This information is then translated into a high - impact executive marketing document with
key branding statements.
Not exact matches
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.
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.
Picture this, we don't come out of the gate firing on all cylinders, Wenger speaks of how there wasn't enough time for the first - teamers to build chemistry, several
key players aren't even playing because of Wenger's utterly ridiculous policy regarding players who played in the Confed Cup or the under21s and the boo - birds have returned in full flight... if these things were to happen, which is quite possible considering the Groundhog Day mentality of this club, how long do you think it will take for Wenger to recant his earlier
statements regarding Europa... I would suggest that it's these sorts of comments from Wenger which are often his undoing... why would any manager worth his weight in salt make such a definitive
statement before the season has even started... why would any manager who fashions himself an educated man make such pronouncements before even knowing what his starting 11 will be come Friday, let alone on September 1st... why would any manager who has a tenuous relationship with a great many supporters offer up such a potentially contentious talking point considering how many times his own words have come back to bite him in the ass... I think he does this because he doesn't care what you or I think, in fact he's more than slightly infuriated by the very idea of having to answer to the likes of you and me... that might have been acceptable during his formative years in charge, when the fans were rewarded with an scintillating
brand of football and success felt like a forgone conclusion, but this new Wenger led team barely resembles that team of ore... whereas in times past we relished a few words from our seemingly cerebral manager, in recent times those words have been replaced by a myriad of excuses, a plethora of infuriating stories about who he could have signed but didn't and what can only be construed as outright fabrications... it's kind of funny that when we want some answers, like during the whole contract debacle of last season, we can't get an intelligent word out of him, but when we just what him to show his managerial acumen through his actions, we can't seem to get him to shut - up... I beg you to prove me wrong Arsene
«All
key metrics remain positive, which allows us to feel confident about our ability to drive continued revenue growth, improved profitability and further customer affection for our
brand,» chief executive Heather Reisman said in a
statement.
«Years ago, terms like byproducts and fillers weren't something that pet parents talked about, but now a food
brand's mission
statement against these less - nutritive types of ingredients are
key tenets to their success,» said Joshua Roth, vice president of Pet Pantry Warehouse, a store with five locations in Connecticut and New York.
It requires delving into your company's mission,
branding statement, and
key philosophies.
Include your personal
brand statement which should contain your relevant keywords linked to your relevant
key personal attributes.
An effective personal
brand statement will seduce a
key influencer, enticing them to call you for an interview, introduce you to an important contact, or keep you mind for future opportunities.
With target employers in mind, an executive's personal
brand «positioning»
statement should link their functional areas of expertise (hard skills) with
key personal attributes, values and passions (softer skills).
Networking business cards contain the same
key contact information as a traditional card, except this variety also has a title and a concise
statement regarding your career focus and unique value proposition or
brand.
Under this, summarise
key details such as years» experience in a particular skill, project experience or summer placements at that company, or a short
branding statement highlighting your strengths and attributes.
With target employers in mind, your personal
brand «positioning»
statement should link your functional areas of expertise (hard skills) with
key personal attributes, values, and passions (softer skills).
What really makes a great resume for today's job market?The use of a
branding statement, a tag line or two, relevant keywords /
key phrases, and a situation / action / results writing style can actually increase the return of your resume.
We use the Reach 360 Personal
Brand Assessment Tool to identify your distinguish brand persona, unique leadership competencies and key values to develop your brand state
Brand Assessment Tool to identify your distinguish
brand persona, unique leadership competencies and key values to develop your brand state
brand persona, unique leadership competencies and
key values to develop your
brand state
brand statement.
Under that title, put your
branding statement, industry, areas of specialty, or
key selling points, whichever is the most strategic.
If you include a
branding statement, you can elaborate further on your
key qualifications through a longer summary
statement.
To develop a
branding statement, take your 15 - second elevator pitch and rework it to include
key points relevant to talent recruiters.
An alternative to using three
key terms is to employ a
branding statement instead.
Look at your unique values and
key attributes and you should be able to develop a 1 - 2 sentence
brand statement, answering these three questions:
The Personal
Brand statement is a
key component in differentiating yourself from the competition and should be consistently portrayed in all your resume documents.
A
brand statement won't hit home if it's merely a string of pretty
key word phrases and glossy adjectives.
Use short, tweet - sized sentences to communicate
key accomplishments, your
branding statements, facts you don't want the employer to miss.
As opposed to providing an entire chronology of your career, networking resumes are generally one - page, powerfully written resumes that include your value proposition
statement, a very concisely written
branding statement, a presentation of 4 - 5 noteworthy career achievements, a condensed overview of your professional experience, and
key credentials.
An effective
brand statement weaves your
key strengths into tangible benefits you can provide a prospective employer.