Sentences with phrase «impacted retailer strategies»

Not exact matches

Watch as U.S. Senator Amy Klobuchar, Minnesota Retailers Association President Bruce Nustad, Target Vice President of Strategy and Operations Tony Heredia and Thrifty White Pharmacy President Bob Narveson share how retailers make a deep impact across tRetailers Association President Bruce Nustad, Target Vice President of Strategy and Operations Tony Heredia and Thrifty White Pharmacy President Bob Narveson share how retailers make a deep impact across tretailers make a deep impact across the state.

Our NEOs» annual and long - term incentive pay is based on operating income, sales, and ROI, which are aligned with our strategy, can be impacted by our executives, and are important indicators of retail performance.

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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

With over two decades of senior management experience in media, retail and sales, he is an expert in delivering real business impact and developing commercial strategies using customer intelligence.

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.

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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

That this House: (1) notes with concern the impact on the Dairy Industry of the Coles milk pricing strategy and that: (a) dairy farmers around the country are today seriously questioning their future having suffered through one of the worst decades in memory including droughts, floods, price cuts and rising cost of inputs such as energy and feed; (b) unsustainable retail milk prices will, over time, compel processors to renegotiate contracts with dairy farmers and the prospect that these contracts will be below the cost of production may force many to leave the industry; (c) the fact that supermarkets are now selling milk cheaper than many varieties of bottled water will be the straw that finally breaks the camel's back for many dairy farmers; and (d) the risk of other potential impacts includes: (i) decreased competition as name brands are forced from the shelves; and (ii) the possible loss of fresh milk supplies to some parts of the country as local fresh milk industries become unviable; and (2) calls on the Government to: (a) ask the ACCC to immediately examine the big supermarkets and milk wholesalers after recent price cuts to ensure they do not have too much market power and are not anti-competitive in their behaviour; and (b) support the new Senate inquiry into the ongoing milk price war between the country's major supermarket chains».

Now researchers have teamed up to provide guidance to retailers contemplating similar strategies, via a meta - analysis of research related to the impact of music, scents, and colors on shoppers.

P2P and Marketplace Lending Options for Non-Accredited Retail Investors Ten Marketplace Lending Options for Accredited Investors The Five Key Elements for New Lending Club and Prosper Investors P2P Lending Best Practices 2016 — An Investor's Guide The State of The Retail Investor in P2P Lending (2016) Updated: Super Simple High Return Filter Strategies For Lending Club And Prosper Five Ways to Measure Your P2P Lending ROI The Large Impact of Early Defaults on ROI Invest Efficiently with a Lending Club or Prosper IRA How to Adjust to the New P2P Lending Reality Lending Club and Prosper Tax Information for 2017 How I am Investing in Lending Club and Prosper in 2017

Effective merchandising requires that retailers understand the factors impacting consumer demand in the category, and then employ a few well - thought out merchandising strategies.

Elevating merchandising and marketing strategies can have a direct impact on a retailer's bottom line.

Using the data collected from your loyalty program will allow you to craft retail strategies to succeed in your market, increase the impact of your marketing dollars, and grow sales and profits.

But just as important as investing in product development and retailer support is Healthy Pet's commitment to staying ahead of the sustainability curve — a position that has been achieved not only through the very nature of its products, but also with strategies such as locating its production facilities as close as possible to its raw materials suppliers and customers to minimize the impact of transport.

And P.L.A.Y has developed several strategies, such as swatch books, laminated product showcase sheets, signage and a dedicated retailer resources page to help retailers deliver a big merchandising impact without taking up a lot of real estate.

