Sentences with phrase «made business history»

Fifty years later, almost to the day, Geisha Jimenez made business history.

Not exact matches

AeroVironment is one company making the move from a military history to a broader range of business clients.

Building the vision and strategy and green - lighting the move to a platform approach was one of the most significant decisions our leadership has made over the history of the business.

In the history of American business and entrepreneurship, lots of success has come from others making similar types of trade - offs.

In fiscal year 2005 the SBA made or guaranteed $ 19 billion worth of loans to small businesses, the most in its history.

The company has a history of making wily business decisions.

Energy Future, the biggest power company in Texas, can claim an ignominious distinction in the annals of American business history: Warren Buffett considers his nearly $ 2 billion investment in the company's bonds one of the biggest mistakes he's ever made.

This arrangement makes loans to startups and existing businesses with poor credit histories less risky for the financial institution.

However, if I were to pick someone from this list to bring into any company in any industry and make a high - level, lasting impact, there are few executives in the history of American business with a better track record than Lou Gerstner.

With a budding business in his briefcase, a $ 67,000 salary as a stage technician, and a $ 3,800 car to his name, Stephen Sorensen thought he could make a case for getting a $ 4,000 loan for himself, despite a checkered credit history that included a personal bankruptcy.

The History Channel's website has a cool story about the original fast - food chain, which not only made use of technology but depended on it for its entire business model.

In an interview with Business Insider in October 2015 he revealed Donald Trump's history of making phone calls under the alias John Barron.

It's the lack of history that makes this business and the people in it so fascinating.

In 41 years and eight months, Scobell missed only one issue (due to a 1972 hospital stay), making his investment column not only, in the words of one competitor, «the longest - running series in business publishing history,» but likely Canadian magazine publishing's longest - running column, period.

Without any business history to work from, a startup founder is constantly making predictions and assumptions.

Once you get a business credit card, use it regularly to make business purchases and pay the bill on time — ideally in full — to build a history of using it responsibly.

Rather than relying on personal assets such as a car, boat or home to secure the loan, unsecured lenders look exclusively at a borrower's credit worthiness to determine eligibility, making those with high credit scores and a long, solid credit history the best candidates for an unsecured business line of credit.

As a huge bonus, business owners who make on time payments and keep their balances low can build business credit, however it's worth noting that your payment history may be reported to personal credit reporting agencies and affect your personal credit scores.

While banks look closely at a business owner's personal history, the startup makes decisions based on data about the business itself.

• An established history of distinguished service • Exhibited leadership and provided inspiration to others • Made a lasting contribution to Canadian business • Significantly influenced Canadian deal - making on a national and international level

The $ 16 million donation (including a sizeable parcel of real estate) made by the Haskaynes was the largest charitable contribution in the history of the university at the time, and one of the largest contributions to any business school in Canada.

Check out the Inside TD Ameritrade section of this web site for more information about TD Ameritrade, our businesses, our history and what makes us unique.

Unlike some other lenders, OnDeck reports your business credit history with us to a number of business credit bureaus; so long as you make timely payments, that positive credit history helps your business build a strong profile.

Qualifying for a business credit card may be easier than a traditional loan and could make it possible for a business owner who has not yet established a strong business credit profile or don't have sufficient revenue to qualify for a small business loan (provided you have a strong personal credit history).

Decision - making in business is undergoing its most significant changes in modern business history.

Whether a personal loan makes sense for your business will depend on a variety of factors, including your business's finances, your personal credit history, and how much you plan to borrow.

In addition, qualifying for a personal loan is based on your personal finances and credit history, not those of your business, which makes them a popular option for startups and businesses that can't otherwise get funding from conventional sources.

Business owners who make on time payments and keep their balances low can build strong business credit scores, however your payment history on this card may be reported to personal credit reporting agencies and affect your personal creditBusiness owners who make on time payments and keep their balances low can build strong business credit scores, however your payment history on this card may be reported to personal credit reporting agencies and affect your personal creditbusiness credit scores, however your payment history on this card may be reported to personal credit reporting agencies and affect your personal credit scores.

Having a strong personal character won't help you get a business loan but having dings in your personal history can make it more challenging.

