Sentences with phrase «key brands such»

Not exact matches

Unlike SEO tools that lean on paid positioning and advertising, Searchlight helps brands connect with key buying personas via nonpaid channels such as the company website, organic searches and social media — «where most traffic comes from anyway,» says Conductor co-founder and CEO Seth Besmertnik.

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).

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.

As a top wealth management hub, the city - state is a natural draw for the region's affluent people, a key target of Formula One sponsors such as Hugo Boss and Tag Heuer, a luxury LVMH brand.

And DB5 gains the potential brand appeal from an outsourced, automated system that helps it appear more like a corporate titan than a small business — key for a firm with big clients such as GE, AT&T and Girl Scouts of the USA.

We've also targeted stocks with key advantages, such as brand allegiance or high barriers to entry for competitors.

For the hedge funds not fortunate enough to launch with such fanfare, the key question is, what are the firms that have developed the strongest brands doing differently?

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.

Hodge says key manufacturer groups such as Manitowoc Foodservice, The Middleby Corp., ITW Food Equipment Group, Unified Brands and the Ali Group have worked with General Parts for 25 to 50 years.

Craft beverages such as Coca - Cola Georgia Peach and California Raspberry, the new Vitamin Water «Active», and Barrilitos fresh fruit infused waters were among the key brands to look for next year.

However, in Australia, where resale price maintenance is illegal, some consumer goods brands have refused to supply online retailers at all, forcing companies such as Kogan.com and Catch Group to source key products through parallel import channels.

Shares in Treasury Wine Estates, the world's biggest listed winemaker and owner of brands such as Penfolds, Wolf Blass and Rosemount, have rocketed nearly 15 per cent this morning on rumors that global French drinks giant Pernod Ricard could be circling to snap up key assets of the business including its billion dollar US vineyards and wine labels.

Traceability vs brand engagement Traceability itself is driven partly by legislation but predominantly by key stakeholders such as retailers, resellers and consumers.

«Our business has cemented its position as the leading supplier of New World wines in recent years, building on its Australian, Californian and South African portfolio through the acquisition of brands in key appellations such as Sonoma County, through Geyser Peak, and Napa Valley through Atlas Peak in 2012, and in 2014 included premium New Zealand regions through the acquisition of Mud House and Waipara Hills.»

Tested for effectiveness and appeal by consumers in Community Coffee Company's markets, the revised look aims to increase the brand's premium quality perception while preserving the key elements that customers have appreciated for decades, such as the signature red color and attention to family ownership.

This success story would have not been possible without strong local partners such as SFIC, which has been key in making the U.S. the brand's biggest market.

«Packaging plays a vital role the overall branding strategy for drinks products and, as such, we're delighted to support these new awards which celebrate and acknowledge the success story of Scottish gin and the key contribution that branding has made towards the remarkable success of this burgeoning 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

Throughout Lee's history, the brand has designed many key features that are still used to this day, and has had a great influence over things such as work wear clothes and the overall quality of denim production.

The toughest part in designing a vehicle is balancing key elements such as aerodynamics with modern design that pays homage to the brand's original design language.

With three new vehicle introductions and several other key initiatives planned for 2010, Kia is poised to continue its momentum and will continue to build the brand through design innovation, quality, value, safety features and with new technology such as the UVO powered by Microsoft ® advanced hands - free in - car communication and entertainment system (to be available in select Kia models in the U.S. beginning in summer 2010).

Cosmo, for example, is still a key magazine brand and alongside its print version, has successful events such as Fash Fest and high profile awards like Ultimate Woman of the Year.

They must ensure they are attracting and proactively encouraging apps from the locally relevant brands in their key markets, such as retailers, banks, transport services and airlines, news, sport and weather providers, and popular online content, services, communities and games.»

As consumers in key emerging markets such as China traded up from lower - quality domestic brands, the maker of Marlboro was uniquely positioned to benefit, and still is.

Investing your assets with the trusted Schwab brand is a key advantage over other non-broker robo - advisors such as Betterment and Wealthfront.

«When we decided to focus our efforts on increasing our international distribution of mother, infant and toddler products, we were hoping to find a wonderful company that we trusted to acquire our Bamboo and Fat Cat brands, and help them remain key players in the pet industry,» said Steven Dunn, CEO, Munchkin, Inc. «Petmate fit that bill, and we are encouraged that our brands are such a great fit for their product portfolio.»

After an outstanding 2014 conference, which saw CEO, CRO, CTO and SVP's of brands such as TUI, KLM, HomeAway, TripAdvisor, Best Western, Accor, IHG, Google, Momondo get together to discuss and debate the key trends and challanges shapping online travel in 2015, EyeforTravel Smart Travel Analytics & RM is now back!

Sotheby's International Realty Affiliates LLC today announced the brand's existing affiliate brokerage in Argentina, Ginevra Sotheby's International Realty, which is owned and operated by Mercedes Ginevra, will now provide residential real estate services throughout the country, focusing on key markets such as Puerto Madero, San Isidro, Mendoza, Salta, and La Patagonia.

We are pleased to work with a home - grown global hospitality brand with a strong track record such as Jumeirah Group, and we look forward to a fruitful partnership to support Abu Dhabi's Leadership on establishing a key tourist destination.»

