Sentences with phrase «global product strategy»

Developed under its «One Ford» global product strategy in Europe, the Ford Transit and Ford Transit Connect models will be sold in Europe, North America and other worldwide markets, with product ranges tailored to the needs of customers in each region.

Ford's global product strategy, which focuses on sharing platforms among multiple vehicles, receives a shot in the arm with the announcement the automaker will whittle its global platform count down to eight.

With Ford's global product strategy, there might even be enough volume to justify a high - strung Fusion with this same 3.5 - liter EcoBoost V - 6.

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.

«In true Canadian fashion, most traders declared beer o'clock» when they saw that the TMX was closed,» said Karl Schamotta, director of global product and market strategy at Cambridge Global Payglobal product and market strategy at Cambridge Global PayGlobal Payments.

Matt King, global head of credit products strategy at Citi, discusses the Libor - OIS spread and U.S. Treasurys.

Matt King, global head of credit products strategy at Citi, discusses the shift in market sentiment following China's announcement of new tariffs on U.S. products.

I am looking forward to seeing how this inclusive mindset continues to grow and play out across leadership and business strategy — especially as we look into the new year toward Davos, which will focus on strengthening global cooperation and inclusivity across regions and industries, as well as how organizations communicate differently with customers to empower those around them to be agents of the change, not merely products of it.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

Gary Lin is the founder and CEO of Glispa Global Group, where he leads growth strategy, operations, and product innovation.

«It's certainly more of a hawkish tilt in the minutes,» said Karl Schamotta, director of global product and market strategy at Cambridge Global Payments in Toglobal product and market strategy at Cambridge Global Payments in ToGlobal Payments in Toronto.

Our Global Market Strategies segment, established in 1999 with our first high yield fund, advises a group of 46 active funds that pursue investment opportunities across various types of credit, equities and alternative instruments, including bank loans, high yield debt, structured credit products, distressed debt, corporate mezzanine, energy mezzanine opportunities and long / short high - grade and high - yield credit instruments, emerging markets equities, and (with regards to certain macroeconomic strategies) currencies, commodities and interest rate products and their deStrategies segment, established in 1999 with our first high yield fund, advises a group of 46 active funds that pursue investment opportunities across various types of credit, equities and alternative instruments, including bank loans, high yield debt, structured credit products, distressed debt, corporate mezzanine, energy mezzanine opportunities and long / short high - grade and high - yield credit instruments, emerging markets equities, and (with regards to certain macroeconomic strategies) currencies, commodities and interest rate products and their destrategies) currencies, commodities and interest rate products and their derivatives.

Since joining the firm in 1998, Adel has also worked as a Portfolio Manager in the Global Structured Products Group focusing on a broad range of international and domestic strategies.

«Any hiccup in U.S. refined product exports is highly disruptive to the supply chain given the dependency of nations like Mexico and other Latin American countries on the U.S.,» Michael Tran, director of global energy strategy at RBC Capital Markets, told Reuters.

Adel is a Senior Portfolio Manager in the Global Quantitative Active Equity Group, where he focuses on managing global investment strategies, product development and quantitative research within developed maGlobal Quantitative Active Equity Group, where he focuses on managing global investment strategies, product development and quantitative research within developed maglobal investment strategies, product development and quantitative research within developed markets.

Prior to Messenger, David was President of PayPal, where he led the payments company's global expansion and product strategy.

He also directs the product management team's work defining product strategy, and global customer support and success.

Prior to joining MFS in 2015, Chris was a vice president of Eaton Vance Management, director of product and portfolio strategy for equity mandates and an institutional portfolio manager for Eaton Vance's broad suite of equity investment strategies, including US Large Cap Value, Hexavest Global and International Equity, Parametric Emerging Markets and the Richard Bernstein Advisors strategies.

Earlier positions included Head of Global Credit Portfolio and Credit Policy and Strategy, Head of North American Structured Credit Products, co-Head of Asset Backed Securitization and Head of Global Credit Derivatives Marketing.

Over time, MFS has been a leading innovator in the asset management industry, including creating one of the first in - house research departments in the mutual fund industry in 1932, launching the first high - yield municipal bond fund and the first global balanced fund, and more recently creating «outcome - oriented» products, such as its line of target - risk, target - date, and other asset allocation strategies.

She began her career as an analyst at IDC, advising Fortune 100 tech clients on global market entry and expansion, before moving on to product, operational and strategy roles at SAP and Salesforce.com.

Justin Christofel is a portfolio manager and member of the BlackRock Multi-Asset Strategies (MAS) team, which is responsible for developing, assembling, and managing both global tactical asset allocation products and outcome - oriented solutions.

Two months before the presidential election of 2000, the PNAC unipolarists issued a position paper titled «Rebuilding America's Defenses: Strategy, Forces and Resources for a New Century» that spelled out the particulars of a global empire strategy: repudiate the ABM treaty, build a global missile defense system, increase defense spending by $ 20 billion per year to 3.8 percent of gross domestic product, and reinvent the U.S. military to meet expanded obligations throughout thStrategy, Forces and Resources for a New Century» that spelled out the particulars of a global empire strategy: repudiate the ABM treaty, build a global missile defense system, increase defense spending by $ 20 billion per year to 3.8 percent of gross domestic product, and reinvent the U.S. military to meet expanded obligations throughout thstrategy: repudiate the ABM treaty, build a global missile defense system, increase defense spending by $ 20 billion per year to 3.8 percent of gross domestic product, and reinvent the U.S. military to meet expanded obligations throughout the world.

