Sentences with phrase «future business strategies»

Private label has emerged as a healthy competitor to national brands; ignoring this fact could be quite dangerous to your future business strategies.

Some of the online dating industry's most recognized owners will discuss future business strategies, which include marketing, acquisitions and new technology.

The internet dating industry's most recognized CEOs will discuss their future business strategies, including marketing, acquisitions and new technology.

The internet dating industry's most recognized C - level executives and new startup founders will discuss their future business strategies, including marketing, acquisitions and new technology.

Such forward - looking statements are based on numerous assumptions regarding Rio Tinto's present and future business strategies and the environment in which Rio Tinto will operate in the future.

FLAT ROCK, MI — Bosch USA President Michael Mansuetti expects the industrial conglomerate will enjoy sales gains this year across its North American business segments, driven by demand from automotive customers for its emerging mobility technologies such as advanced - safety and autonomous - driving equipment, but admits international trade talks cast some uncertainty over future business strategy.

'' Two degree scenarios need to become the new default setting for how companies report on their future business strategy — it's not clear what the oil majors are so afraid of that they resist focusing on a smaller higher margin business.»

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.

Having founded a video game company, and with major investments in an eyewear company, Piqué is increasingly involved in business strategy himself; in 2017 he underwent an executive program at Harvard Business School, and he says he hopes to run Barça in the future, after he finally retires from football, probably in a few years&raqubusiness strategy himself; in 2017 he underwent an executive program at Harvard Business School, and he says he hopes to run Barça in the future, after he finally retires from football, probably in a few years&raquBusiness School, and he says he hopes to run Barça in the future, after he finally retires from football, probably in a few years» time.

Small companies that can spot opportunities on the horizon, identify potential threats and re-evaluate its business strategies with digital at the forefront will dominate the marketplace of the future.

Every business should have an extensive customer retention strategy in place since it is a worthwhile investment for generating revenue for the future.

The course will give an overview of the current and future uses of neuroscience in business and how you can apply it to your own social media and marketing strategy.

An entrepreneur will put up a detailed description of his / her business on a platform such as Kickstarter — goals of the business, future financial strategies for turning a profit, the target audience, how much funding he / she needs and for what reasons, etc. — and then consumers can read about the business and give money if they choose.

The two strategies represent dramatically different bets on the future direction of the media business.

This press release includes certain forward - looking statements concerning the departure and appointment of an officer, the future performance of our business, its operations and its financial performance and condition, as well as management's objectives, strategies, beliefs and intentions.

If you'd still like a say in the future direction of the business you worked so hard to build, you should include this in the strategy, as well.

the company plunged deeper into crisis: Execution problems bedeviled Jung's far - reaching growth plans; management made bold projections about the future of the business without the strategies or expertise to deliver results.

As constant technological advances and evolving strategies shape the future of business, Dalio tells CNBC Make It three critical skills he believes everyone will need to get ahead.

The appeal of the 401 (k) financing strategy is pretty obvious in this economic climate - a bad small business - lending environment, lots of people with business skills in the unemployment line, a way to seize control of your retirement funds without penalty - but it truly is a matter of betting your future on the present.

In a business where margins are paper - thin and the future is perpetually uncertain, it's the only strategy that makes sense.

A business strategy simply can not succeed without an integrated, future - focused leadership plan to execute it.

«Planning before year - end will provide valuable insight about current tax savings strategies for your business while estimating future retirement benefits for both you and the employees.

In «The NHL in 2025» we examine how the future NHL can flourish in Canada if it adopts a different business strategy.

It also makes sense for managers to carefully examine how employees pool company resources, form alliances and achieve common objectives, according to Future Think CEO Lisa Bodell, writing in PWC Strategy + Business.

Attribution insights enable you to answer specific questions that are of value to your business, as well as identify underlying trends that will inform your future strategies.

Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.

In addition, they can reposition strategy for the future to help seize the rule as an opportunity to enhance strategies, challenge business models and accelerate many of the ongoing efforts already taking place across the industry.

How you measure the effectiveness of your digital strategy will be different for each business and dependent on your goal (s), but it's vital to ensure you're able to do so, as it's these metrics which will help you adjust your strategy in the future.