ACC Accounting & Auditing, AFR Africa, AGE Economics of Ageing, AGR Agricultural Economics, ARA Arab World, BAN Banking, BEC Business Economics, CBA Central Banking, CBE Cognitive & Behavioural Economics, CDM Collective Decision - Making, CFN Corporate Finance, CIS Confederation of Independent States, CMP Computational Economics, CNA China, COM Industrial Competition, CSE Economics of Strategic Management, CTA Contract Theory & Applications, CUL Cultural Economics, CWA Central & Western Asia, DCM Discrete Choice Models, DEM Demographic Economics, DEV Development, DGE Dynamic General Equilibrium, ECM Econometrics, EDU Education, EEC European Economics, EFF Efficiency & Productivity, ENE Energy Economics, ENT Entrepreneurship, ENV Environmental Economics, ETS Econometric Time Series, EUR Microeconomics European Issues, EVO Evolutionary Economics, EXP Experimental Economics, FDG Financial Development & Growth, FIN Finance, FMK Financial Markets, FOR Forecasting, GEO Economic Geography, GRO Economic Growth, GTH Game Theory, HAP Economics of Happiness, HEA Health Economics, HIS Business, Economic & Financial History, HME Heterodox Microeconomics, HPE History & Philosophy of Economics, HRM Human Capital & Human Resource Management, IAS Insurance Economics, ICT Information & Communication Technologies, IFN International Finance, IND Industrial Organization, INO Innovation, INT International Trade, IPR Intellectual Property Rights, IUE Informal & Underground Economics, KNM Knowledge Management & Knowledge Economy, LAB Labour Economics, LAM Central & South America, LAW Law & Economics, LMA Labor Markets - Supply, Demand & Wages, LTV Unemployment, Inequality & Poverty, MAC Macroeconomics, MFD Microfinance, MIC Microeconomics, MIG Economics of Human Migration, MKT Marketing, MON Monetary Economics, MST Market Microstructure, NET Network Economics, NEU Neuroeconomics, OPM Open Macroeconomics, ORE Operations Research, PBE Public Economics, PKE Post Keynesian Economics, POL Positive Political Economics, PPM Project, Program & Portfolio Management, PUB Public Finance, REG Regulation, RES Resource Economics, RMG Risk Management, SBM Small Business Management, SEA South East Asia, SOC Social Norms & Social Capital, SOG Sociology of Economics, SPO Sports & Economics, TID Technology & Industrial Dynamics, TRA Transition Economics, TRE Transport Economics, TUR Tourism Economics, UPT Utility Models & Prospect Theory, URE Urban & Real Estate Economics.

That makes it a good fit for business owners with rocky credit histories.

ACC Accounting & Auditing, AFR Africa, AGE Economics of Ageing, AGR Agricultural Economics, ARA Arab World, BAN Banking, BEC Business Economics, CBA Central Banking, CBE Cognitive & Behavioural Economics, CDM Collective Decision - Making, CFN Corporate Finance, CIS Confederation of Independent States, CMP Computational Economics, CNA China, COM Industrial Competition, CSE Economics of Strategic Management, CTA Contract Theory & Applications, CUL Cultural Economics, CWA Central & Western Asia, DCM Discrete Choice Models, DEM Demographic Economics, DEV Development, DGE Dynamic General Equilibrium, ECM Econometrics, EDU Education, EEC European Economics, EFF Efficiency & Productivity, ENE Energy Economics, ENT Entrepreneurship, ENV Environmental Economics, ETS Econometric Time Series, EUR Microeconomic European Issues, EVO Evolutionary Economics, EXP Experimental Economics, FDG Financial Development & Growth, FIN Finance, FMK Financial Markets, FOR Forecasting, GEO Economic Geography, GRO Economic Growth, GTH Game Theory, HAP Economics of Happiness, HEA Health Economics, HIS Business, Economic & Financial History, HME Heterodox Microeconomics, HPE History & Philosophy of Economics, HRM Human Capital & Human Resource Management, IAS Insurance Economics, ICT Information & Communication Technologies, IFN International Finance, IND Industrial Organization, INO Innovation, INT International Trade, IPR Intellectual Property Rights, IUE Informal & Underground Economics, KNM Knowledge Management & Knowledge Economy, LAB Labour Economics, LAM Central & South America, LAW Law & Economics, LMA Labor Markets - Supply, Demand & Wages, LTV Unemployment, Inequality & Poverty, MAC Macroeconomics, MFD Microfinance, MIC Microeconomics, MIG Economics of Human Migration, MKT Marketing, MON Monetary Economics, MST Market Microstructure, NET Network Economics, NEU Neuroeconomics, OPM Open Macroeconomics, PBE Public Economics, PKE Post Keynesian Economics, POL Positive Political Economics, PPM Project, Program & Portfolio Management, PUB Public Finance, REG Regulation, RES Resource Economics, RMG Risk Management, SBM Small Business Management, SEA South East Asia, SOC Social Norms & Social Capital, SOG Sociology of Economics, SPO Sports & Economics, TID Technology & Industrial Dynamics, TRA Transition Economics, TRE Transport Economics, TUR Tourism Economics, UPT Utility Models & Prospect Theory, URE Urban & Real Estate Economics.

(Reuters)- Coty Inc (COTY.N), the U.S. maker of Calvin Klein and Chloe perfume, will buy Procter & Gamble's (PG.N) perfume, hair care and make - up businesses for $ 12.5 billion in the biggest cosmetics merger in recent history.

Using a line of credit allows you to build a positive business credit history as you use the line and make the payments on time.

My friend, all - star analyst, and Business Insider Editor - In - Chief Henry Blodget makes a compelling point: «Anyone who thinks we need a «catalyst» for a market crash should brush up on their history... There was no «catalyst» in 1929.