In our consumer segment, our global strategy councils are targeting local product successes with universal appeal, plus we're devising innovative ways to drive regional sales.

The dairy farming cooperative said it aims to be the most collaborative innovator in the $ 400bn global dairy market, and expects the new facility to play a central part in Arla's pursuit of its strategy, Good Growth 2020, by adding more value - added products to Arla's markets around the world.

The Australian company is focusing on optimal product mix, leveraging its global multi-hub strategy and sales network, expanding its foodservice business, and growing market - leading brands and nutritional business.

The overarching aim of the strategy is to position the Australian vegetable sector so it is recognised by the global industry as leading marketers of premium, quality, safe, reliable, branded products.

He has created and implemented global packaging strategies in the U.S., Europe and Asia, and has worked in every category, from consumer products to pharmaceuticals.

Both the Innocenti Declaration and the Global Strategy stress the need for countries to restrain infant formula manufacturers from aggressively marketing and promoting their products by adopting and implementing the Code.

Nestlé's responsibilities in this area are clearly set out in the World Health Assembly's Global Strategy and are limited to marketing its products in accordance with the international standards.

In consideration of global public health recommendations, including WHA Resolution 63.23, the WHA Global Strategy of Infant and Young Child feeding and the global impact of exports from the Union to third countries, the labelling and marketing of processed baby foods should make it clear that these products are not adequate for use by infants of less than 6 months of age and should not undermine the 6 month exclusive breastfeeding recommendation; Considers therefore that the labelling and marketing should be revised in line with WHA recommendations for foods for infants and young chiglobal public health recommendations, including WHA Resolution 63.23, the WHA Global Strategy of Infant and Young Child feeding and the global impact of exports from the Union to third countries, the labelling and marketing of processed baby foods should make it clear that these products are not adequate for use by infants of less than 6 months of age and should not undermine the 6 month exclusive breastfeeding recommendation; Considers therefore that the labelling and marketing should be revised in line with WHA recommendations for foods for infants and young chiGlobal Strategy of Infant and Young Child feeding and the global impact of exports from the Union to third countries, the labelling and marketing of processed baby foods should make it clear that these products are not adequate for use by infants of less than 6 months of age and should not undermine the 6 month exclusive breastfeeding recommendation; Considers therefore that the labelling and marketing should be revised in line with WHA recommendations for foods for infants and young chiglobal impact of exports from the Union to third countries, the labelling and marketing of processed baby foods should make it clear that these products are not adequate for use by infants of less than 6 months of age and should not undermine the 6 month exclusive breastfeeding recommendation; Considers therefore that the labelling and marketing should be revised in line with WHA recommendations for foods for infants and young children;

She has over 25 years of experience in global health across research, public health, and philanthropic sectors, with focus on strategy, global health product development, and the introduction and scale - up of tools and strategies resulting in impact on endemic populations.

• Work in close partnership with global merchandising and design to ensure that the marketing strategy for each brand is aligned with the seasonal vision of the brand & product collections.

Recognized around the world as a leading source of colour information through seasonal trend forecasts, custom colour development, and palette recommendations for product and corporate identity, Pantone Color Institute partners with global brands to leverage the power, psychology and emotion of colour in their design strategy.

She will share insight into the global dating platform's current brand state and direction, from key online marketing initiatives, product updates to messaging strategies.

Global e-learning industry expertise and professional services include operational strategy and execution, product development and management, M&A due diligence and post acquisition integration support.

In this role, Ramos developed global and regional sales and marketing strategies for several financial products and technology platforms.

«The new Ford Focus is a clear demonstration that our ONE Ford strategy is providing global consumers with great products that harness the best of Ford Motor Company,» said Alan Mulally, Ford's president and CEO.

The transmission is designed as a product for the global market with a consistent common - part strategy.

Expands aftermarket business with the launch of TOKICO branded suspension product lineup at the 14th Delhi Auto Expo 2018 New Delhi, February 8, 2018 — In line with Hitachi Automotive Systems Global growth strategy to -LSB-...]

The global strategy calls for increased sensibility to women buyers in product development and design, marketing, advertising, training, corporate image and retailing.

The new, 2019 Ford Focus has been re-engineered from the ground up, and although it's still a global product, Ford has changed tack with regard to its «One Ford» strategy, more thoroughly tailoring the compact car for each individual market in which it will be sold.

It is one of several new products Land Rover and Jaguar, which are both owned by India's Tata Motors, are developing as part of a global growth strategy.

Frank van Meel is available to discuss the global BMW M brand, overarching strategy of BMW M, as well as the entire BMW M product portfolio including the all - new BMW M3 CS.

The American automaker will invest $ 142 million to manufacture the EcoSport, which is a global product and in - line with the company's One Ford strategy.

Frank van Meel is available to discuss the global BMW M brand, overarching strategy of BMW M, as well as the entire BMW M product portfolio.

When this product (finally) arrives on the market, Sony will regret it's limited market strategy (I hope for them it was a strategy, and not a blindness to the opportunity Sony had to reach a global market share with their successful product).

It is the same marketing concept with a different marketing strategy which is aimed to focus the global market by promoting its product or services.

A global marketing assignment should also narrate the products and global services which are in trend and the scope of new marketing strategy to enter the global competition.

This is yet another sign that the Seattle - based e-commerce giant is gearing up its mobile device business to lead its global expansion strategy, after years of giving its Kindle products a rather sluggish international rollout.