Sentences with phrase «management abilities on»

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The basic plans provide a level of functionality similar to those found on other social media management platforms, while the more advanced plans give you additional functionality for doing tricksy things like the ability to queue items to recycle them and to email your updates instead of having to open your social media software.

«What effectively we're doing is giving them the ability to do all of the stuff they would have done on those landlines, now on their mobile phones,» says Matthew Leppanen, director of product management at Rogers.

Many niche ETFs have only a few million dollars in assets under management — asset size can have a big impact on an ETF's ability to track an index and trade efficiently.

«You need very strong management teams who are confident in their ability to structure deals, but also execute quickly on these deals.

With the provinces gaining enhanced ability to dictate trade negotiations, and with Quebec and Ontario heavily invested in supply management, Ottawa is going to have to find new ways to deliver on trade deals that individual provinces dislike.

To shore up its lead, AWS has added new features to its own hybrid - cloud product, Direct Connect, and is more aggressively marketing it; it's also offering email management and the ability to collaborate on documents.

Luckily, with a few tweaks to our daily routines, we can relatively easily improve our sleep schedules and boost everything from our stress management to our ability to think on the fly.

There's no doubt that blockchain will play a role in the future of identity management, but the extent to which it is used will depend on our ability to think beyond our current solution set and apply emerging technologies to build a secure and compliant user experience.

But at that bank, receivables financing involved cash - management fees: $ 85 a month for a lock box, 40 cents per check deposited in the lock box, $ 16 a month for account processing, and $ 75 a month for the ability to check postings on - line.

Few people have been trained to focus on emotional management skills, however, a lack of these coping abilities can lead to damaged relationships and career setbacks.

An examination of Zuckerberg's management approach reveals that his success rests on three pillars: his unique ability to look into the future, his otherworldly consistency, and the business discipline he has nurtured in an industry quite often enamored of bright, shiny objects.

Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward - looking statements include, among others, the following: our ability to successfully and profitably market our products and services; the acceptance of our products and services by patients and healthcare providers; our ability to meet demand for our products and services; the willingness of health insurance companies and other payers to cover Cologuard and adequately reimburse us for our performance of the Cologuard test; the amount and nature of competition from other cancer screening and diagnostic products and services; the effects of the adoption, modification or repeal of any healthcare reform law, rule, order, interpretation or policy; the effects of changes in pricing, coverage and reimbursement for our products and services, including without limitation as a result of the Protecting Access to Medicare Act of 2014; recommendations, guidelines and quality metrics issued by various organizations such as the U.S. Preventive Services Task Force, the American Cancer Society, and the National Committee for Quality Assurance regarding cancer screening or our products and services; our ability to successfully develop new products and services; our success establishing and maintaining collaborative, licensing and supplier arrangements; our ability to maintain regulatory approvals and comply with applicable regulations; and the other risks and uncertainties described in the Risk Factors and in Management's Discussion and Analysis of Financial Condition and Results of Operations sections of our most recently filed Annual Report on Form 10 - K and our subsequently filed Quarterly Reports on Form 10 - Q.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

An Improving or High Return on Equity — Return on equity has often been offered as a measure of management's abilities.

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

first, whether a proposal relates to «tasks that are so fundamental to management's ability to run a company on a day - to - day basis that they could not, as a practical matter, be subject to direct shareholder oversight;» and

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.

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, and the company's previously disclosed review of strategic alternatives.

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.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

The stock would warrant a premium valuation (above the trend line) by virtue of management's focus on ROIC and its ability to communicate that focus to investors.

A great deal of emphasis is also placed on management's ability to overcome the present financial crisis and work their way back to profitability.

«Of all the major application lifecycle management (ALM) providers, we were most impressed by Micro Focus's ability to focus on our business needs.

At Ensemble we do not focus on this type of business and believe that the bar for a management team to demonstrate the ability to execute this approach is so high that it is a relatively special situation and there are not a large number of these sorts of investment opportunities.

Having been on a risky bond trading desk in the 1990's, I can attest first - hand that trading desks have the ability to hide risky or bad positions from a bank's upper management.

Despite having negative opinions on digital currencies, Harker sees «tremendous potential» in the use of distributed ledger technology for risk management in the US banking sector, mainly because of its ability to authenticate transactions:

«The follow - on investment in Cypress Creek Renewables speaks to our confidence in Cypress Creek's management team and their ability to successfully execute on their strategy» said Patrick Fox, Partner at New Energy Capital Partners, «We look forward to further developing our strategic relationship with the Cypress Creek team.»

Your costs will depend on factors such as: whether you include the Training Suite in the operation of your Anytime Fitness center, how the business is staffed, your sales and management skills, experience and business acumen; local economic conditions; the local market for your services; competition; the ability to obtain favorable real estate and equipment rates.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Listening to the company's recent conference call to close out 2012, management was very bullish on the company's current position and its ability to sate both income and debt investors.

Surprisingly, having a smaller workforce and fewer resources may actually give you an enhanced ability to succeed in a competitive environment, as you'll have less management responsibilities and more time to focus on mission - critical aspects like outreach and product / service improvement.

With reports on the thriving economy, the low taxes, the manageable deficit, the ability to make painful budget cuts — things are so good in Texas that even some California lawmakers want to learn the secrets to Perry's management of Lone Star success.

Its retail team uses an iPad application that acts as a mobile team management tool that allows the company the ability to collect real - time data in the field while tracking, responding and taking action on projects and requests.

A comprehensive audit of Club's premises, systems and procedures against BRC requirements found that the company meets high standards including on hygiene, the ability to control potential hazards and management control systems.

As Mr Scott addressed Coles» management and staff in Melbourne on Monday, analysts and investors said Coles» capital structure and balance sheet would be critical to its ability to prosper.