1 Executive Summary 2 Scope of the Report 3 The Case for Hydrogen 3.1 The Drive for Clean Energy 3.2 The Uniqueness of Hydrogen 3.3 Hydrogen's Safety Record 4 Hydrogen Fuel Cells 4.1 Proton Exchange Membrane Fuel Cell 4.2 Fuel Cells and Batteries 4.3 Fuel Cell Systems Durability 4.4 Fuel Cell Vehicles 5 Hydrogen Fueling Infrastructure 5.1 Hydrogen Station Hardware 5.2 Hydrogen Compression and Storage 5.3 Hydrogen Fueling 5.4 Hydrogen Station Capacity 6 Hydrogen Fueling Station Types 6.1 Retail vs. Non-Retail Stations 6.1.1 Retail Hydrogen Stations 6.1.2 Non-Retail Hydrogen Stations 6.2 Mobile Hydrogen Stations 6.2.1 Honda's Smart Hydrogen Station 6.2.2 Nel Hydrogen's RotoLyzer 6.2.3 Others 7 Hydrogen Fueling Protocols 7.1 SAE J2601 7.2 Related Standards 7.3 Fueling Protocols vs. Vehicle Charging 7.4 SAE J2601 vs. SAE J1772 7.5 Ionic Compression 8 Hydrogen Station Rollout Strategy 8.1 Traditional Approaches 8.2 Current Approach 8.3 Factors Impacting Rollouts 8.4 Production and Distribution Scenarios 8.5 Reliability Issues 9 Sources of Hydrogen 9.1 Fossil Fuels 9.2 Renewable Sources 10 Methods of Hydrogen Production 10.1 Production from Non-Renewable Sources 10.1.1 Steam Reforming of Natural Gas 10.1.2 Coal Gasification 10.2 Production from Renewable Sources 10.2.1 Electrolysis 10.2.2 Biomass Gasification 11 Hydrogen Production Scenarios 11.1 Centralized Hydrogen Production 11.2 On - Site Hydrogen Production 11.2.1 On - site Electrolysis 11.2.2 On - Site Steam Methane Reforming 12 Hydrogen Delivery 12.1 Hydrogen Tube Trailers 12.2 Tanker Trucks 12.3 Pipeline Delivery 12.4 Railcars and Barges 13 Hydrogen Stations Cost Factors 13.1 Capital Expenditures 13.2 Operating Expenditures 14 Hydrogen Station Deployments 14.1 Asia - Pacific 14.1.1 Japan 14.1.2 Korea 14.1.3 China 14.1.4 Rest of Asia - Pacific 14.2 Europe, Middle East & Africa (EMEA) 14.2.1 Germany 14.2.2 The U.K. 14.2.3 Nordic Region 14.2.4 Rest of EMEA 14.3 Americas 14.3.1 U.S. West Coast 14.3.2 U.S. East Coast 14.3.3 Canada 14.3.4 Latin America 15 Selected Vendors 15.1 Air Liquide 15.2 Air Products and Chemicals, Inc. 15.3 Ballard Power Systems 15.4 FirstElement Fuel Inc. 15.5 FuelCell Energy, Inc. 15.6 Hydrogenics Corporation 15.7 The Linde Group 15.8 Nel Hydrogen 15.9 Nuvera Fuel Cells 15.10 Praxair 15.11 Proton OnSite / SunHydro 15.11.1 Proton Onsite 15.11.2 SunHydro 16 Market Forecasts 16.1 Overview 16.2 Global Hydrogen Station Market 16.2.1 Hydrogen Station Deployments 16.2.2 Hydrogen Stations Capacity 16.2.3 Hydrogen Station Costs 16.3 Asia - Pacific Hydrogen Station Market 16.3.1 Hydrogen Station Deployments 16.3.2 Hydrogen Stations Capacity 16.3.3 Hydrogen Station Costs 16.4 Europe, Middle East and Africa 16.4.1 Hydrogen Station Deployments 16.4.2 Hydrogen Station Capacity 16.4.3 Hydrogen Station Costs 16.5 Americas 16.5.1 Hydrogen Station Deployments 16.5.2 Hydrogen Station Capacity 16.5.3 Hydrogen Station Costs 17 Conclusions 17.1 Hydrogen as a Fuel 17.2 Rollout of Fuel Cell Vehicles 17.3 Hydrogen Station Deployments 17.4 Funding Requirements 17.5 Customer Experience 17.6 Other Findings

Separate from the cyber unit, the SEC said Monday, it has also created a retail strategy task force that will «develop proactive, targeted initiatives to identify misconduct impacting retail investors.»

Exhibiting a hands - on approach to retail sales, implementing high - impact initiatives and strategies to propel sales performance.

Exhibiting a hands - on approach to retail sales, arranging high - impact merchandising displays and leveraging other strategies to drive product sales and propel revenue growth.

• Experience leading retail sales personnel, managing inventory, procurement and purchasing, and implementing sales and merchandising strategies to positively impact business outcomes.

Exhibiting a hands - on approach to retail sales, communicating directly and personably with customers and implementing high - impact strategies to propel sales and customer satisfaction.

Broad based experience leading retail sales personnel, managing inventory, and implementing process improvement strategies to positively impact business outcomes.

