government · Produce with urgency a plan to boost the UK as an international hub of construction excellence, as a core part of the Industrial Strategy · Provide greater funding to support the travel costs of apprentices · Support wider access to the professions and support those from less - privileged backgrounds · Place greater weight in project appraisal on the impact the built environment has on social mobility The report is being formally launched at an event in the House of Commons laterdevelop the UK as an international hub of construction excellence · Support diversity and schemes that widen access to management and the professions · Emphasise and spread understanding of the built environment's impact on social mobility Professional bodies and institutions · Drive the aspirations of Professions for Good for promoting social mobility and diversity · Support wider access to the professions and support those from less - privileged backgrounds · Promote and develop the UK as an international hub of construction excellence · Emphasise and spread understanding of the built environment's impact on social mobility · Provide greater routes for degree - level learning among those working within construction Government · Produce with urgency a plan to boost the UK as an international hub of construction excellence, as a core part of the Industrial Strategy · Provide greater funding to support the travel costs of apprentices · Support wider access to the professions and support those from less - privileged backgrounds · Place greater weight in project appraisal on the impact the built environment has on social mobility The report is being formally launched at an event in the House of Commons laterdevelop the UK as an international hub of construction excellence · Emphasise and spread understanding of the built environment's impact on social mobility · Provide greater routes for degree - level learning among those working within construction Government · Produce with urgency a plan to boost the UK as an international hub of construction excellence, as a core part of the Industrial Strategy · Provide greater funding to support the travel costs of apprentices · Support wider access to the professions and support those from less - privileged backgrounds · Place greater weight in project appraisal on the impact the built environment has on social mobility The report is being formally launched at an event in the House of Commons later today.

Lord Ashcroft International Business School's mission · Develop a unique perspective and vision of the future · Academic innovation drives business success · Develop people who achieve their career potential through making a difference in their organisation · Driving success through personal development · Take university education in imaginative new directions · Develop people who are confident and inspired in their management Business School's mission · Develop a unique perspective and vision of the future · Academic innovation drives business success · Develop people who achieve their career potential through making a difference in their organisation · Driving success through personal development · Take university education in imaginative new directions · Develop people who are confident and inspired in their management business success · Develop people who achieve their career potential through making a difference in their organisation · Driving success through personal development · Take university education in imaginative new directions · Develop people who are confident and inspired in their management practice

Students that participated in the challenge completed a science project, conduct a research to determine their creation's potential market impact and develop a full business plan.

A portion of the downtown revitalization fund money will be used for a contest in which business experts will work with potential entrepreneurs to develop business plans, with the winning plans receiving start - up business funding.

Together with colleagues, he has also established a second company, Inventya, which is developing a software package to help researchers and business people evaluate research ideas for commercial potential.

-- Graphene Connect is an interaction platform for academia and businesses promoting scientists to think outside the box and industries to develop end - user products based on graphene — this will include a number of industrial workshops, and sessions for business angels, entrepreneurs and venture capitalists to discuss potential graphene investment opportunities.

Through the program and partnerships with mentor organizations in the Southeast, fellows will also receive assistance with developing business strategies, conducting market research, and finding long - term financing and potential commercial partners.

Our entrepreneurs - in - residence or members of our business development team reach out to potential investors or industrial partners to develop licensing agreements or catalyze new startups.

LLNL's Industrial Partnerships Office has established a program called the «Innovation Development Fund» (IDF) that provides researchers with money to further develop promising, early stage technologies, so that they are less risky for businesses and potential investors.

From this passage we know that Adidas Chinese business has been developed very well, and China turned out to be the most rapidly growing region, consequently Chinese market has great potential for Adidas Group.