Sentences with phrase «great economic success»

The phenomenal rise in China's grain production from 90 million tons in 1950 to 392 million tons in 1998 was one of the great economic success stories of the late twentieth century.

In 2008, during a BBC One This Week interview between Abbott, Michael Portillo and Andrew Neil about who was history's worst dictator, Abbott said about the Chinese dictator Mao Zedong: «I suppose some people will judge that on balance Mao did more good than harm... He led his country from feudalism, he helped to defeat the Japanese and he left his country on the verge of the great economic success they are having now.»

«Indeed, other nations, who began their lives as independent states at the same time as we did, like Singapore, Malaysia and Korea, have emulated a similar model, and have also achieved great economic success.

I believe the next election is ours to win, thanks greatly to your personal great economic success.

Carlin said the «Bioscience Authority and Tom Thornton were the one the great economic successes in the history of Kansas.»

The show takes its name from architectural theorist Rem Koolhaas's «Delirious New York,» in which the city's grid plan that ignored geographical formations, necessitated its modern vertical growth as Manhattan aimed for greater economic success.

Not exact matches

The greatest success to come out of the MDG process is the product of messy, decentralized and often chaotic economic growth.

But the continued success of the emerging economic powers (which is by no means assured) may depend in no small measure on recognizing the virtues that made America great, while avoiding the pitfalls that brought it to this unhappy moment.

However, if the business can appeal to buyers with these attributes, sellers can have great success overcoming current economic roadblocks.

Starbucks has had great success in China as consumers view drinking lattes as a status symbol — it's also a trip that may become less frequent due to the economic slowdown.

This has been one of the great success stories of economic policy making in Australia.

I remember meetings as far back as 2008, for example involving senior United States or European government officials looking to be debriefed on the Chinese economy, in which the foreign (and some Chinese) analysts present spoke jauntily about the great success of China's growth policies and the brilliant future ahead, while many of the Chinese economists present were much more cautious and even gloomy as they discussed the sheer intractability of China's economic distortions.

iGlobal Forum's Real Estate Joint Ventures Dealmakers Meeting will give you greater insight into critical success factors for joint ventures in the current economic and real estate climate.

It has been argued that the quest for success has become more modest in the 20th century, after the great concentrations of economic power have made the more sensational kinds of upward mobility less likely, and especially after the great depression.

Although it will be incredibly difficult to ever match his contributions on the pitch, it's vitally important for a former club legend, like Henry, to publicly address his concerns regarding the direction of this club... regardless of those who still feel that Henry has some sort of agenda due to the backlash he received following earlier comments he made on air regarding Arsenal, he has an intimate understanding of the game, he knows the fans are being hosed and he feels some sense of obligation, both professionally and personally, to tell it like he sees it... much like I've continually expressed over the last couple months, this team isn't evolving under this current ownership / management team... instead we are currently experiencing a «stagnant» phase in our club's storied history... a fact that can't be hidden by simply changing the formation or bringing in one or two individuals... this team needs fundamental change in the way it conducts business both on and off the pitch or it will continue to slowly devolve into a second tier club... regardless of the euphoria surrounding our escape act on Friday evening, as it stands, this club is more likely to be fighting for a Europa League spot for the foreseeable future than a top 4 finish... we can't hope for the failures of others to secure our place in the top 4, we need to be the manufacturers of our own success by doing whatever is necessary to evolve as an organization... if Wenger, Gazidis and Kroenke can't take the necessary steps following the debacle they manufactured last season, their removal is imperative for our future success... unfortunately, I strongly believe that either they don't know how to proceed in the present economic climate or they are unwilling to do whatever it takes to turn this ship around... just look at the current state of our squad, none of our world class players are under contract beyond this season, we have a ridiculous wage bill considering the results, we can't sell our deadwood because we've mismanaged our personnel decisions and contractual obligations, we haven't properly cultivated our younger talent and we might have become one of the worst clubs ever when it comes to way we handle our transfer business, which under Dein was one of our greatest assets... it's time to get things right!!!

much like when a country can't divulge highly classified information publicly for obvious economic and military reasons, a professional soccer organization must keep certain things in - house so they don't devalue a player, expose a weakness, provide info that could give an opposing club leverage in future negotiations and / or give them vital intel regarding a future match, but when dishonesty becomes the norm the relationship between cub and fan will surely deteriorate... in our particular case, our club has done an absolutely atrocious job when it comes to cultivating a healthy and honest relationship with the media or their fans, which has contributed greatly to our lack of success in the transfer market... along with poor decisions involving weekly wages, we can't ever seem to get true market value for most of our outgoing players and other teams seem to squeeze every last cent out of us when we are looking to buy; why wouldn't they, when you go to the table with such a openly desperate and dysfunctional team like ours, you have all the leverage; made even worse by the fact that who wouldn't want to see our incredibly arrogant and thrifty manager squirm during the process... the real issue at this club is respect, a word that appears to be entirely lost on those within our hierarchy... this is the starting point from which all great relationships between club and supporters form... this doesn't mean that a team can't make mistakes along the way, that's just human nature, it's about how they chose to deal with these situations that will determine if this relationship flourishes or devolves..

