Sentences with phrase «n't grow a business»

You can't grow your business without a strong sales and marketing team and effort.

You can't grow your business if your business is out of business.

But at some stage we have to move beyond this, and in fact we need to be able to bluff our way through or we won't grow our business.

As busy entrepreneurs, we don't have the time to be wasting on social - media efforts that don't bring us results, that don't grow our business.

You don't grow a business by having separate arms all doing things individually.

These things aren't the business and don't grow the business.

Tarner says he couldn't grow the business without the help of the passionate people at South Bend Chocolate Company, including his son and daughter, who both work for the company.

«We're far enough away from Toronto and Ottawa, but not so remote that we can't grow our business.

It is well - known and understood that companies can not grow their businesses without talented and skilled workforce.

«If you're running at 120 percent all the time, you can't grow your business.

There's a lot of advice about how you should or shouldn't grow your business or service your clients, and somehow, certain ideas become gospel in the industry.

Not exact matches

«Because if the purpose of the small business corporate structure is to encourage small business to grow and also grow the economy, then a lot of small businesses aren't doing that.»

Growing your business to a fully evolved midsize structure is a worthy goal, but before spending years trying to make this happen, be sure that your industry doesn't have characteristics that will prevent you from succeeding.

At first, I didn't think a website was necessary, but as I came up with more ideas, I grew passionate about the business I created.

The book not only prepares the reader in managing his or her mindset relative to ups, downs, pleasures, and horrors of owning a business, it also helps one develop the skills in identifying potential and current employees whose attitudes and outlooks can bring great value to a growing organization.

Most won't grow up to be stand - alone big businesses.

But the prospective shopkeeper couldn't shake the fear that Amazon, whose impact on commerce was only growing, would eventually put him out of business.

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.

Most small - business owners recognize that they can't grow without delegating but still have a tremendous amount of difficulty letting go of control.

There is so much that can go wrong by surprise when you're growing a business that you have to avoid what is certain not to work.

Even if you stop sleeping, there are not enough hours in a day and night for you to do everything that is required for your business to grow.

As your business grew, at what point did you realize you couldn't make every decision... and was making the transition to a higher - level form of leadership difficult?

Successful people don't see money solely as a personal reward; they see money as a way to grow a business, reward and develop employees, give back to the community... in short, not just to make their own lives better but to improve the lives of other people, too.

Too many genuinely enthusiastic hobbyists launch what they hope will be a successful, thriving business only to find out too late that they haven't got the skills to launch and grow a viable business,» says McKeown.

The online music business has been a shark - infested pool almost from the moment the Internet hit the popular consciousness, so it's not surprising that a new player like Tidal is suffering from growing pains.

One entrepreneur grew his niche business by collaborating with bigger companies that didn't consider him competition.

«The rules are designed to help businesses grow — not shelter personal income from tax,» Morneau said in tweet No. 1.

Basecamp CEO Jason Fried shares why outside funding isn't always the best way to grow your business.

While a judge might not choose to prosecute a marijuana business for growing or selling, he or she could choose to do so.

Rinse and repeat, and you will not only retain your existing customers but have a strong way to get new customers and grow your business as well.

It's impossible to grow your business If you don't have the right people.

And if you are really thinking about it then don't forget your Business Expansion Into Africa, as the African market is growing like anything now - a-days.

You can't grow if you're sending your business somewhere else.

In other words, the digital side of the Times «business is growing, in some cases rapidly, but it still isn't contributing enough to make up for the ongoing decline in print - based revenue.

«Your job as a CEO is not to look good in front of your investors, it's to grow your business,» she says.

We don't have a tradition of growing medium and large businesses out of small businesses, and that's a mindset shift we have to make.

The growing profitability of specialty channels isn't surprising: the classification includes some of the buzziest names in Canadian television, from Orphan Black - host Space to Rogers» Sportsnet suite, which pulled off a huge small - screen coup by wresting NHL rights from the CBC (Rogers owns Canadian Business).

Business degree or not, if you're a business professional, these magazines are a must read in order to thrive and grow in an extremely fast - paceBusiness degree or not, if you're a business professional, these magazines are a must read in order to thrive and grow in an extremely fast - pacebusiness professional, these magazines are a must read in order to thrive and grow in an extremely fast - paced world.

Thus, if your business plan emanates the vibe to grow and generate profits in the long run, securing a start - up business loan should not be a problem.

Or perhaps your accounting software isn't providing the type of data you need to grow your business.

Yeung's goal is not to open a thousand Green Commons in Hong Kong but rather grow business to business in order to make impactful change throughout Asia.

There are some key differences between the different types of hosting, so it's important to understand your short - and long - term goals for your website and which services will handle not only your needs today, but can grow along with your business.

For many businesses, there comes a time in the startup phase when cash is short, revenues are not growing fast enough and anxiety about the long - term sustainability of the business is growing.

Going paperless can really help your business because it can allow you control and stability where you may not have had it before, and give you more time to do what's really important — grow your business.

Entrepreneurs want to grow their business, not spend endless amounts of time on financial management.

As often as not, they're no more advanced and informed in terms of their people strengths and skills than they are in any of the other areas of operating and growing a business.

The fact that your business hasn't developed yet doesn't necessarily mean you can't afford advertising in order to help it grow.

It wasn't easy, but Ryan eventually found his entrepreneurial footing and has since bootstrapped Lift Marketing and Bitesize PR into profitable and growing businesses.

We have to depict that things are going well, the business is growing and, meanwhile, things are not well.

Change is inevitable, so why not choose to pivot so you can grow your business in the direction you want?