Sentences with phrase «into better company»

The sense of safety and peace of mind that you'll provide to your employees with group life insurance can translate into better company morale and a reduced turnover rate.

According to Buffet, «If you had a chance to buy into a good company in your hometown... and you knew it was a good company and knew good people were running it, and you bought in at a fair price, you wouldn't want to get a quote every day....

Stay tunes for our next feature, as we look into the best companies out there to help indie authors get an audiobook made for them.

You can click on either of the links above to be taken to that section or simply read on as we dive into the best companies and tips on getting cheap life insurance.

This infographic from TheJobCrowd.com gives us some insight into the best companies for career progression by sector, and also shows us a few of the industries where advancement is happening much faster than others.

And IT manager resume template can be used by an applicant who is interested to apply for the job of an IT manager to get into the best company.

Not exact matches

Dress your best to fit into the company culture.

The best of these companies have experienced meteoric growth, not just because of their products, but because of the innovative strategies they incorporate into their sales and marketing processes.

Rumours of Verizon's entry into Canada recently subsided with the company's purchase of Vodafone's 45 % Verizon stake, as well as statements from Verizon's CEO indicating that the company wasn't particularly interested in going north.

By having a limited number of accelerators, investors were able to better vet the startups accepted into the program, which allowed for a greater chance for companies to receive capital.

CNBC's Kelly Evans speaks with Howard Schultz, Starbucks Chairman & CEO, about the coffee giant's business in China with stores, a roastery and a partnership with Shanghai Disney, as well as the company's expansion into other markets.

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 a result, companies are increasingly looking to build «suppleness» into their structure, so they are better equipped to manage change as it happens, by matching resources to demand.

The Redmond company gave the Surface a kickstand to better resemble a traditional clamshell portable computer, and created a keyboard cover with a trackpad that essentially turned it into a «standard» Windows computer.

And while true reform will require all the relevant parties — government, industry, and health care consumers themselves — to make major adjustments, an insurgent group of digital health companies is doing its best to drag American medicine into the 21st century kicking and screaming.

When a company's employer brand doesn't show how women fit into its male - dominated field, those candidates will quickly assume that the job and culture aren't a good match.

A few of the best ones will find a way to get there, but most young companies will have to fold their product or service into someone's else's success story.

The SBA recommends that you project that status of your company for between three and five years into the future, though it's a good idea to outline your annual goals, too.

The best of these companies have experienced meteoric growth, not just because of their products, but because of the innovative strategies they incorporate into their sales processes.

As executives you know the details of your company infinitely better than we ever will and you shouldn't suck us down into the weeds with you.

To understand why, and why allowing T - Mobile to acquire Sprint would be a big problem for consumers, we need to understand what makes it so hard to for even giant, well - funded companies with recognized brand names to break into the wireless market.

Gilliland notes private company Solara bested the government - funded Human Genome Project by hitting important milestones first, and Elon Musk's SpaceX found a way to send rockets into space for a fifth the cost of a NASA launch.

But its focus on institutional holdings in unicorn companies is particularly well - timed, as numerous questions have arisen in recent months over whether such companies can continue to support their extraordinary valuations, some of which have stretched into the billions of dollars.

My best tip for hiring the right people is that first and foremost that they buy into the vision of the company.

Great businesses are good at turning customers into advocates for their companies.

«Those pushing for net neutrality think the world would work better if the Internet was somehow magically transformed into a public utility, like a water or electricity company, with the FCC and state regulators setting rates, overseeing investment, and micromanaging relationships between providers and customers,» Downes says, adding the result would be devastating to the smooth functioning of ISP networks.

«Maybe we didn't put our best foot forward when we entered into Canada,» said Damien Liddle, the company's senior corporate counsel.

Barbara talk about the importance of a company's branding, what makes a good Entrepreneur, and why «fun» should be incorporated into you business.

In talking to her advisers, she came to realize that it was in her best interest to convert her company into an S corp, despite some of the disadvantages of doing so.

This ensures that a score takes into account how well - liked a company is among people who have an opinion of it without penalizing companies that are not consumer - facing.

A slew of platforms exist that can help you let customers know when you're offering promotions as well as a window into your company's calendar of availability or events.

«My academic advisor said, «There's no way you can be successful building a hardware company without a ton of startup money» and «Good luck selling into the consumer market.»

Instead of investing time and money into training a separate customer care team, companies can allocate their human resources to other, more important tasks, leaving their chatbot to provide assistance to vendors, suppliers, as well as third parties.

Well - funded software company Zuora is expanding its Asian footprint but its path into this rich market travels through neither China nor India.

-- Suhail Doshi, CEO of Mixpanel, an analytics platform for mobile and web that helps companies gain insights into user activity and leverage this data to build better products.

Just like when the company was getting the original Airbnb platform off the ground, there are likely to be rough spots: a refugee that doesn't assimilate well with his or her host, a bad actor who tries to sneak into the system to get free housing, or any number of routine cultural clashes.

He responded: «Well, I just had one come in, a younger person, had gone to Harvard, super bright, has started a financial company in one area and he's very successful, and people were offering him massive amounts of money to go into different types of businesses because he was successful at one.»

If we box people up into a job description listicle, they will feel like they're not impacting the company or bettering themselves.

I hired an investment adviser, and together we agreed on an investment strategy and what we'd put into this portfolio: growth - oriented mutual funds from respected institutions and shares of stable, well - managed companies.

The company will find a way into location - based advertising because it's the best way to «close the loop» between online ads and offline purchases.

They joined forces with the foundation of Peter Thiel, the well - known contrarian investor, to launch Breakout Labs, an incubator program to help such companies turn their ideas into viable businesses.

What began as a film - production company blossomed into a full - fledged media organization, with a news platform, RYOT Films and RYOT Creative, which makes videos for paying clients as well as pro bono clients like Pencils of Promise, a nonprofit that builds schools.

He has a better understanding of what the company does, what we're working towards and how my role fits into that.»

And here's some good news for entrepreneur Jason Calacanis: The first search result Carney clicked on was a how - to guide from Calacanis's company, Mahalo, which recently pivoted into the how - to space.

Explaining why your company will evolve into a $ 100M enterprise because your product or service will change the world for the better may sound arrogant, but is undoubtedly important.

That may be a good thing, as companies can provide valuable input into the policy - making process.

He works with international tech companies looking to expand into the country, as well as with indigenous startups.

The home console market was believed dead after Atari's fall, and few companies thought it a good idea to jump into the fray.

One is just how an obscure firm with hardly any track record can accuse a well - established company of fraud, and successfully send its shares into a free fall.

The Los Angeles - based company has developed technology that transmits ultrasonic waves (at a register well beyond what's audible) that are translated by devices as a microscopic quiver; this vibration is converted back into an electrical charge to power anything with a battery, no wires or wall plugs required.