Employee satisfaction has everything to
do with business success.
Not exact matches
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.
The takeaway is simple: The key to
success is to start
with a great idea and a solid
business plan, hire the right people to help you and let them
do their thing.
Not only
do these people provide the revenue coming into the
business but there also is a great feeling that comes
with contributing to the
success and happiness of your clients.
Now don't get me wrong — there are going to be small
businesses who have great
success with Facebook.
The company employs 64 full timers and casuals, runs 24 hours a day, seven days a week and is the only «trade - only» printer in WA.Founder Chris King concedes his company's
success has had little to
do with business plans.
If you've been
doing it alone or aspire to become a solopreneur, let me share
with you five reasons to not be a solopreneur — and why the myth of any singular hero, whether in literature or
business, is a misnomer and will only hold you back from having the most significant
successes.
In fact, Suitsupply's rep has a lot to
do with the
success of its online
business: Suitsupply's distinct coffin - shaped boxes are shipped to your doorstep in two to four days — «anywhere in the world» — and can be returned free of charge.
With an early
success on its hands, Econet is staking much of its future growth in Zimbabwe — and other African countries in which it
does business including Nigeria, South Africa, and Botswana — on non-voice revenues that come from programs like EcoCash.
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.
The ubiquitous
success of e-commerce retailers worldwide is hardly deniable today, and enough to allow overlooking that the majority of its
business models are still beset
with bottlenecks in different areas - unless you refuse to turn a blind eye to this, as
do the co-founders of Idealz, the latest in a string of promising startup ideas popping up in the UAE.
Great
businesses often start
with an amazing idea, but ideas don't automatically translate into
success.
Their themes — don't risk it all, stay small, charge for value, free is stupid — fly in the face of the conventional image that web
success comes from big startups that attract massive amounts of free users and then massive buyouts — yet they're right in line
with a time - honored
business practice: making a profit.
For example, I was recently working
with an executive recruiter who
did 90 % of his
business in a single industry, where despite some
success he was struggling to get a foothold against larger competitors.
You have to admit that at least part of
business success has to
do with the timeliness of your products or services.
As Barbara Corcoran has said, «Make sure you pick good people to
do business with, as they'll determine 80 percent of your
success.
Stating that sports «are a terrible metaphor for
business,» the author concluded that referencing team sports in a corporate leadership context doesn't actually correlate
with high performance, team dynamics, talent or
success.
What
do these things have to
do with Sweetgreen's
success and what lessons can you take and apply to your
business?
(Before you go virtual - postal and say your personal definition of
success has everything to
do with balance and personal relationships and nothing to
do with mastering the
business world, read this.
There is an endless supply of
business statistics (proving most any point you want to make), research and studies (many
with surprising results), and interesting real - life stories (of
business success and failure), all available within seconds by
doing a simple Google search.
It's how we
do business around the world every day and is essential to our
success as a leading hospitality company
with a growing global portfolio.»
Success Tip: Just like
with business cards, don't forget the outside packaging of the DVD case or sleeve.
If the frustration is around a capability that your
business doesn't currently support, have open conversations
with the client about the best way your company could mitigate their dissatisfaction, whether it be through building out a new function or brainstorming alternative pathways to
success.
When you're trying to
do business with someone in a way where ultimately you'd like him or her to purchase something from you, there is a little secret you can use to vastly improve your
success rate.
Floored by her
success and skeptical of the multi-level marketing (MLM) model, I was excited to chat
with her about how she
did it and her advice for other franchisees or MLM
business owners.
Many of the
businesses that find
success with non-profit lenders are some of the very smallest small
businesses and the micro-loan amounts and terms are often a perfect fit for
businesses that don't have large capital needs.
Because many of the
business owners that find
success with non-profit lenders are some of the smallest small
businesses, the loan amounts and terms are a perfect fit for
business owners that don't have large capital needs.
However, today
with the proven
business models and techniques of a leading franchise partner, the heavy lifting has already been
done and the road to high - return
success well - paved.
Give your new enterprise the best chance of
success with these top
business tips, the best advice I've collated from other entrepreneurs and developed from my own experience of more than 20 years of having «been there and
done that» as a small
business person.
Showcasing dozens of practical examples of successful companies
doing well by
doing good ranging from solo entrepreneurs to Fortune 100 global corporations) anyone
with the responsibility for any manner of commerce can learn how to heal the world while gaining the practical marketing savvy to turn ethical and moral values into
business success.
