Sentences with phrase «key strategies from»

Sheninger and Murray cite six key strategies from the Center for American Progress on developing community schools.

This cut drives home the importance of our second key strategy from the Leadership Summit — the diversification of funding sources.

Not exact matches

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.

In a new free report from Business Insider Intelligence, we look at why messaging apps are becoming a key component to successful CRM strategies.

The global study from Resources Global Professionals released today reveals that 82 per cent of global human resources leaders believe the «war for talent» is a key business issue for the next decade and beyond - yet most do not have a clear strategy to combat it.

M&A will never be 100 % successful and we learn from every deal we do, and so not to pick on any specific deal, but I've learned, based on relative success of deals we've done in the past, is making sure the key leaders at the company share a vision with the founder, making sure the strategy drives the M&A, as opposed to the M&A driving the strategy, and making sure we have good support mechanisms for these companies after they come in.

Grow your workforce with key interview strategies from Robert Half International.

The following is from Simon Wistow, the co-founder and VP of Product Strategy at Fastly, who looks for three key things on every resume.

Throughout his career, Paul has been a key contributor to Delta's strategies and has been instrumental in a number of initiatives, including the purchase of the Trainer refinery from ConocoPhillips; the balance - sheet initiatives that have resulted in nearly $ 7 billion in debt reduction; the structuring of $ 1.8 billion in revolving credit facilities, the expansion of the T - 4 facility at JFK and the recently announced capital allocation strategy.

Canadian firms «shy away from making key investments and executing dynamic strategies,» the study concluded.

Retail entrepreneurs can certainly learn from the key findings the study, which can provide guidance as they examine and refine their strategies this holiday.

Our experience of working with businesses that have successfully grown overseas has involved focusing on a clear rationale, quantifying risks, developing a flexible strategy, understanding their tax implications and securing buy - in from key stakeholders.

• Develop strategies for addressing these key concerns using insights from economics.

Fidelity Strategic Funds are multi-asset-class strategies that seek to address key income needs — bond income from global sources, non-bond income, and real return — by investing in a diversified mix of fixed income and / or equity investments chosen for their historical combined performance.

• Develop strategies for addressing these key concerns using insights from psychology and sociology.

China's tech sector, which is key part of Beijing's longer - term «Made in China 2025» strategy to move from cheap goods to higher - value manufacturing, may be particularly vulnerable.

A company insider told TTG Asia while it's true that smaller companies like Movenpick would benefit from a larger chain's distribution, clustering, procurement, HR strategies, customer retention, loyalty programmes, cash for key money to secure a trophy hotel in a key destination and so on, the source believed the sale was triggered by Kingdom Holding, which holds 33.3 per cent in Movenpick, not Swiss - based Movenpick Holding.

Start by gathering the key information from your content marketing strategy, which will be the basis of your editorial plan.

We leverage key learnings from our past raises while taking a look at the unique aspects of each startup and custom tailor our strategy specifically to that startup's business and community dynamics.

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.

What is missing from the dialogue is a more granular understanding of how fund size drives investment strategy and is a key determinant of return potential.

In episode 3 of INSIDE LOOK, key players from the sales and marketing teams share their strategy and key takeaways following a series of ABE plays for our HR dataset.

In this program she teaches from experience, as it was the key strategy that transformed her coffee and smoothie business from being $ 500K in debt to a 7 - figure profitable business.

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.

Our goal is to collaborate closely with each startup, focusing on key areas including: community building, go - to - market strategies, corporate partnerships, and connections with all our mentors from the blockchain...

He also helped illustrate the key strategies in buyer journey mapping with concrete examples from his rich experience.

This percentage increases to 81 % if the team has a documented content marketing strategy (which is one of the key factors that differentiates effective content marketers from their less effective peers).

My key questions then are: is the first - order benefit gained from applying McClung's drawdown and portfolio allocation strategy rather than annual rebalancing to fixed asset proportions; and is modifying a globally diversified market cap portfolio to a Triad (or similar) portfolio necessary to benefit from McClung's strategy or is the global cap portfolio likely to be adequate and the required changes only offer second - order benefits?

So let me share a few key points from my Sprott presentation and let you decide for yourself if you need to reconsider your own strategy.