«Locations such as this play a key role as we continue to develop Radisson as a powerful, globally consistent, first class - brand complemented by the Radisson «Yes I Can!»

Preceded by a 20 % drop in consumer brand awareness, the latest data from Nielsen's Video Game Tracking service now shows that key metrics such as aided awareness (+94 %), definite purchase interest (+64 %) and total positive purchase interest (+65 %) each got a very considerable boost once the game was rebranded as Call of Duty: Modern Warfare 2 earlier this month.

- after the remakes of Terry's Wonderland 3D and Dragon Quest Monsters 2, Yuji Horii asked the team what should be next - the choices were Caravan Heart (GBA), a professional version of Dragon Quest Monsters 2, or a brand new game - the staff made the plot together with Takeshi Uchikawa (who is currently directing Dragon Quest XI)- the suggestion was to make the theme become something catchy, which lead to a science fiction vibe - Horii said «anything's alright as long as it's interesting» - the creation of the Dragon Quest Monsters: Super Light helped build Joker 3 - fan feedback from the mobile game was used, which lead to monster stats being seen - the Reactor device lets you easily see all the things that occur on the field - the team had some trouble bringing together the ridable monsters aspect of the game, but eventually worked it out - the full game starts off with monsters that players can ride on land - you'll eventually unlock sea, air, and multi-jump land rising monsters - a «Big Air ride» was teased as well - by clearing the story, features will be unlocked that further modify monsters such as abilities and changing their sizes - Stealth Boxes which can not be found without using the Reactor only contains useful items that are optional - compulsory items that are needed to be found with the Reactor are placed in non-stealth locations - accessories can strengthen monsters, but monster strength is mainly determined from raising and combining them - features more offense - related content in the form of new spells and skills - new water - type spells are included - new skills added enable more detailed adjustments in versus, adding more strategic features - one of the items that can be bought with Communication Coins has the same effect with «Key of Encounters» - this lets players recruit monsters a bit more easily they've befriended before - since Communication Coins can only be obtained from multiplayer battles, it's completely optional - people who still do StreetPass but don't want to do multiplayer battles can still get them by combining monsters - DLC monsters are planned to be added regularly post-release until around Golden Week (April 29 — May 5)- - A national tournament is also planned, with more details coming later - carryover feature from Dragon Quest Monsters 2 that comes into play after the ending - players can bring up to 10 monsters which are ranked A or below from DQM2 to DQMJ3 each day

This will obviously anger many fans who were expecting characters from some of Sony's key titles such as Final Fantasy, Crash Bandicoot, Spyro the Dragon, Rayman and Resistance, all games that have at some point represented the PlayStation brand hugely.

I think it's unfortunate that there'a a perception in the gaming community that the key Sony brands such as Ratchet & Clank, Jak & Daxter, God of War, and now Uncharted are passed to lesser studios when it comes to developing for handheld hardware.

After returning to Moving Brands in 2017, Matt is now based at its New York studio where he leads three key areas within the business: «Interactive Spaces», focusing on using technology to create dynamic living spaces; «New Design Realities», creating experiences for emerging technology platforms, such as mixed reality and augmented reality; and «GOBI», a team that uses prototyping as a way of defining the products and services of tomorrow.

Google requires device makers to comply with certain requirements to use the Android brand and key Google services such as search and maps.

The discussion started with key design goals, such as establishing credibility and brand, following best practices for accessibility, and avoiding copyright violations and brand dilution.

But, you don't necessarily have to have this particular lock to access Amazon Key — other smart lock brands such as Kwikset are also compatible.

The company hasn't yet revealed performance - oriented details such as clock speeds, in - depth feature specs or even pricing and a few other key details for its new platform, but the company is ensuring the availability of Celeron and Pentium - branded processors in the second half of this year.

We are now ranked number three globally in terms of smartphone shipments, and our brand recognition is growing steadily in key regions such as China and Western Europe,» said, Richard Yu, CEO, HUAWEI Consumer Business Group.

According to Counterpoint's Associate Director, Tarun Pathak, Chinese smartphone brands have taken lead positions into key markets like China, Europe, Asia, and Latin America which has restricted the growth prospects for leading global brands such as Samsung and Apple.

While Huawei has faced several hurdles in entering key markets like the U.S., the brand is doing remarkably well in other regions — such as Europe and India — with its Honor lineup of handsets, the latest of which is the dual 8MP camera toting Honor 6 Plus.

Many other brands have tried to experiment, but we haven't liked them at all, such as MX4 has a power button on the top edge, volume keys on the left edge.

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.

Let us boost your networking success and visibility on sites such as LinkedIn ® and BranchOut ™ to help you leverage your expertise, build key relationships, find new jobs and enhance your personal brand.

The opening uses a table to outline key skill sets such as market analysis, brand promotion, inventory, client services, merchandising, vendor procurement and strategic business development.

→ Additional profile branding tips, such as best positioning of information to immediately capture attention, relevant key word integration, and making your profile 100 % complete to optimize searchability.

* World class experience with brands such as ResMed Disney Pepsi Anheuser Busch Led * Responsible for BAD BOY»S $ 100MM global retail business which spans 6 continents and 50 + countries * Key areas of responsibility include brand development, marketing, licensing, production, sale...