Instead, they offer piece meal «nickel and dime» strategies including cutting small business taxes (not helpful)-RRB-, providing renovation tax credits in the future (definitely not helpful), extending accelerated depreciation on business investment (hasn't helped so far), and new incentives for research and innovation (very expensive incentives already exist).

A startup requires a comprehensive business plan outlining mission statement, future visions and goals as well as management and marketing strategies.

If you are in Quebec, you might apply for the Youth Strategy Program CED - CFDC, which may provide a personal loan of between $ 5000 and $ 15,000 and personalized assistance to young entrepreneurs who want to start, expand or modernize a small business «within the territory of one of Quebec's Community Futures Development Corporations».

No business exists in a vacuum, so in setting our future strategy it is important to look at the economic and regulatory developments affecting all of our operations, especially those in our domestic market.

The end goal is that these elements should combine to help inform an organization's future strategy for business, sales, and marketing.

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.

We urge the Government to provide further detail on its proposals for the UK's future trading and regulatory relationship with the EU, and to iron out its initiatives to narrow the skills gap and enhance business productivity through the Industrial Strategy.

Business leaders with a mandate to create growth strategies, drive innovation, and allocate scarce resources across markets have told us they would value an objective perspective on future shifts in consumer demand around the world.

From start - up costs to new expansion strategies, establishing a strong business credit profile with diverse accounts can help make or break your immediate and future business plans.

Forward - looking statements are based on estimates and assumptions made by BlackBerry in light of its experience and its perception of historical trends, current conditions and expected future developments, as well as other factors that BlackBerry believes are appropriate in the circumstances, including but not limited to the launch timing and success of products based on the BlackBerry 10 platform, general economic conditions, product pricing levels and competitive intensity, supply constraints, BlackBerry's expectations regarding its business, strategy, opportunities and prospects, including its ability to implement meaningful changes to address its business challenges, and BlackBerry's expectations regarding the cash flow generation of its business.

James has written extensively in the business press, from Harvard Business Review to The Wall Street Journal, on topics of branding, international expansion, growth strategy and the Firm of thebusiness press, from Harvard Business Review to The Wall Street Journal, on topics of branding, international expansion, growth strategy and the Firm of theBusiness Review to The Wall Street Journal, on topics of branding, international expansion, growth strategy and the Firm of the Future.

Is a cost - effective solution for short - term projects and business cycle peaks Boosts corporate presence on campus Develops a long - term sustainable recruitment strategy, as you can fill full - time roles with past Co-op students Students are pre-screened and go through a competitive application process Contributes to the development of the future work force Supports continuous learning

On one hand, e-commerce is killing traditional brick - and - mortar business, but on the other, you'll have a hard time finding a company whose future growth strategy doesn't rest on developing its online channels.

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If you are a senior leader or majority owner in a privately - owned business without a succession system in place, you should be concerned, and here's why: without a proper succession plan in place for you and the executive team, and a talent development strategy for the organization, your firm is likely to run into ownership transfer challenges in the future.

The marketing course will give an overview of the current and future uses of neuroscience in business and how you can apply it to your own social media and marketing strategy.

Note on forward - looking statements: This press release contains «forward - looking statements» within the meaning of federal securities laws, including the information concerning possible or assumed future results of operations, business strategies, financing plans, potential growth opportunities, potential operating performance improvements, benefits resulting from the separation of Marriott International and Marriott Vacations Worldwide, and similar statements concerning anticipated future events and expectations that are not historical facts.

From the starting the conversation with their families around succession to exploring investment strategies, and considering business opportunities, the message is clear — it's never too early for the next generation to look to the future and start the planning process.

All statements other than statements of historical facts contained in this release, including, without limitation, those regarding our business strategy, financial position, results of operations, plans, prospects and objectives of management for future operations (including expected charitable donations), are forward - looking statements.

Fortunately, there are a number of strategies you can utilize to soften the blow, particularly before major life events such as selling your business or transferring wealth to future generations.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

The Lee - Chin Institute helps current and future business leaders integrate sustainability into business strategy and practices by developing and disseminating research, tools and curricula.