Sentences with phrase «marketing company employee»

For example a marketing company employee's premium will be higher than a normal clerk working whole day in office.

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.

Graham Davis, marketing director at Collage.com, a custom photo gifts company in Detroit, has seen the benefits of involving employees in the interview process.

News of the impending job cuts came in the form of an internal memo released to employees on Tuesday, which stated that the decision to terminate positions was due to product delays, as well as a «tough market» and the company's need to conserve cash.

Encore, which was released in October, isn't the only incentive platform on the market — Achievers, Globoforce and O. C. Tanner are other companies that offer employee recognition programs — but according to Keller it's the only full - service recognition platform now accessible to smaller companies which can opt to manage their own programs, versus paying enterprise - level fees.

Not according to Plasticity co-founder and chief marketing officer Jennifer Moss, who says that while it's true that some employees don't like the company's platform, many benefit from it in ways that aren't as attention - grabbing as the smile - bomb surprise that Plasticity suggests trying: covering a co-worker's desk in sticky note messages about how great they are.

While LGBT inclusion has been a winning stance for companies from a marketing standpoint — several major companies made a public showing of support for LGBT rights during the Sochi Olympics earlier this year — the survey results suggest that companies have some work to do to make employees feel welcomed within their workplaces.

The resignation of his directorship removed any formal conflict of interest between Wilson's relationships with his old company and new, an important consideration given that, while the companies» products and markets are distinct, Kit and Ace is in large part populated with recent and past Lululemon employees.

Those buildings now house 12,000 employees from across Gilbert's Rock Ventures business portfolio of roughly 110 affiliated companies, including Rock Gaming, the developer and owner of urban casinos in the Cleveland, Cincinnati and Baltimore markets.

Conrad believes it's critical for companies to dedicate an employee to their social - media marketing efforts to help ensure they're continuously posting interesting images, videos and news.

Nevertheless, small - business owners may be experiencing some unique pressures compared with the overall market, including competing with one another and larger companies for the best hires, and finding enough qualified employees.

Mobli was also famous for being one of the first startups to use NASDAQ's private market, allowing early employees to cash out their shares in the company by selling them to other private investors.

Wpromote, a digital marketing firm headquartered in El Segundo, California, partners with Petplan, a pet insurance company, to offer discount codes to its employees.

With 500 employees and manufacturing facilities in Canada, Germany and China, the company supplies handrails across North America, Europe and Asia; EHC purports to command 40 % to 50 % of the market.

Borrowing an idea from the company's competitors, Vetras deployed part - time field merchandisers in 10 major metropolitan markets to augment the employee shoppers from Edmark.

Sponsoring a sporting event can bring a company closer to its target market, garner goodwill among employees and customers, and generate free publicity.

This feedback can help business owners find out if their products, stock, pricing, and placement are appealing to customers; measure the training and performance of frontline employees; learn if competitors do a better job at sales, service, marketing, and operations; identify if employees are following company procedures or compliance practices; and, increase focus on service and selling to help convert browsers to buyers, Warzynski explains.

We always like to market our company to employees and customers on the strength of our values and social commitments.

This tool (disclosure: I'm the vice president of marketing at the company) aims to makes scheduling hourly employees as easy as possible.

Expert Market also noted that earlier this month, the U.K. government ordered thousands of companies to disclose information such as employee salaries and titles to suss out cases in which women are being underpaid within organizations.

To get to know prospective employees better, Wendy Rosen, president of the Rosen Group, an arts - marketing company in Maryland, asks recruits to write an essay as part of the interview process.

So the fledgling company, which today has five employees and $ 1 million in funding, switched its focus to gift marketing.

In the interview with China Daily, Smith described the company's plans to expand «employee education globally,» set up complaint channels for Chinese customers, and oversee «the work of third - party agents for projects largely targeting the China market.»