Examples: Arranging a retail display to have maximum impact, brainstorming at a staff meeting to set a strategy for developing, coming up with new procedures to improve quality, creating the packaging for a product, designing a logo, identifying ways to cut costs during a budget crisis, increasing staff productivity, proposing a new look for a clothing line, composing dialogue for a television or radio commercial.

Eager to contribute extensive experience, clarity of communications and retail operational management talent toward optimizing company goals in a Senior Level Retail Operations, utilizing broad based experience recruiting, training, and leading retail sales personnel, managing inventory, and implementing sales and merchandising strategies to positively impact business outretail operational management talent toward optimizing company goals in a Senior Level Retail Operations, utilizing broad based experience recruiting, training, and leading retail sales personnel, managing inventory, and implementing sales and merchandising strategies to positively impact business outRetail Operations, utilizing broad based experience recruiting, training, and leading retail sales personnel, managing inventory, and implementing sales and merchandising strategies to positively impact business outretail sales personnel, managing inventory, and implementing sales and merchandising strategies to positively impact business outcomes.

Proven broad based experience leading retail sales personnel, managing inventory, procurement and purchasing, and implementing sales and merchandising strategies to positively impact business outcomes.

While the Internet is having a sweeping effect on retailing, the immediate impact on supply - chain strategies is subtle.

CPD 101: Business Enterprise Valuation CPD 102: Valuation of Property Impairments and Contamination CPD 103: Agricultural Valuation CPD 104: Hotel Valuation CPD 105: Highest and Best Use Analysis CPD 106: Multi-Family Property Valuation CPD 107: Office Property Valuation CPD 108: Seniors Facilities Valuation CPD 109: Lease Analysis CPD 110: Creative Critical Thinking: Advancing Appraisal to Strategic Advising CPD 111: Decision Analysis: Making Better Real Property Decisions CPD 112: Real Estate Consulting: Forecasting CPD 113: Request for Proposals (RFPs) CPD 114: Valuation for Financial Reporting - Real Property Appraisal and IFRS CPD 115: Appraisal Review CPD 116: Land Valuation CPD 117: Exposure & Marketing Time: Valuation Impacts CPD 118: Machinery and Equipment Valuation CPD 119: Urban Infrastructure Policies CPD 120: Urban Infrastructure Applications CPD 121: Submerged Land Valuation CPD 122: Expropriation Valuation CPD 123: Adjustment Support in the Direct Comparison Approach CPD 124: Residential Appraisal: Challenges and Opportunities CPD 125: Green Value — Valuing Sustainable Commercial Buildings CPD 126: Getting to Green — Energy Efficient and Sustainable Housing CPD 127: More Than Just Assessment Appeals — The Business of Property Tax Consulting CPD 128: Retail Property Valuation CPD 129: Industrial Property Valuation CPD 130: Residential Valuation Basics CPD 131: Commercial Valuation Basics CPD 132: More than Just Form - Filling: Creating Professional Residential Appraisal Reports CPD 133: Valuing Residential Condominiums CPD 134: Rural and Remote Property Valuation CPD 135: Buy Smart: Commercial Property Acquisition CPD 136: Waterfront Residential Property Valuation (Coming soon: 2018) CPD 140: Statistics 101: Math Literacy for Real Estate Professionals CPD 141: Exploratory Data Analysis: Next Generation Appraisal Techniques CPD 142: Introduction to Multiple Regression Analysis in Real Estate CPD 143: Appraisal Valuation Models CPD 144: Geographic Information Systems and Real Estate CPD 145: Introduction to Reserve Fund Planning CPD 150: Real Property Law Basics CPD 151: Real Estate Finance Basics CPD 152: Financial Analysis with Excel CPD 153: Entrepreneurship and Small Business Development CPD 154: Business Strategy: Managing a Profitable Real Estate Business CPD 156: Organizing and Financing a Real Estate Business CPD 155: Succession Planning for Real Estate Professionals CPD 157: Accounting and Taxation Considerations for a Real Estate Business CPD 158: Marketing and Technology Considerations for a Real Estate Business CPD 159: Human Resources Management Considerations in Real Estate (Coming Soon: 2018) CPD 160: Law and Ethical Considerations in Real Estate Business (Coming Soon: 2018) CPD 891: Fundamentals of Reserve Fund Planning CPD 899: Reserve Fund Planning Guided Case Study

«This type of integrated campaign has worked well for years for big brands in retail, and it was great to see that this strategy and execution can positively impact student housing as well.»