Sentences with phrase «in brand information»

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Not exact matches

Four out of five respondents said they would be more likely to give their personal information to a «trusted» brand, according to the survey, which involved surveying 4,000 consumers in the U.S., the U.K, and in Australia.

The other four finalist companies ranged across industries: «A.I. Software,» a bot for enterprises to help companies digest their internal information; Daymaker, a platform for kids to give to others in need; Issue Voter, a Wikipedia for Legislation; and Omnivirt, an AR / VR ad platform for brands and publishers.

According to Nielsen's latest Global Trust in Advertising report, online consumer reviews are already the second most trusted source of brand information and messaging, with 70 percent of global consumers indicating they trust online reviews, an increase of 15 percent in four years.

In the case, National Cable & Telecommunications Association v. Brand X Internet Services, the High Court ruled that ISPs are information services, as the FCC had defined them at the time, and not public utilities.

Once brands have the trust of their customers, and their information, they can employ user - generated profile platforms, like autoGraph, to gain emotionally intelligent insights and customer opt - in solutions.

Michael Brand, CEO of Dor, a foot traffic analytics provider, shares, «Foot traffic is a vital layer of information for a retailer to optimize how they staff their store, measure marketing effectiveness and calculate their in - store conversion rate, illuminating additional insights into sales trends that would have otherwise gone unnoticed.»

Some of this information, such as geolocation, can be instrumental in optimizing your brand's mobile product specifically for consumers.

By plugging in your content, it will automatically search it for references you've made to other brands, and pull up their social information so you can notify them that you've cited them.

«My goal has always been to give everyone at Sharethrough as much information, context and room to care as much as I do as a founder,» says Dan Greenberg, CEO of Sharethrough, an ad - tech company that creates software for publishers and brands and is considered a trailblazer in the native - advertising movement.

In a recent study by PR and marketing firm Cone Communications, 46 percent of respondents said they'd like to be able to solve problems and receive product or service information via new media, but only 14 percent said they're «very satisfied» with their experiences with companies or brands online.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five years).

Brands are shifting their spending away from content - creating media companies that rely on these large spots in favour of social media platforms, which integrate marketing messages into users» information streams.

In exchange for this information, consumers are more likely to place their trust in a branIn exchange for this information, consumers are more likely to place their trust in a branin a brand.

In Label Insight's 2016 Transparency ROI study, 56 percent of participants surveyed said that more product information inspires more trust in a branIn Label Insight's 2016 Transparency ROI study, 56 percent of participants surveyed said that more product information inspires more trust in a branin a brand.

Launched in 2010, reputation risk insurance reduces the risk of scandals and the spread of negative information about a brand in the news and on the web.

· June 2015: Google pulls recent Google + posts from its Knowledge Graph cards about brands, which display in the search results with key information about a company.

Roughly two - dozen programmers are gathered around a long conference table inside Gates Hall (as in Bill and Melinda), the brand - new, steel - plated home to Cornell's computing and information science departments.

Involve your community in your content to make them feel even more invested in your brand or product, positioning your blog as a great place of reference for further information on the who, what, when, where, and why of your industry.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

Digital and social media has given consumers unprecedented access to information that gets them closer to brands and a more informed choice, so why not encourage natural evangelists in your company to use digital to get closer to consumers who want to interact with a real person.

Personalized marketing involves a combination of analytics and technology, as brands first learn as much as possible about its customers and then put that information to use in segmented marketing.

Last year, for example, a study conducted by Unilever — a company that does have an admittedly vested interest in knowing this kind of information — polled 20,000 consumers in five countries and 33 percent said that given the option, they would choose to buy from brands that are focused on sustainability.

Brown - Forman said it was not interested in selling, but informed the board of Constellation Brands» interest, said the people, who asked not to be named discussing private information.

In fact, 73 % of them prefer brands that use information to personalize their shopping experiences.

After that, I called a lot of the franchisees in the system to get firsthand information on their experiences with the brand.

Business cards visually represent you and your brand — they have your logo and contact information, which will visually stand out in your prospect's mind.

As a brand, know what your target audience likes to do, what they tweet about and general information about them in order to cater content to them.

Information from «experts» or directly from brands pales in comparison.

People are likely searching for many of these brands because they are interested in learning specific information about them or want to shop for their products.

I've covered a lot of information in this guide, and most of it has focused on creating your brand standards and where you can apply those standards to fully characterize your brand.

According to our own research, 66 % of consumers in North America would feel more comfortable sharing their personal information if brands proactively told them how it would be used.

When I worked at Penton Media (a large B2B media company) and would meet with the chief editors for our brands, they believed without question that their brand was the leading provider of information in the space.

CMIT Solutions Inc. is bringing its brand of small business information technology services to Arizona with the potential for five or more locations in the Phoenix area.

We've created a brand - new special report PANAMA EXCLUSIVE: An Insider's Look at Panama's Top Five Budget - Stretching Destinations — to deliver actionable information about how to lower your cost of living in Panama.

I know Phoebe it's a great professional journalist with incredible expertise in the Brand Journalism industry who's helping good businesses to become great businesses by staying trasparent and consisntently delivering top notch customer service and most important, educating consumers with the latest and most current information and helping with their buying decisions.

LinkedIn groups are an ideal place for you to keep up with relevant information in your industry, share information, network, and build brand awareness.

You agree to provide proper attribution to Franklin Templeton as the source of the Site Feeds in reasonable proximity to your use thereof, and you agree that you will not modify the format or branding of the headlines, digests and other information provided in the Site Feeds.

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.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

The athletics brand acquired the app in 2015 as part of a bid to become the world's largest fitness information tracker.

Personal Branding Blog makes no representations as to accuracy, completeness, currentness, suitability, or validity of any information on this site and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use.

In many cases, they'll call out your own brand's social media information, and might even link to your site depending on the circumstances.

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.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

If you're ready to get started, or if you're just looking for more information about the strategy, get in touch with us or see our brand mentions services page to learn more!

Information is doled out to employees in the form of memos, newsletters, and so forth, but it's not designed to convince them of the uniqueness of the company's brand.

Evolving expectations means that while customers expect the brands they buy from to provide more information than features and benefits, companies like Chipotle, American Express, RedBull and even companies in the B2B space like LinkedIn, Concur and Dell (clients) are excelling at using content to attract, engage and inspire across the customer and brand relationship from awareness to transaction to retention and advocacy.