His story about how he made Peerless Clothing into a world leader in the production of men's suits is a straight - ahead account of savvy business practice, exceedingly hard work, and fearlessness in the face of risk - both a valuable document for anyone building a company who wants to know how high - wire entrepreneurship works, and an important contribution to the history of garment manufacturing in Montreal.»

With the corporate tax rate falling from 35 percent to 21 percent — representing the biggest one - time drop in U.S. history — pass - through businesses catching a break, and overall tax reductions expected for most Americans through 2025, business owners considered the best move to make with their newfound money.

Grant Williams, asset manager, co-founder of on - demand business TV channel Real Vision, and editor of Things That Make You Go Hmmm..., explains how experiencing multiple stock market crashes shaped his worldview, the true value of gold, and why everyone with a knowledge of history should own it.

Similarly to business credit cards, qualifying for a personal loan will only be based on your personal credit history and financial situation, making them another common choice for new businesses.

In addition, since many of these women are unbanked, the new technology upgrades will integrate them into the cashless economy so they can make online purchases for their businesses, view financial transaction history in real time and experience the benefits of digital banking.

Many of these programs make the process easier and will base the loan on your personal credit history and not on that of the business.

In the first place such education, now as always, is concerned with the nurture of men and women whose business in life it will be to help men to see their immediate perplexities, joys and sufferings in the light of an ultimate meaning, to live as citizens of the inclusive society of being, and to relate their present choices to first and last decisions made about them in the totality of human history by Sovereign Power.

Knowledge about individual community leaders, the history and development of a town, the way decisions are made in its institutions and social groups, the deals being made in the world of politics and business, the norms and values in the arts and sciences, the presuppositions and operational concepts of the professions — this is grist for the mill of a core group which has the responsibility of planning strategy for the mission of a particular church in an American community.

talk about skewing the stats to fit your own conclusions... this is like a slap in the face to every real Arsenal fan... have you no shame, have you no dignity, have you no sense of right from wrong... if you think everything was so well orchestrated why is everyone and their brother laughing at the way in which we conduct business both on and off the field... either you're a paid hack or a delusional buffoon... regardless you can't be a genuine Arsenal fan because the difficulties facing this club having been going on for years and this latest episode in our pathetic recent history is but a glaring reminder of how far we have fallen... I'm not going to waste my time discrediting every single ridiculous statement you made in your love letter to Wenger, but if you write another article I will gladly expose you for the fraud you truly are... this club is in desperate need of a serious cleansing and for you to try and package this dog and pony show as a well - oiled machine is a direct insult to anyone who has supported this team during the supposed «lean» years... the deceptive and disrespectful manner in which this organization has treated it's fans is an abomination to supporters everywhere and for you to even try to justify their actions is akin to saying just shut - up and keep filling our pockets... so please crawl back under whatever stone you crawled out from under and think carefully before you spew this type of propaganda ever again

But what I do know is that we have Kroenke for an owner, a guy who couldn't give a rat's arse about our history, football in general, fans, and everything else, but treats Arsenal as business which makes him money.

«I am pleased that it shines a light on exactly how instrumental my mother was in the team's success while also capturing the setbacks and her bravery in holding the family, and ultimately the business together, as the team went on to make history.»

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

Although it will be incredibly difficult to ever match his contributions on the pitch, it's vitally important for a former club legend, like Henry, to publicly address his concerns regarding the direction of this club... regardless of those who still feel that Henry has some sort of agenda due to the backlash he received following earlier comments he made on air regarding Arsenal, he has an intimate understanding of the game, he knows the fans are being hosed and he feels some sense of obligation, both professionally and personally, to tell it like he sees it... much like I've continually expressed over the last couple months, this team isn't evolving under this current ownership / management team... instead we are currently experiencing a «stagnant» phase in our club's storied history... a fact that can't be hidden by simply changing the formation or bringing in one or two individuals... this team needs fundamental change in the way it conducts business both on and off the pitch or it will continue to slowly devolve into a second tier club... regardless of the euphoria surrounding our escape act on Friday evening, as it stands, this club is more likely to be fighting for a Europa League spot for the foreseeable future than a top 4 finish... we can't hope for the failures of others to secure our place in the top 4, we need to be the manufacturers of our own success by doing whatever is necessary to evolve as an organization... if Wenger, Gazidis and Kroenke can't take the necessary steps following the debacle they manufactured last season, their removal is imperative for our future success... unfortunately, I strongly believe that either they don't know how to proceed in the present economic climate or they are unwilling to do whatever it takes to turn this ship around... just look at the current state of our squad, none of our world class players are under contract beyond this season, we have a ridiculous wage bill considering the results, we can't sell our deadwood because we've mismanaged our personnel decisions and contractual obligations, we haven't properly cultivated our younger talent and we might have become one of the worst clubs ever when it comes to way we handle our transfer business, which under Dein was one of our greatest assets... it's time to get things right!!!

It makes no difference to me how our owners originally made their money; suffice to say that they have been successful business people which allowed them to take control of the club at a very uncertain time of it's history.

When companies with a long history, like Gerber, are choosing to make simple, reusable part of their business practices, everyone wins.