Sentences with phrase «need a growth strategy»

We need a growth strategy that will sustain GDP growth in the short term and strengthen potential GDP growth in the medium term.

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.

«It's about us looking at our team and looking at our strategy and making this hard decision that we need to move resources to support the growth of video,» Pariser told Politico.

If you don't know what growth strategies to invest in, or lack funds needed to invest properly, the prospect of getting to the next stage can be daunting.

So many businesses see a strategy as a form that needs to be filled, a box that needs to be ticked, rather than an essential business process that is central to the growth and development of the business.

At just over $ 7.8 million in annual revenue, Buffer was averaging closer to $ 122,000 per worker this past fall, which the company needs to improve, says Carol Coughlin, founder of BottomLine Growth Strategies, a financial adviser to small and medium - size businesses.

Ironically, the most common desire I hear from entrepreneurs selling wholly online, is the need for their entry into retail, as the next step in their growth strategy.

Early on, when the need for that money is still a couple decades away, the fund will adopt a more growth - focused strategy.

Or you can interpret them in a growth mindset as signs that you need to ramp up your strategies and effort, stretch yourself, and expand your abilities.»

In order to access younger companies with the potential for rapid growth, investors will need to embrace alternatives, particularly private strategies that operate in less - efficient markets with more opportunities to generate alpha.

«You need to consider both the safety and sustainability of your preferred growth strategy.

We don't need M&A to deliver our growth and we are very much focused on our strategy of driving growth by accelerating our core products, by continuing to expand into white spaces like chocolate in China, chocolate here in the US, and continuing to expand our position in all kind of — all retail channels including e-commerce.

So Simon was convinced that he needed as much as $ 500,000 in credit to finance the company's diversified - growth strategy.

The fast scalability of SaaS companies means you need to find strategies that can function feasibly well at multiple stages of your growth.

You'll need to determine the relative importance of growth potential, guarantees, or flexibility to help you pinpoint the strategy that is right for you in retirement.

So don't expect a focussed debate in the 2015 election on the need for a new economic growth strategy, one based on a federal - provincial initiative to modernize our infrastructure, and create better economic prospects.

So don't expect a focussed debate in the 2015 election on the need for a new economic growth strategy, one based on a federal provincial initiative to modernize our infrastructure, and create better economic prospects.

But be wary of being too conservative, especially if you have a long time horizon, because strategies that are more conservative may not provide the growth potential you need to achieve your goals.

Governments in Canada, both federally and provincially, will need to develop a «made in Canada» economic growth and jobs strategy.

What Canada needs is a federal - provincial strategy aimed at strengthening productivity growth, employment growth, and economic growth.

Evaluation measures include progress against business model and growth strategies, client relationship management, staff retention, and the evolution of asset allocation and product strategy in line with investor needs.

We believe a smart strategy is appropriately diversified, 3 provides income and growth potential, and enables flexibility as your needs evolve.

«The Missing Middle» — those companies past the start up stage, but with some potential for growth — need vision, strategy, benchmarking, coaching and mentoring

• Revenue growth has stagnated • • The sales team is not producing expected results • • They want to improve sales culture and discipline • • They are engaged in a mega deal pursuit and need a win - strategy •

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

We need a strategy to advance our prosperity beyond the incomplete mantra of greater domestic IPR protection and open borders because these policies have not contributed to the growth of an indigenous innovation economy in Canada.

What is certain, however, is that this is the time when a budget is needed to set out a clear economic strategy to strengthen economic growth and provide federal leadership to the provinces.

I've got a few new developments that will be rolling out in the new year, but drop me a line if you need any help with marketing / growth strategy.

Our team of lending specialists can answer your questions about growth, financing solutions, and how to choose a funding strategy that fits your needs.

Mapping the buyer experience journey contextually to the realities and complexities of B2B offers organizations the insights and views needed to make informed decisions that shape customer and growth strategies in the modern era.

If the Finance Minister is really serious about an economic growth strategy, then he will have to address the need for comprehensive tax reform in his 2018 budget.

«In this new energy era, we need more creative strategies and more flexible business models to capture growth.»

Ivan has the proven ability, expertise, and relationships to help advise CEOs and their boards on their growth strategies, capital needs, and selection of financial and strategic partners.

At the same time, we urge you to address an equally important challenge in Budget 2018: the need for a comprehensive strategy to promote economic growth, encourage private investment and strengthen competitiveness.

We need a domestic growth and jobs strategy, which recognizes that global uncertainties are going to continue for many years, and that there are policy actions that can be taken in Canada to strengthen growth and job creation.

Canada needs a realistic growth and jobs strategy.

«To that end, nonprofits need to demonstrate more flexibility and strategy in their fundraising than ever before, so we created this report to shine a light on their common paths to growth.»

The funding, according to the company, «will be used to fuel a global growth plan and diversification strategy focused on making the platform even more responsive to mainstream customers» needs.»

A principal strategy of the church growth philosophy has been to identify the major demands people are making and tailoring the message and methods of the church to meet those demands, right down to the type of minister needed, the types of programs that should be offered, the type of theology to preach, the best places to build, and the most productive market segment to target with one's «packaged» message.

With such a large portfolio, we need to manage our time very well, and plan our growth strategies.»

He also quietly muses about his own Chinese lineage being a plus in the current corporate world, where just about every firm needs a «China strategy» on how to tackle one of the world's biggest growth economies.

The share float raises funds needed to power Suntory Beverage & Food's growth outside Japan through M&A s. