Sentences with phrase «in global business strategy»

Not exact matches

But Katie Koch, global head of client portfolio management and business strategy for fundamental equity at Goldman Sachs Asset Management, also highlights a paradigm shift in the way investors should think about picking stocks and about diversification itself.

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.

As co-CEO of BlackBerry (he stepped down in 2012), Balsillie built the business and commercialization strategy that helped turn the company into a global player that hit $ 19.9 billion in revenue at its peak.

Major is in the small minority, with others including Komal Sri - Kumar, president of Sri - Kumar Global Strategies, who wrote on Business Insider earlier this week that the 10 - year yield would slide below 2 % to 1.5 %.

If we know that the global network will only spread in the years to come, it goes without saying that well - managed digital strategies should be among the priorities on the list of your New Year business resolutions.

Shanks has a wealth of global experience in business strategy and corporate planning.

Given the stakes CEOs and other senior executives are wise to re-examine world markets, refresh their global business strategy and put contingency plans in place.

Rob Markey, the head of Bain & Company's global customer strategy and marketing practice, writes in the Harvard Business Review about how senior executives need to take the reins and help reenergize their staff.

Since 2010, he has been responsible for developing and executing global legal strategies in governance, litigation, and regulation for all aspects of the bank's businesses,» according to an SEC press release.

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»).

From kicking off a professional wrestling career back in the 1990s, to the present day, where WWE sees Levesque «revolutionizing the business» with his developmental training processes and global recruiting strategy, Levesque concluded the discussion with CNBC, by stressing how putting in the hard work and taking a gamble can lead to life - changing developments.

Living Goods is a global health strategy wrapped in a retail distribution business wrapped in a nonprofit company.

«After years of claiming the OPEL business was critical to the company's global platform strategy in small cars and diesel engines (while suffering billions on losses), the company surprised the market with its decision to completely exit,» wrote Jonas.

The North American Strategy for Competitiveness (NASCO) announced its 2018 tri-national conference will be held in Vancouver next fall, to address issues and discuss solutions to the rapidly changing state of international business and its impact on global trade.

Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.

Jim Dewald is the dean of the Haskayne School of Business and an associate professor in the strategy and global management area.

MONTERREY, MEXICO — The North American Strategy for Competitiveness (NASCO), kicked off its annual tri-national conference in Monterrey on Oct. 25 to address issues and discuss solutions to the rapidly changing state of international business and its impact on global trade.

Mr. Hutcheson is President and Chief Executive Officer of Oxford Properties Group Inc., where he is responsible for Oxford's overall business including its long - term strategy and objectives, and leading the executive management team in the execution of the global business plan.

Since 2010, he has been responsible for developing and executing global legal strategies in governance, litigation and regulation for all aspects of the bank's businesses, including asset management and brokerage services, and corporate and investment banking.

Prior to that, he served as head of quantitative equity for ING Investment Management, (doing business as Voya Investment Management May 1, 2014), building and developing the group and managing more than $ 20 billion in assets with 15 global active, index and enhanced index strategies for pension funds, variable annuities and mutual funds.

In 2003 he launched Galileo Global Advisors to help multinationals understand the complexity of cross-border business strategies and navigate them.

It's based on my experience leading global enterprise social business and digital marketing programs for IBM, where I led my amazing team in establishing the technology giant's social media strategy including employee advocacy, social media listening and monitoring, influencer and brand engagement guidelines, social media governance, policy and measurement standards to a global workforce of over 400,000 employees.

In this role, he is responsible for the strategy direction and oversight of the global institutional business.

It's three - pillar economic strategy of seaports, airports and brain ports wrapped in a stable, innovative economy where global linkages and international perspective create the ideal business ecosystem for Canadian companies.

«Businesses have clearly been longing for a better way to manage their employees» travel needs and business travelers seem eager for change from the traditional business travel accommodations,» Chip Conley, Airbnb's head of global hospitality and strategy, said in a statement.

This global hub, also known as «Gateway of the Americas», has everything that EB - 5 investor might want besides a growing number of EB - 5 approved projects; largest concentration of foreign banks and multinational corporations, rated Number 2 in Business Friendliness and Number 3 in Foreign Direct Investment Strategy by FDI Intelligence (a division of Financial Times), and is undoubtedly one of fastest growing urban centers of the world in commerce, finance, culture, media, arts, entertainment and international trade.»

A specialist in business technology, Reto has defined strategies from small local roll - outs to substantial global implementations.

«A focus on long - term strategy, the agility to invest in innovation and a solid and stable capital base have always been hallmarks of family businesses, wherever they operate,» says Marnix van Rij, EY's Global Leader for Family Business.

At an Oct. 30 press briefing in Hangzhou, China, Maggie Wu, general manager of Alibaba's global business - to - consumer division, talked to reporters about Alibaba's global strategy.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Keeping «You» i.e. our Clients at the helm of our business strategy, Uflex with humble beginnings back in 1985 has evolved to become a USD 1 Billion Global Flexible Packaging Conglomerate today.

Considerable resources were applied in advancing the group's global flavour business development strategy in 2002.

MLA General Manager — International Business, Michael Finucan, said the Forum will take attendees on a journey from the consumer insights and market trends influencing demand for Australian beef, through to the market strategies MLA is implementing to ensure Australian beef is in the premier position on the global stage.

This divestment supports Stora Enso's growth strategy for its consumer board business, where the focus is to generate value to customers by being the global benchmark in high quality virgin fibre carton board.

As the global sector changes faster than ever before, businesses will need to re-evaluate their role in this changing landscape — ensuring that strategy is underpinned with strong underlying market, business and technology assumptions.

Launched in 2006, Sustainable Brands has become a global learning, collaboration, and commerce community of forward - thinking business and brand strategy, marketing, innovation and sustainability professionals who are leading the way to a better future.

Leaders in R&D, marketing and business strategy who are passionate about innovation and growth come together at Food Vision in Cannes to debate the sources of sustainable growth and profitability in today's global nutrition, food and drink markets.

Following this, Hopkins was promoted to Group Public Relations Manager to manage the Company's global public relations, media operations, hospitality and events including leading the company's communications and PR and events requirements across corporate, brand, and business media in Australia, and key strategy development with the US and UK markets.

With Good Growth 2020, Arla has a strong strategy in place that has been growing the company's business successfully and remains right for the trends that are driving the global food and dairy market.

Prior to CH, Mark spent eight years at Baxter Healthcare, a leading global medical device and technology company, first working on national strategy assignments in Europe and the Far East, later as CIO for Baxter's $ 2 billion global biotech business.

An additional concern is Mr Berbaert's former role (until 2014) as Senior Vice-President of Philips Healthcare in charge of global strategy, business development.

The coalition, which is being coordinated by the state Business Council, has spent $ 125,000 on «digital advertising» with the Global Strategy Group and $ 45,000 in consulting fees with Metropolitan Public Strategies, the company founded by former chief of staff to Attorney Generla Eric Schneiderman Neal Kwatra.

In gathering the key players driving innovation in global semiconductor manufacturing, the Saratoga Partnership is building on its strategy of leveraging the investment in GLOBALFOUNDRIES to bring new advanced manufacturing businesses, suppliers and allied industries to the regioIn gathering the key players driving innovation in global semiconductor manufacturing, the Saratoga Partnership is building on its strategy of leveraging the investment in GLOBALFOUNDRIES to bring new advanced manufacturing businesses, suppliers and allied industries to the regioin global semiconductor manufacturing, the Saratoga Partnership is building on its strategy of leveraging the investment in GLOBALFOUNDRIES to bring new advanced manufacturing businesses, suppliers and allied industries to the regioin GLOBALFOUNDRIES to bring new advanced manufacturing businesses, suppliers and allied industries to the region.

By looking at the problem on a global scale, we have calculated that if four of these strategies are applied at the same time we could actually stabilize the number of people in the world who are facing water stress rather than continue to allow their numbers to grow, which is what will happen if we continue with business as usual.»

«But, by looking at the problem on a global scale, we have calculated that if four of these strategies are applied at the same time we could actually stabilize the number of people in the world who are facing water stress rather than continue to allow their numbers to grow, which is what will happen if we continue with business as usual.»

• Engage with the global planning & divisional marketing leads to understand and develop brand strategies that will support growth in the business divisions

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