Build upon existing economic development communities in Chicago and suburban counties and establish a metropolitan - wide agency to coordinate regional initiatives and encourage cooperation, not competition, throughout greater Chicago, as no less than 40 economic development organizations in greater Denver have recently done with considerable success.

«and the decision to stay out of the euro, as well as the broad macreconomic framework which brought Labour a long run of economic success, and the great crash of 2008.

«From tuition - free college for the middle class to the nation's boldest infrastructure agenda, our administration has an unprecedented record of success in fighting for greater social and economic opportunities for all,» Cuomo said.

The interconnection of airports with high speed rail is not particularly visionary as it has been done before with great success by our leading economic competitors.

The promise of a great public education for all children is under pressure not only from out - of - touch legislators, but from economic and societal factors outside school that make it much more difficult to achieve success within the classroom.

It should give us all great hope to know that the man who has led our state to new heights of economic success, efficiency and educational accomplishment will soon lead one of our state's top universities.

Societies with a strong middle class make greater investments in public goods such as education, which helps fuel their future economic success.

Research shows that family involvement and engagement in a child's education is a greater predictor of academic success than the family's economic status.

For research supporting greater selectivity for teacher preparation programs see, Donald Boyd et al., «The Narrowing Gap in New York City Teacher Qualifications and its Implications for Student Achievement in High - Poverty Schools,» National Bureau of Economic Research, Working Paper No. 14021, June 2008; Drew Gitomer, «Teacher Quality in a Changing Policy Landscape: Improvements in the Teacher Pool,» Educational Testing Service, 2007; D. Goldhaber et al., NBPTS certification: Who applies and what factors are associated with success?»

With a much more elegant appearance compared to the current car, the revolutionary easy access to the rear seats and Opel's economic diesel engines, we have no doubt the car is going to be a great success.

Once in a Great City is another book I wish I had the talent to write; Maraniss deftly wove Detroit's cultural, racial and economic threads to explain how the city's demise was rooted in its greatest success.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the effect of the proposed separation of NOOK Media, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, risks associated with the commercial agreement with Samsung, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses (including with respect to the timing of the completion thereof), the risk that the transactions with Pearson and Samsung do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion previously undertaken, including any risks associated with a reduction of international operations following termination of the Microsoft commercial agreement, the risk that NOOK Media is not able to perform its obligations under the Pearson and Samsung commercial agreements and the consequences thereof, the risks associated with the termination of Microsoft commercial agreement, including potential customer losses, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended May 3, 2014, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Here's a pro tip: Exporting tobacco and cigars will ensure great success for the economic aspect of your dictatorship.

The artists (all small business owners) have the greatest motivation to manage this resource effectively: their economic success is intertwined with that of the Art Center.

I mean, they're a great thing, and a key to our nation's future economic success, but the term gets tossed around so much, people are starting to wonder where they actually are.

But these great successes — economic growth, technology, consumer goods — have come at enormous cost: the degradation of our very life support systems — air, water, soil, energy and biodiversity.

Cheap (or free) power may be great for economic success, but as long as the power comes from fossil fuels there is no net reduction in CO2, you are just moving the generation point.

Cities around the world are making great strides in livability, atmosphere, and yes — economic success — by banning, or at least relegating, the role that cars play in their downtown environments.

Many law review presidents and editors have gone on to achieve great success and wield great influence: Barack Obama was the first black president of the Harvard Law Review; Brooksley Born — who warned against impending global economic crisis and was awarded the John F. Kennedy Medal of Courage this year — was the first woman president of the Stanford Law Review; former Chief Justice of the United States William H. Rehnquist, and former Associate Justice Sandra Day O'Connor — the first woman Supreme Court justice — were both Stanford Law Review editors.

We encourage «April Showers» and hope they «bring» great strategic and economic success this year.

Despite a staggering economic downturn is recent years, which has left many of America's most notable corporations in turmoil, Efinancial has experienced great success.

Greater involvement of local government bodies will be critical to the success of engagement with traditional owners in the development of economic and social initiatives.

iGlobal Forum's Real Estate Joint Ventures Dealmakers Meeting will give you greater insight into critical success factors for joint ventures in the current economic and real estate climate.