While the price tag for stolen information on the black market can translate to a lucrative sales career for some crooked employees, it's a costly phenomenon for organizations once they have realized it has occurred, which is often «during forensic examination of user devices after individuals left a company,» said Verizon.

Overall, the company nearly doubled its workforce to about 80 employees, scaled its sales and marketing teams, and grew and diversified each department.

Out of the 1,500 units, Facebook has agreed with the city to offer 225 at below - market rates, but the company's employees will live in most of the housing.

He also had to answer to his more than 6,700 employees, to governments and regulatory bodies in markets all over to the world, and to the investors who have provided his company more than $ 8 billion in capital.

Google's (GOOG) employee No. 16 officially joined the company in 1999 as its first marketing manager, just a year after Larry Page and Sergey Brin set up their first office in her Menlo Park, Calif., garage.

Granting options enables managers to pay employees with an IOU rather than cash — with the prospect that the stock market, not the company, will one day pay up.

CEO Shah and his Cornell classmate Steve Conine started out with racksandstands.com in 2002 and quickly expanded, buying dozens of niche domain names and launching many from scratch—simplydogbeds.com, justshagrugs.com, dinnerplates.com — and in 2011 changing the company name from CSN Stores to Wayfair (700 employees went on a Boston bar crawl in Wayfair T - shirts to help market the new name).

Here are five strategies Dialogic marketing and strategy SVP Andrew Goldberg says helped the 450 - employee New Jersey - based company invigorate its brand and jump - start a culture of creativity, flexibility and innovation.

Best Buy: The electronics retailer unrolled a Twitter - focused marketing and customer service strategy built around «Twelpforce,» a system the company created to allow thousands of employees across departments to receive and respond to customer queries via Twitter.

The market and operational knowhow that you and every employee at the company have is critical to tap into.

But beyond the latest tech product on the market, many companies in the region are turning their creative minds inward toward a whole new challenge — building a workplace that defies traditional human resources models and helps engage and empower all employees.

Menon said he has a particular eye on the Asian market, where it's less typical for a company to automatically issue each employee a laptop.

The company, which had just eight employees as recently as December (mostly engineers in Israel), pitched itself differently than the typical cybersecurity marketing spiel.

As the director of corporate communications for marketing company Digital Media Solutions, Kimberlee Bradshaw Archibald identified one thing most of their employees have in common.

In his book Ultimate Guide to LinkedIn for Business, search engine optimization and online marketing expert consultant Ted Prodromou explains how you can use LinkedIn to quickly engage with ideal customers, partners, and employees, showcase your company and attract new opportunities.

Infinity Graphics, a $ 20 - million printing company in Enfield, Conn., reports a similar marketing boon from employee ownership.

By creating an entire company capable of taking ownership, Amazon has been able to both give employees control of their work and take control of the market.

They have to worry about all the same mundane business matters regular companies do, such as marketing, customer satisfaction as well as attracting and keeping good employees.

Employer branding will help you hire new employees, create a strong company culture and even reduce marketing costs.

The formula takes into account the market value of a certain job, where the employee is living, the employee's experience level and time spent at the company, and the size of their family.

Similarly, at Maddock Douglas, an Elmhurst, Illinois, firm that helps companies develop and market new products, employees can bank from 100 to 200 hours a year to pursue whatever intrigues them.

Even major companies with a large pool of employees can't get optimum marketing results without taking advantage of the right outside talent.

For these companies, the benefits of participating are mainly brand marketing, and to a smaller extent, for recruiting new employees.

The company, which expects to become profitable this year, has seven employees — chiefly programmers — and markets through a network of almost 200 independent dealers.

Many companies are focused on employee engagement, talent management and total rewards programs, but this research shows that men who aren't worried about the volatile job market are happy, and this is the most valuable way to retain top talent.

Once you begin giving these periodic updates, you should find employees feel more empowered and will strive to learn more about your company's products and overall market opportunity.

Here's how it works: Multiply the number of full - time employees a company has (E) by the median salary in the market (MS).