The feature - length article was different from most Brett has
done since founding Star Mountain in 2010; instead of focusing on the monetary elements of
success, INDVSTVRS dove deeply into the
business -
with - purpose ethos that infuses...
The talent, creativeness and inspiration of our professional team combined
with a can -
do business ethos and vision is the foundation of our continued
success, which has gained us a superb reputation in the office fit out, design and refurbishment sector and an enviable client portfolio.
Little
did she know that my relative
success in this
business had not made me any happier
with myself.
For decades, Beam Suntory and its brands have proven that ambition and
success don't have to get in the way of
doing business with honesty, honor and dignity — or of earning and keeping the respect of employees, communities and competitors.
We
do a large portion of our
business on breakfast; however, we are experiencing great
success in the dinner segment
with our new Heritage Scheme remodeling efforts.
we wont for many a year cos the reality is kroenkes model
does nt require us to win the league, he still makes money, ivan only furthers that
with his
business acumen and arsene is great at working
with less an still achieving moderate
success.
@gooner100 i use to think like you but i realized that i was been a fool, they have the funds for a lot longer then they let on, and even now they have huge reserves that they are not announcing, don't you find its a bit strange that we are the 5th richest club in the world but we rank in terms of
success below twentieth or even lower, don't you notice how good players become average and great players leave, don't you notice we have no game plan, there are so many good things are happening
with Arsenal but only
business terms not on the pitch.
What we have actually
done is sacrifice short term
success to create a sustainable
business that can now compete
with the super clubs!
From a fan's perspective, there now doesn't appear to be much motivation from those
with power at the club to
do anything to drive it forward and put
success on the pitch at the forefront of the
business.
I still find this whole segment a bit puzzling — just because Dino is afraid to turn his successful
business over to a complete stranger (and one who doesn't have a great track record of instituting changes
with long term
success — just ask Huntington, W. VA) doesn't really tell me anything meaningful, except that Dino is a smart businessman.
And what they say may be true... But context is often the key to putting forward a message, and Google creates a prominent platform for Wikipedia, and
with most of its competitors essentially copying Google — perhaps due to its
success; I'm not a «Master Mason» so I wouldn't know all the insider practices of
businesses — doesn't Wikipedia end up being the defacto source for «Truth Creation,» that is, the go - to source for those who wish to access a truth becomes a go to source for those
with an interest in governing by creating those things which people believe to be true, assuming most people live their own lives according to what they believe...
I think what he needs to
do is to embrace that model of a market - based economy where we are supporting
business success, but where we also want to see a socially inclusive society
with principles of social justice where we're creating opportunities for people and leaning against inequalities of society in everything we
do.
WHITE PLAINS, NY — County Executive Robert P. Astorino will welcome Westchester - based minority and women - owned
businesses (MWBE) as they learn how to
do business with Westchester County and construction company C.W. Brown / LeChase at the 2016 Leap Toward Success With Us event on Monday, February 29, at Mercy College in Dobbs Fe
with Westchester County and construction company C.W. Brown / LeChase at the 2016 Leap Toward
Success With Us event on Monday, February 29, at Mercy College in Dobbs Fe
With Us event on Monday, February 29, at Mercy College in Dobbs Ferry.
I think what he needs to
do is to embrace that model of a market - based economy where we are supporting
business success, but where we also want to see a socially - inclusive society
with principles of social justice where we're creating opportunities for people and leaning against inequalities of society in everything we
do.
When it comes to having
success in your coaching
business, it may be that your mindset has more to
do with your
success or failure than you realize.
If you want to lose some weight so that you can make more memories
with your family,
do more things, maybe have more
success in your
business... and if you get endorphins going, eat better so you feel more nourished, and have better sleep, all those things tie in really nicely.
There was a wide variety of career paths and roads to
success, but surprisingly enough, the biggest take away for me had far less to
do with growing my
business, but more to
do with living a balanced life everyday.
Surely her personality has a lot to
do with her
success, but it is her keen eye for fashion trends and
business knowledge that has brought her to where she is today.
You will find everything that has anything to
do with getting your job search started on the right foot, keeping your search momentum and even ideas for your
success as a solopreneur or small
business!
I argued that television was a volatile industry in which
success and failure were determined week by week; Mr. Jensen
does not like volatile industries and suggested
with a certain sinister silkiness that volatility in
business usually reflected bad management.