Sentences with phrase «is the best in the business at»

Our valuation models are the best in the business at identifying the stocks with the highest and lowest market expectations.

He is the best in the business at the ball over the top, nobody catches him.»

That is where this partnership with Fitplan came from — they are the best in the business at taking any style of fitness training and putting it in the palm of your hand at a price anyone can afford.»

The distributor, Lionsgate, is the best in the business at promoting films like Saw, and the campaign might work — in the short term.

Maybe a disappointment for practical effects junkies, but considering Serkis is the best in the business at mo - cap acting, hopefully he'll have a lot to dig into.

Find the right used Jeep Wrangler that makes no apologies for being the best in the business at what it does.

I'm certain sites like Digital Foundry will do extensive framerate and visual quality testing and comparison (they really are the best in the business at it — I will link to their hard work when they inevitably unveil it), so I'll constrain my impressions to two different perspectives — mine as a lifetime hardcore gamer, and that of my casual gaming wife who has frequently said «I can't see any difference» in the past.

Thankfully, the game has a huge amount to offer those who'd prefer to stick to smashing up the computer, with NetherRealm once again proving it's the best in the business at that old chestnut: content.

Nintendo has always been the best in the business at creating brilliantly creative open world and sandbox playgrounds.

Not exact matches

One of a number of reasons I stayed out of my business offices and worked at home as much as possible was because when I went to the office, I was «drawn» to listen in on, interfere with or critique every phone call, look at every fax, poke my nose all the way into everything — to the extent that I ruined everybody else's productivity as well as my own.

They typically react (slowly at best) to three outside drivers: (a) their competition brings a new offering to market, and they need a quick competitive response; (b) their customers see and begin to adopt new processes and solutions, and the customers demand that their products and services conform to the new ways of doing business; or (c) they see a new tool, product, or service in the market offered by a new player and they quickly determine that this is a game - changer which they need to own (rather than try to build themselves) because they lack the internal capacity to do otherwise.

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.

Sure, if you've paid attention to lived experience it's no huge shock that laughter begets more laughter, but now scientists have confirmed the fact in a recent theoretical study that explains not just why we laugh and why its contagious, but also why it's good to start an infection at your business.

You're looking at one, tiny piece of jeans giant Levi Strauss's (Change the World 2017 list, No. 11) ambitious experiment to improve the lives of the 25 million men and women in the world's apparel supply chain — and better its business results in the process.

In fact, 60 percent of the new applications filled out by small business owners on Biz2Credit.com are done via mobile devices, often at night or during weekends - well outside «traditional banker's hours.»

Alternatively, you and your partner may have different business skills, e.g. one might be good at selling and one might be skilled in performing the back office functions.

That decision was certainly the right one for me and my opportunities in business at the time and, looking back now, I would have to say it worked out pretty well for us and also the driver that wound up getting that rookie test.

I read this book well after I started my business, but I think the hardest lesson for entrepreneurs to grasp is that in order to give your business the best chance for success, you need to reinvest the profits for at least the first year.

In case it has escaped anyone's attention, Amazon is well on its way to becoming the nation's largest apparel merchant; and that's even before the rollout of its just - announced Prime Wardrobe business, which provides an at - home, try - it - before - you - buy - it clothing service.

And local efforts at changing that are not at all helped by businesspeople from affluent countries — with supposedly sophisticated markets and best - in - class business practices — show up with briefcases full of cash.

If you don't want to or aren't good at something in your business, then have someone else do it.

Our goal is to have sophisticated owners of teams that can operate at a high level, know how to build businesses, know how to build sports, and who aren't going to be working against each other, but are going to be collaborating in the best interests of fans around the world.

To get a better sense of where things are heading, Business Insider has taken a closer look at technology's developing role in the field of education and outlined the advances that could be spelled out for the future.

I am not famous nor rich, but the in - air staff treated me, and seemingly every passenger, like we were., Though I felt like I and my well - worn Diane Von Furstenberg silk travel pants paired with J. Crew turtleneck pretty much negated any chance I had at fitting in with the business class crowd, the flight attendants never made me feel like I didn't belong.

And while they highlight celebrity endorsements for big companies (with the exception of Rebecca Minkoff, who was making clothes out of her studio apartment at the time), the good business lessons learned from setting up and cashing in on such high - vis endorsement deals can easily be applied to small companies.

