Sentences with phrase «important business relationships»

How to achieve sales goals through relationship training — identifying, measuring, and proactively advancing their most important business relationships

We provide sustainable Relationship Training Solutions for Higher - Ed professionals to improve bottom line results by prioritizing, measuring and advancing their most important business relationships for prioritizing, measuring and advancing your most impactful business relationships.

High energy recruiter whose exceptional communication and interpersonal skills have established important business relationships.

I previously owned and operated my own business, and I understand the importance of developing and maintaining important business relationships.

Connect on Pubmatch.com and begin important business relationships for making your book available to readers all over the world!

Velocify LoanEngage ™ is a powerful sales and marketing platform that manages referral partners and streamlines sales and marketing processes so loan officers and lenders can build and grow their most important business relationships.

Therefore, the way you present yourself — especially the way you communicate nonverbally in those first few crucial minutes after meeting someone new — could make or break what could potentially be a very important business relationship.

Not exact matches

Being open and honest about business, growth, finances, employee - relations, and aspirations are important not only in developing strong relationships, but in fostering a culture of trust that will ripple throughout the organization.

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.

You should of course also remember to pay them on time — trust is an important part of any business relationship, and if you don't pay them, they may have the right to withhold your figures until payment is made.

Even more so, the WOW factor is so important for small businesses that it needs to be incorporated into your customer relationship and marketing plans.

This is especially important for small businesses as relationships on a social and casual level can be converted -LSB-...]

Empathy might seem like a nice - to - have extra, a touchy - feely quality that's most important in personal relationships and being a nice person outside work, but expert after expert insists this most human of attributes is actually a business essential.

This is especially important for small businesses as relationships on a social and casual level can be converted into sales.

Otter said personal relationships are important to business deals in China, meaning the trip was invaluable for future deals.

The two most important criteria for measuring MDC's accomplishments, he says, are maintaining its strong relationships with its partner agencies and their work's impact on client business.

If you're spending too much time trying to close new business, you'll miss the important relationships already in your ecosystem.

If you don't have the time to take care of yourself, if you don't invest in important relationships, and if you don't take the steps that are most critical to the growth of your business, then you are busy doing the wrong things.

Sustaining trust is hugely important in business relationships, especially when leaders turn to consultants for help in navigating tricky waters or avoiding failure.

However, there are five other important relationships that are often overlooked but that can make all the difference when it comes to your business's longevity.

To make a family business work, you have to treat that person like it's the most important relationship you have.

Just like any business relationship, building a solid network of people in the media is important.

I'd also say that networking is another important free way to advertise your business — proper networking can easily be done at no cost, yet can lead to powerful relationships and leads by making solid connections and mutually beneficial relationships.

It's important because: You have made the business relationship equal, rather than creating a hierarchy.

This relationship between word usage and perception is hugely important in business.

You're running a successful business, you're managing all the important relationships in your life, and oftentimes, exercising is the first habit to get cut.

Indeed, Business Insider previously reported that a 2015 study published in the journal Psychology and Aging found that quantity of relationships was more important for people in their 20s, but quality of relationships was more important once people hit their 30s.

«When you talk about this sort of natural business relationship, beyond the political relationship of the two largest democracies in the world, I think that is an important relationship to maintain especially when you look at what is going on in the world today in many of the other markets and in many of the upcoming powers,» he said.

«Part of that includes making sure Canadian trade enforcement agencies have the resources they need to defend the competitiveness of our businesses and our important North American trading relationships,» Trudeau said in a statement.

According to entrepreneur Joe Mellin, it's important to establish the right expectations at the start of any business relationship.

«Getting off on the right foot isn't just important with relationships, it's important with the start of any workday, as well — particularly busy ones,» says Michael Kerr, an international business speaker and the author of You Can't Be Serious!

«It's still a business decision, but the relationship is really important, since you'll know them a lot longer than one project,» she says.

In retrospect, I believe that I could convince the hardest working entrepreneurs that having some real life balance by investing in your important relationships will make you a better business leader.

Identifying why people aren't doing business with you is important to building confidence and learning to manage relationships, crucial skills to develop when you are starting off in your career.

I wanted to start this series with one of the most important skills in business and life — relationships.

Especially in a large sale, it's important to build the relationship and earn that business.

This is particularly important dynamic for founders who are building companies and building relationships with investors, business partners, engineers, etc..

Here are five important relationships that are often overlooked but that can make all the difference when it comes to your business's longevity:

A MAJOR factor in successfully doing business in the Middle East is understanding that business relationships, local customs and standards of behaviour are far more important and influential than in Australia.

This article is about values, the most important foundation of leadership, business, and relationships, or close to it.

The most important feature of small business banking is the relationship you have with your bank or credit union manager, not the cost of your small business bank account, as sooner or later almost all small businesses need a business loan and / or a line of credit.

«Maintaining a healthy work - life balance is not only important for health and relationships, but it can also improve your employee's productivity, and ultimately performance,» says the Happiness Index, a tool that measures business performance.

While most often in reference to media relationships, as a service - based business the relationship between publicist and client is perhaps the most important one of all.

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.

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.

At Time Warner, Griffin was running an important business unit but reported to CEO Jeffrey Bewkes (analogous to Beutner's relationship to Griffin).

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

Starting in the 1950s and accelerating during Japan's bubble, keiretsu corporations purchased each other's shares to form an extensive network of cross-holdings, a practice that was seen as important for guaranteeing long - term stability and developing lasting business relationships.

When you are marketing for small business, you know that finding customers and cultivating relationships with them is one of the most important parts of your work.