Sentences with phrase «need global business strategy»

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.

Rob Markey, the head of Bain & Company's global customer strategy and marketing practice, writes in the Harvard Business Review about how senior executives need to take the reins and help reenergize their staff.

«Businesses have clearly been longing for a better way to manage their employees» travel needs and business travelers seem eager for change from the traditional business travel accommodations,» Chip Conley, Airbnb's head of global hospitality and strategy, said in a statement.

As the global sector changes faster than ever before, businesses will need to re-evaluate their role in this changing landscape — ensuring that strategy is underpinned with strong underlying market, business and technology assumptions.

To move from isolated examples toward a fully generative economy, we may need a global movement of citizens, investors, and businesses, both profit and nonprofit, working together to create a pincer strategy — one arm aimed at reforming existing large companies, another aimed at promoting generative alternatives.

Michael Brown CIOB deputy chief executive said: «Companies of all specialities and sizes need to understand how global drivers are interacting with our industry and how they can integrate this information into their own business strategies.

Senior partner Nick Thomas said: «These results underline our long - term global growth strategy and our continued commitment to strengthening our business predicated on client need.»

Mark strives to develop a strong understanding of his clients» intellectual property and business needs to create tailored strategies for global portfolio protection.

This strategy states, «We will actively recruit, develop, promote and retain diverse talent who are prepared to meet and exceed the needs of our clients doing business in a global economy.»

McDonald's Corporation (Oak Brook, IL) 2001 — 2008 Business Insights Analyst (Year — Year) • Architected a complete web analytics strategy in a timely, efficient, and cost effective manner • Spearheaded process from acquiring back - end hardware needs, software evaluation and selection, legacy data migration and profile development • Devised visitor engagement methodology to fully understand and educate business stakeholders on visitor interactions within rich Internet applications • Defined the success of global promotions by evaluating the marketing plans • Created, developed, and executed reporting for business stakeholders regarding KPIs, ROIs and user behavior Business Insights Analyst (Year — Year) • Architected a complete web analytics strategy in a timely, efficient, and cost effective manner • Spearheaded process from acquiring back - end hardware needs, software evaluation and selection, legacy data migration and profile development • Devised visitor engagement methodology to fully understand and educate business stakeholders on visitor interactions within rich Internet applications • Defined the success of global promotions by evaluating the marketing plans • Created, developed, and executed reporting for business stakeholders regarding KPIs, ROIs and user behavior business stakeholders on visitor interactions within rich Internet applications • Defined the success of global promotions by evaluating the marketing plans • Created, developed, and executed reporting for business stakeholders regarding KPIs, ROIs and user behavior business stakeholders regarding KPIs, ROIs and user behavior insights

MADISON, N.J. (Nov. 2, 2016)-- Honoring its long - standing commitment to supporting military homeownership, ERA Real Estate, a global franchising leader and one of the nation's top franchises for military veterans according to Franchise Business Review, deploys innovative technology, financial and partnership strategies to meet the distinctive home buying and selling needs of American servicemen and women.