Sentences with phrase «from being in their good company»

However, when I now consider all those reasons NOT to buy flowers, I have a different perspective that stems from being in their good company all these years.

Not exact matches

That vision and his company's incredible financial performance — Nvidia has been growing profits at better than 50 % annually and its stock has leapt from $ 30 to above $ 200 in two years — make Huang the clear choice as Fortune's Businessperson of the Year for 2017.

We will work to assist all employees and contractors who may be directly impacted by the order, both those who may be traveling, as well as those currently in the United States from one of the restricted countries with Green Cards or visas,» the company told Fortune.

Rumours of Verizon's entry into Canada recently subsided with the company's purchase of Vodafone's 45 % Verizon stake, as well as statements from Verizon's CEO indicating that the company wasn't particularly interested in going north.

The UK capital hopes to lure talent with its East London «Silicon Roundabout,» (OK, a «roundabout» sounds a bit dinky compared to a whole «valley,» but the area boasts a new Google - sponsored space for start - ups as well as 300 innovative companies) as well as measures to boost the city's start - up scene, including # 75 million in funding for high - tech small and medium businesses from the government's new Innovation and Research Strategy for Growth and the Digital London summit showcasing local tech talent that's due to be held March 13 to 14.

Someone can see what they feel is the greatest advertisement in the world and be dead set on buying from that company, but if a friend tells them good things about another company that offers the same goods or services, most of the time they will take their friends advice and go with the alternative company.

Comments praising East Coast's service from people in the horse industry who have a wide reputation is the best advertising tool the company could have.

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 grand plan is that the company will eventually have content available on the full range of media platforms anywhere in the world, from traditional print publications and cable channels to snappy websites with streaming video suitable for hand - held devices, as well as downloadable digital magazines.

By creating a well - written and impacting press release, it is possible to go from unheard of to popular in no time, especially if your press release is picked up by a big news company.

Companies that are fairly well established in one market can make the mistake of transferring assumptions from the home market to a newly formed division.

In fact, profits are coming from a concept not focusing on maximizing profits, but instead focusing on what a company can do environmentally and socially to impact the world in a better waIn fact, profits are coming from a concept not focusing on maximizing profits, but instead focusing on what a company can do environmentally and socially to impact the world in a better wain a better way.

Lewenza recommends buying stocks in integrated companies — those that both produce and refine oil, so that one part of the business is essentially benefiting from the misfortune of the other — as well as in oil transportation, such as pipeline companies.

And while they highlight celebrity endorsements for big companies (with the exception of Rebecca Minkoff, who was making clothes out of her studio apartment at the time), the good business lessons learned from setting up and cashing in on such high - vis endorsement deals can easily be applied to small companies.

The gathering is intended to probe what companies from Johnson & Johnson to 3M to Samsung — as well as every leading consulting firm across the globe — have already discovered: that smart, creative, and bold «design thinking» is one of the most essential (if too - often - overlooked) pathways for companies to build better products, connect with customers, improve their collaborations, and make the day - to - day corporate processes that now drive most of us crazy less crazy - making in the future.

The system also allows the job to be tracked from acceptance, through production and delivery.CJ King is currently providing door - to - door UK turnaround in four working days on jobs that would normally take two to three weeks in the UK.By implementing a high level of integration and standardisation over the whole prepress, print and finishing process, the company is able to run large jobs over multiple presses achieving identical results, as well as short runs without delays in changeover and make readies.

The jaunty outlook is recharging animal spirits in corner offices: In its January survey of small companies, the National Federation of Independent Business found that 32 % of the enterprises rated the present climate «a good time to expand»; that was a record high and a threefold increase from late 201in corner offices: In its January survey of small companies, the National Federation of Independent Business found that 32 % of the enterprises rated the present climate «a good time to expand»; that was a record high and a threefold increase from late 201In its January survey of small companies, the National Federation of Independent Business found that 32 % of the enterprises rated the present climate «a good time to expand»; that was a record high and a threefold increase from late 2016.

Expanding its retail presence could be crucial to Sonos, as the company aims to compete with speakers from companies like Apple, Google, and Amazon with superior sound — something that is best experienced in person.

Dataminr is the biggest player in a nascent industry — call it alternative big data for big finance — that has exploded in the past six months: In March it raised $ 130 million from Fidelity as well as other investors, including former Citigroup (C) CEO Vikram Pandit, valuing the company at $ 700 millioin a nascent industry — call it alternative big data for big finance — that has exploded in the past six months: In March it raised $ 130 million from Fidelity as well as other investors, including former Citigroup (C) CEO Vikram Pandit, valuing the company at $ 700 millioin the past six months: In March it raised $ 130 million from Fidelity as well as other investors, including former Citigroup (C) CEO Vikram Pandit, valuing the company at $ 700 millioIn March it raised $ 130 million from Fidelity as well as other investors, including former Citigroup (C) CEO Vikram Pandit, valuing the company at $ 700 million.

The company has raised more than $ 230 million in venture capital since its founding, from investors such as Sigma West and Ignition Partners, and is using that money to rapidly expand its business outside the U.S.. It's well on its way: DocuSign is available in 43 languages.

«Far and away the biggest value - creating step that a company can have is evolving from concept to drug,» says Brian Bapty, a biotechnology analyst with Vancouver - based brokerage Raymond James Financial Inc. «It's one of the best businesses to be in, albeit one of the higher - risk businesses.»

Although data compiled by the British company best known for transporting banknotes in armoured vans shows people are increasingly paying for anything from their daily coffee to online bargains with cards and mobiles, Chief Executive Ashley Almanza said G4S is defying its own expectations.