For newer sites or sites not themselves ranked on page one for key search terms, a successful link building campaign derived from a well thought out link strategy is an opportunity to secure a presence on sites that do themselves appear well up the SERPS.

It will discuss some of the key first steps to be considered by governments and investment communities, especially those from economies that are at earlier stages in developing policies and strategies in this area.

The key to implementing the strategy successfully is separating your investment process from short - term results: to have discipline.

While there is no guarantee that actively managed strategies will outperform the broader market, we believe this shift from active to passive is misguided for three key reasons.

These strategies are expected to benefit from the preservation of the tax treatment of equity - based compensation, which is key to early - stage growth companies — and also from the tax law's provisions that make it easier for employees of start - up companies to exercise their stock options.

In these sections he sets out the purposes of his project, explains his strategy of translation, declares independence from a priori doctrinal and theological constraints, and provides a discussion of his more controversial renderings of key words that, somewhat paradoxically, amounts to an original theology of the New Testament in miniature.

Accolade Wines» general manager for Australia and New Zealand, Michael East, says the company saw the brands as a key part of its global portfolio strategy: «The suite of brands, which also includes Dusky Sounds, Haymaker and Skyleaf, covers outstanding wines from key regions — Marlborough for Sauvignon Blanc, Central Otago for Pinot Noir and aromatics from the Waipara Valley including Riesling and Pinot Gris.»

This session will feature an inside look at the role of animal feeding as a key strategy in the diversion of food from disposal.

In turn, he was probably rested as a precaution to avoid the issue from flaring up, and it's a sensible strategy as the 30 - year - old is a key figure for Spurs and will be needed for bigger tests ahead throughout the campaign.

Keep your browser pointed to SportsInsights» blog for information on the sports marketplace and especially SportsInsights.com for research, long - term winning strategies, live odds, and our key indicator: betting percentages compiled from multiple online sportsbooks.

The key to Huddersfield's success, aside from that pressing game, was to get playmaker Aaron Mooy on the ball, but opponents appear already to have worked out that strategy.

The key attackers were back from injury and yet the strategy in both games was virtually the same; bypass their talents completely in favour of the percentage game.

In the report we present some key findings from the project, in an easy - to - digest form that will, we hope, stimulate discussion and be helpful to ECE providers considering and developing strategies to attract more men into the workforce.

The Fox Valley Park District Strategic Plan 2015 - 2018 provides direction and a planned pursuit of the mission, vision, key strategies, goals and actions of the District from May 1, 2015, through 2018.

The Fox Valley Park District Strategic Plan 2015 - 2018 provides direction and a planned pursuit of the mission, vision, key strategies, goals and actions of the District from May 1, 2015, through April 30, 2018.

The WBTi focuses on 10 key indicators from the evidence - based strategies in the WHO Global Strategy for Infant and Young Child Feeding and the Innocenti Declaration, which are described in the 2008 Protection, Promotion and Support of Breastfeeding in Europe: a blueprint for action and in Infant and Young Child Feeding: Standard Recommendations for the European Union.

Launched in 2005 by International Baby Food Action Network (IBFAN), the World Breastfeeding Trends Initiative monitors 10 key breastfeeding policies and programmes, drawn from the WHO's Global Strategy on Infant and Young Child Feeding and the Innocenti Declaration.

Learning from Large - Scale Community - Based Programmes to Improve Breastfeeding Practices (2008) Authoring organization (s): World Health Organization (WHO), United Nations Children's Fund (UNICEF), Academy for Educational Development, Africa's Health in 2010 Published: 2008 Summary: Community - based breastfeeding promotion and support is one of the key components of a comprehensive program to improve breastfeeding practices, as outlined in the WHO / UNICEF Global Strategy for Infant and Young Child Feeding.

Using examples from different school settings, this training provides key steps and strategies for consistently and meaningfully engaging dads in the parent organization, at grade - levels and at the whole school community level.

Unicef UK Baby Friendly Initiative's Call to Action spells out four key actions to create a supportive, enabling environment for women who want to breastfeed, ranging from national strategy and legal protection from harmful commercial practices to the local implementation of evidence - based practices, as described