Sentences with phrase «future company strategy»

The hiring client meets with the search firm to outline search requirements, timelines, future company strategy and mission, and give an idea of culture.

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» time.

In an interview with Maclean's, Caira stated that future battles with competitors «are not going to be won, in my view, with who has the best strategy... The companies that will win will be the companies that can execute flawlessly at the store level.»

Public relations should be taken into consideration when determining a strategy for the future and is critical to the success of your company.

According to analysts, if and how Tim Hortons alters its expansion strategy and capital structure will likely be the main point of contention amongst the company's shareholders in the near future.

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.

«Thinking back to 2016, everyone was concerned for their jobs and the future of the company and industry,» said Scott Treadwell, Calfrac's vice-president of capital markets and strategy.

Any tech - enabled company that intends at some point in the future to take growth investment or sell the company, will undergo a tremendous level of due diligence around their IP strategy and protections.

But the company has staked its future on a new sort of expansion strategy — a joint venture with Bombardier, announced in February.

It's long - term - thinking strategy and one of the best investments companies can make in their futures.

The vote will represent a choice between Broadcom's strategy, under Tan, of acquiring companies and focusing on boosting profits, or Qualcomm management's promise of future growth fueled by investment in new products and technology.

The call will include a review of the company's first quarter results as well as a discussion of the company's strategy and expectations for the future.

«There won't be any one device that controls us,» Nadella says of the future of technology, when I ask him what role the cloud plays in the company's overall strategy.

The confusion surrounding HP's future led to precipitous drops in the company's stock price last month, with shares plummeting on August 19, the day after it made its strategy announcement.

Addante will remain as company chairman to «help Rubicon Project's vision, strategy and thought leadership for the future,» with the switch in leadership of the company coming a time of massive speculation over its future.

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.

The company's future — and its giddy stock price — hinge on a seemingly paradoxical strategy: Tesla isn't profitable selling cars for $ 70,000 and up, but it's planning to sell a model for half that price starting in 2017.

Reasonable people can argue about VMware's future in cloud - oriented data centers, but every company with any sort of public cloud strategy wants to win over existing VMware vSphere customers.

Paying $ 50 a share for AOL is so far above any realistic value for that company that it feels more like a Hail Mary pass than a strategy that comes out of some consistent vision of the company's future.

His second strategy focused on a longer - term solution that in the future might allow the company to broaden its scope of health benefits.

Drug makers have asserted that benefits managers, who negotiate rebates and discounts with drug makers and then partially pass those savings on to insurance companies and consumers, are part of the reason that list prices have risen so much, since biopharma companies must incorporate the expected future discounts into their pricing strategies.

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.

Employing such a strategy not only adds to your company's growth, it also eliminates another barrier standing in your way of future growth — namely, a real or potential competitor.

FORWARD - LOOKING STATEMENTS; ADDITIONAL INFORMATION Certain statements in this document, including statements relating to the proposed combination of SolarCity Corporation («SolarCity») and Tesla Motors, Inc. («Tesla») and the combined company's future financial condition, performance and operating results, strategy and plans are «forward - looking statements» within the meaning of the Private Securities Litigation Reform Act of 1995.

Highlights include discussion of company's Shipt deal and approach to M&A; curbside drive - up and fulfillment option strategy; the future of labor; and how TGT aims to manage profitability in the face of change

Establish competency models Have clear, measurable, objective goals for each level of the organisation to ensure employees» competencies are aligned with the company's future strategy.

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.

Some Florida homeowners are discovering their insurance companies are employing an interesting strategy to avoid future claims costs.

In those areas that we have mapped, it typically takes us a few hours to go from a mechanism - inspired idea for treating a disease to knowing the companies that might have relevant clinical and preclinical assets to license, the companies from whom a candidate could be commissioned, trial designs and endpoints, competing and complementary agents, current and future standard of care, market size, comparable pricing, financing strategy, and potential acquirers, all meant to enable a thoughtful first - pass assessment of whether an idea could be worth a much deeper assessment.

After such a successful career, how could one not be optimistic about the future of growth equity investment opportunities; Dick said he thinks «the future of growth equity is unbounded, particularly as quality, new companies continually decide to defer IPO's so they can optimize their debut after key strategies are in place.»

«The future of growth equity is unbounded, particularly as quality, new companies continually decide to defer IPO's so they can optimize their debut after key strategies are in place.»

Far from being just an exercise in risk mitigation, this represents a significant growth opportunity for companies that successfully anticipate the products, strategies, and services that the future will demand.

After two years of transforming the strategy, financial profile, and culture of the company, ING U.S. began trading as a public company on the NYSE under the ticker symbol VOYA, which represents its future brand identity, Voya Financial.

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.

Employee loyalty also hinges on understanding and believing in the company's strategy for the future, according to a recent Bain survey.

PREVISIONI; ULTERIORI INFORMAZIONI Certain statements in this document, including statements relating to the proposed combination of SolarCity Corporation («SolarCity») and Tesla Motors, Inc. («Tesla») and the combined company's future financial condition, performance and operating results, strategy and plans are «forward - looking statements» within the meaning of the Private Securities Litigation Reform Act of 1995.

Wikipedia gives a crisp definition of DGI — a strategy that involves investing in company shares according to the future dividends forecast to be paid.

Now, the company will follow CEO Chieh Huang's original strategy: He wished that the company stay private and then go public in the future.

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.

Its important for company founders and investors to agree on the projected capital structure as a confirmation that the entrepreneurs and investors are aligned and effectively communicating about future financings and the exit strategy for company.

The future of Tesla is ambitious and the company's strategy is even considered naïve by some.

Given that iPhone sales are now on the decline, watching to see what Apple does to innovate through a build versus buy strategy will be telling for the future of the company.

The MKM analyst noted that the company hasn't been quick to embrace innovative designs, and poor promotional and merchandising strategies are likely to weigh on margin figures as well as comparable - store sales in the future.

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.

Four concrete and relevant targets by 2025 In order to secure the future of chocolate, Barry Callebaut's new sustainability strategy includes four targets that the company expects to achieve by 2025 and that address the biggest sustainability challenges in the chocolate supply chain:

«The AVA Meat Depot model performs for today and is built for the future with an operating strategy to take care of today's meat - business needs,» the company explains.

«[From] handling company buyouts to handling strategies, [I have been] fine - tuning the company's vision for the future,» he says.

Four concrete and relevant targets by 2025 In order to secure the future of chocolate, Barry Callebaut's new sustainability strategy includes four targets that the company expects to achieve by 2025 and that address the biggest sustainability challenges in the chocolate supply chain: • Eradicate child labor from its supply chain • Lift more than 500,000 cocoa farmers out of poverty • Become carbon and forest positive • Have 100 % sustainable ingredients in all its products CEO Antoine de Saint - Affrique says: «The targets we have set ourselves after a thorough materiality analysis are bold, and we recognize that we do not have all the answers.

Also joining the afternoon program were Uinta Brewing Company chief marketing officer Jeremy Ragonese and Omnicom Media Group managing director Darrell Jursa, who examined the future of beer marketing, highlighting digital marketing strategies.