«The ability to gauge the impact of different river and land management practices on river systems across the Basin is crucial to informing environmental watering decisions, as well as Landcare and other similar projects, thereby enhancing the outcomes we are able to achieve.»

Highly developed relationship management and leadership abilities, sound negotiation skills, commercial acumen, a focus on system and process improvement, a strong customer service orientation and the ability to operate successfully in a fast paced production environment with changing priorities will also be important.

Commenting on the addition of Kohl to the executive and management group Conran said, «The Greenwood team is elated to add someone with Bill's experience and abilities to our organization.

How does the acknowledging the validity of tanking as a strategy in any way comment on the Bulls ability to enact it properly due to their poor management?

The Gunners edge out Juventus, Roma, Monaco, and Athletico Madrid on consistency and average finance / ability to pay transfer fees and all the Russian clubs on quality of play and management.

Of course I don't want to lose him, because no one at our club (players and management) is on his level in terms of ability, mentality, and ambition.

He is a player who we can't afford to lose.The club knows this, the fans know this, and just as importantly so does Mesut Ozil.The fact that he will be in a position to get himself a very nice Signing On Fee from whichever club he signs for after June means he will get the financial rewards he always wanted.Who can blame him for getting the very best for himself.If his abilities had been appreciated by the club and management earlier then the player would have not been in the position we have now where the cards are all held by him.To keep him will cost the club a huge signing on fee and colloidal wages but that is the price we must pay.We need him so pay him provided it is what SVEN M and RAUL advise.Im sure the player himself would be impressed that these 2 are involved and the whole structure of the club is moving forwarOn Fee from whichever club he signs for after June means he will get the financial rewards he always wanted.Who can blame him for getting the very best for himself.If his abilities had been appreciated by the club and management earlier then the player would have not been in the position we have now where the cards are all held by him.To keep him will cost the club a huge signing on fee and colloidal wages but that is the price we must pay.We need him so pay him provided it is what SVEN M and RAUL advise.Im sure the player himself would be impressed that these 2 are involved and the whole structure of the club is moving forwaron fee and colloidal wages but that is the price we must pay.We need him so pay him provided it is what SVEN M and RAUL advise.Im sure the player himself would be impressed that these 2 are involved and the whole structure of the club is moving forward.

When Bellerin first came into the side he not only defended well but was always so dangerous going forward.His pace and ability to go outside his marker gave us an attacking outlet that allowed us to play without a recognised right sided attacker which coincided with Walcott getting less and less game time.We all thought this boy was going to turn into someone very special and so obviously did the management who apparently renewed his contract on a reputed # 100k per week.What have we seen since then?A player that seems as indecisive and under coached as the rest of the defenders at the club.A player that has rarely delivered a performance that reflected his initial early form.A player whose body language seems to display his displeasure at being at our club when Barcelona reputedly offered # 40m for him in the close season.

Nothing like one underachiever blowing smoke up the ass of another... we know that Ozil has some incredible technical gifts, but to be considered the best you have to bring more than just assists to the table... for me, a top player has to possess a more well - rounded game, which doesn't mean they need to be a beast on both ends of the pitch, but they must have the ability to take their game to another level when it matters most... although he amassed some record - like stats early on, it set the bar too high, so when people expected him to duplicate those numbers each year the pressure seemed to get the best of our soft - spoken star... obviously that's not an excuse for what has happened in the meantime, but it's important to make note of a few things: (1) his best year was a transition year for many of the traditionally dominant teams in the EPL, so that clearly made the numbers appear better than they actually were and (2) Wenger's system, or lack thereof, didn't do him any favours; by playing him out of position and by not acquiring world - class striker and / or right - side forward that would best fit an Ozil - centered offensive scheme certainly hurt his chances to repeat his earlier peformances, (3) the loss of Cazorla, who took a lot of pressure off Ozil in the midfield and was highly efficient when it came to getting him the ball in space, negatively impacted his effectiveness and (4) he likewise missed a good chunk of games and frankly never looked himself when he eventually returned to the field... overall the Ozil experiment has had mixed reviews and rightfully so, but I do have some empathy for the man because he has always carried himself the same way, whether for Real or the German National team, yet he has only suffered any lengthy down periods with Arsenal... to me that goes directly to this club's inability to surround him with the necessary players to succeed, especially for someone who is a pass first type of player; as such, this simply highlights our club's ineffective and antiquated transfer policies... frankly I'm disappointed in both Ozil and our management team for not stepping up when it counted because they had a chance to do something special, but they didn't have it in them... there is no one that better exemplifies our recent history than Ozil, brief moments of greatness undercut by long periods of disappointing play, only made worse by his mopey posturing like a younger slightly less awkward Wenger... what a terribly waste

In turn, he has proven he has the tactical knowledge, man - management skills and other key abilities to get the best out of a group of players and deliver positive results on a consistent basis.

The appeal of active management among doctors is likely related to feelings of power and control, the imposition of order and conformity on the otherwise unpredictable birth process, and the ability to «do something».

Criticisms of Corbyn's leadership style focused on his inept approach to internal party management and estrangement from his own parliamentary party; where Corbyn exceeded expectations was his ability to fashion a distinctive, eye - catching political agenda that captured the imagination of the electorate, and distanced the Labour party from its potentially «toxic» legacy (one of the historian Stuart Ball's key criteria for effective opposition party leadership).

Among the biggest bureaucratic challenges faced by the UK Space Agency is its management of applications for new satellites, which are viewed as critical because of their ability to provide data on the environment, climate, weather, security agriculture, coastal management and disaster mitigation.

Massey instead quickly turned to casting the election as «a referendum on the mayor's failure to do his job» and on Massey's character and management ability.