Most managers are concerned with how to retain their best or «rock - star» employees, particularly at a time when they may be unsettled with redundancies in other areas of the business, yet many manager

Dubbed the best business book of the year last year by The Financial Times and McKinsey, this one by a Pulitzer - Prize winning journalist looks at what happened to Janesville, Wisconsin when a General Motors factory that had been operating in the town for 85 years closed.

I'm at the Successful Online Business Conference — better known as SOBCon — in Chicago right now.

As President Trump speaks at Davos about America being the best place to do business, Revolution LLC CEO Steve Case discusses the «Rise of the Rest» effort to encourage investment in startups and small businesses in the U.S.

At the World Economic Forum's annual meeting in Davos, Switzerland in January, Business Insider CEO Henry Blodget made the case why it's time for a «better capitalism.»

This will mean your business is accessible to anybody, at any time all over the world; Therefore, it is essential that your business has a good online presence that is easy for consumers to find in search and on various platforms, in order to be successful.

One of the best things we did for this business was spending four months in the Silicon Valley at Y Combinator program last year.

«A good attorney is also a counselor at law,» says Ed Leach, a small - business attorney in Charlotte, N.C., and former district office attorney for the Small Business Adminisbusiness attorney in Charlotte, N.C., and former district office attorney for the Small Business AdminisBusiness Administration.

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.»

So when a potential acquirer looks at a business that is clearly doing its best just to keep the status quo and not making the right moves and investments, they will see right through that and wonder if the company is now too risky to invest in.

«The way we operate our business is, we are going to do everything we can to have the best listings franchise, and we're going to look at what competitors are doing, and whether they may or may not be competing for our listings business, and respond in a way that enables us to protect that,» Farley said.

I found some good research from Harvard Business School, Performance Persistence in Entrepreneurship, which suggest that serial entrepreneurs that have prior success are more likely to have success, and that the best VCs are good at picking serial entrepreneurs.

If you're early in the process of building your business and your sense of your customers» daily habits is hazy at best, don't fret too much.

In other words, while many gyms enjoy a mutual beneficial relationship with ClassPass, it's changed the nature of the boutique fitness business, at least in markets like New York where the startup is well establisheIn other words, while many gyms enjoy a mutual beneficial relationship with ClassPass, it's changed the nature of the boutique fitness business, at least in markets like New York where the startup is well establishein markets like New York where the startup is well established.

Finally, the possibility of starting your business from the desk in your dorm or at your parents» kitchen table may be best, partly because your overhead would be very low.

But here's the key: If you're in a conversation at a work - related function or meeting someone to talk business for the first time, your best move is not to ask work - or business - related questions; it's to discover common ties with that person that will steer the conversation back to the «work stuff,» but with a deeper connection.

He was featured in Crain's «40 under 40»; awarded Irish America's Business 100 profile four years running; and was honored to be guest speaker at The Wharton School of Business on entrepreneurship and leadership as well as Cornell and DePaul Universities.

«In start - up companies, it's all about «who do I trust» and sometimes nepotism will come in,» Fraedrich says, and family - run businesses have to be especially vigilant against an ethical lapse that could lead at best to employee dissatisfaction and at worst to a discrimination suiIn start - up companies, it's all about «who do I trust» and sometimes nepotism will come in,» Fraedrich says, and family - run businesses have to be especially vigilant against an ethical lapse that could lead at best to employee dissatisfaction and at worst to a discrimination suiin,» Fraedrich says, and family - run businesses have to be especially vigilant against an ethical lapse that could lead at best to employee dissatisfaction and at worst to a discrimination suit.

She was very good at closing the sale, and in doing so, she brought extra cash flow into the business that helped pay for her job.

Well, there's a different answer for every business at any point in time.

That's good news for Porras, who got serious about growing coffee while studying business at Pepperdine University in Malibu, California, in the mid-1990s.

It also causes them to have more «skin in the game,» if you will, where they could become even more aligned in helping grow the business because their money is now at risk as well as yours.

«The best businesses are largely indifferent to these normal variant ups and downs in stock price,» says Ross Fubini, a partner specializing in tech startups at Canaan Partners, of Menlo Park, California.

We caught up with Hawk at Activision Studios in Santa Monica, Calif., and in between Shred test runs, he told us about what's next, and how social media has made his business bigger, better and, somehow, even cooler.

We try to foster greater innovativeness at our businesses with new programs or processes, we scheme to get in shape by making healthy lifestyle changes, we strive for the good life by trying to accomplish more and be happier.