CEO Randy Eresman noted in the Calgary - based company's 2011 year - end results: «For the industry as a whole, near - term natural gas prices are at levels below what it costs to add most new production, and in some places, may even be below what it costs to produce from existing wells.»

They are subject to future events, risks and uncertainties - many of which are beyond the company's control - as well as potentially inaccurate assumptions, that could cause actual results to differ materially from those in the forward - looking statements.

In this context, «hard» business applications are such things as manufacturing and financial management software from companies like SAP and Oracle, and the databases that underly those applications as well as transactional systems that — should they fail — cost companies big money.

The company is halting production of Nitro Cold Brew «until an additional step in the manufacturing process is implemented,» and the product has been removed from its online store as well as store shelves.

In 2009, McCain removed unfamiliar and unpronounceable ingredients from its products as part of the company's «It's all good» commitment, which cost more than $ 10 million in research and developmenIn 2009, McCain removed unfamiliar and unpronounceable ingredients from its products as part of the company's «It's all good» commitment, which cost more than $ 10 million in research and developmenin research and development.

Analysts say Match.com is best positioned to capitalize on the surge, so much so that Topeka has increased the value of the company's stock to $ 98 from $ 78 and recommends investors purchase shares of IAC in anticipation of a Match.com spinoff.

While she seems to be leaving the yoga - loving company in good spirits, one thing's for sure: Lululemon's board is probably feeling far from zen.

By analyzing data and employing A / B testing to decipher, for example, how its opening in Miami differed from its opening in Atlanta, the company quickly identified key indicators that a market was a good fit, namely cities with «significant population density, restaurant density... and a high percentage of independent restaurants,» says Zabusky.

By that metric, and every other, Port Equipment has done phenomenally well: In five years it's grown from five employees to 50 who are spread out among the six intermodal yards the company now maintains for Norfolk Southern (NYSE: NSC).

The big Canadian retailers don't publish monthly sales figures, but it's understood from companies operating in both countries that while the Canadian market has fared better than the U.S., it has still seen declines.

KIND bars faced some problematic press in 2015 as well, when a warning letter from the U.S. Food and Drug Administration said several of the company's products weren't as healthy as advertised.

Factors which could cause actual results to differ materially from these forward - looking statements include such factors as the Company's ability to accomplish its business initiatives, obtain regulatory approval and protect its intellectual property; significant fluctuations in marketing expenses and ability to achieve or grow revenue, or recognize net income, from the sale of its products and services, as well as the introduction of competing products, or management's ability to attract and maintain qualified personnel necessary for the development and commercialization of its planned products, and other information that may be detailed from time to time in the Company's filings with the United States Securities and Exchange Commission.

Ultimately, good companies raise capital faster, from better investors, and at better terms, but there are other factors in play, too.

In about 90 days we went from wondering how we were going to pull together our next financing round to getting meetings with investors we thought would be a good fit for the company.

The timing for this growth is ideal, as a recent study from Better Buys found that 42 % of companies plan on leveraging mobile BI solutions in the near future.

One of the best examples of a visionary CEO is Steve Jobs who transformed Apple from a niche computer company into the most profitable company in the world.

Samantha Godfrey, CEO and co-founder of San Diego - based Pharmly, a pharmaceutical bidding marketplace that graduated from the program in June, says her company benefited from mentors who gave guidance for which she would have paid top dollar had she been working on her own, as well as from $ 60,000 in credit for Microsoft's Azure cloud platform.

Now, years later, they have transitioned and grown into being a company with millions of dollars in revenue from the product they initially designed to help them provide a better service.

M&A will never be 100 % successful and we learn from every deal we do, and so not to pick on any specific deal, but I've learned, based on relative success of deals we've done in the past, is making sure the key leaders at the company share a vision with the founder, making sure the strategy drives the M&A, as opposed to the M&A driving the strategy, and making sure we have good support mechanisms for these companies after they come in.

There have been a variety of studies showing that women in leadership roles equates to better company performance, including a report from Credit Suisse that says that companies with more than one woman on their boards have outperformed those with no women on their boards in the stock market.

In fact, there's a good chance that your business, or even your department, would get a good deal of value from a speech like this — as companies ranging from Cisco to General Motors to Johnson & Johnson have learned.

In most cases, it's not even the best option — not for founders, not for investors and not for our national economy (especially since many early - stage Canadian companies benefit from generous government incentives issued with the assumption that they'll stick around).

But in reality, a bigger danger to many companies and to customers» sensitive data comes from seemingly benign faces inside the same companies that are trying to keep hackers out: a loan officer tasked with handling customers» e-mail, an attendant at a nursing home, a unit coordinator for the main operating room at a well - regarded city hospital.

The startup, which has $ 51 million in funding from Sequoia Capital and Silver Lake Kraftwerk as well as Autodesk's Spark Investment Fund, now counts Ford as a customer in the company's early access program for its device, which isn't being sold to the general public as of yet.

«If you're in India and you want to establish a longer - term relationship with a company, you'd like to know that the company comes from a country with solid finances, good technology and a stable workforce and government,» he says.

Trying to compete against Chinese companies that can harness the vast flow of migrants moving from the countryside into the cities — well, that's like trying to sell air conditioners in Inuvik.

Indeed, about 90 % of the company's $ 5.3 million revenues (2012 figures) came from 120 different countries, but its primary customers are a handful of huge multinational printing equipment producers, like Cannon and Samsung, as well as some large distributors and dealers of printers in both the U.S. and Europe.

For Dell, a giant business technology company is better suited to thrive in a rapidly changing technology landscape where businesses are increasingly buying less data center hardware and instead renting computing capacity from big cloud computing providers, like Amazon Web Services (amzn) and Microsoft (msft).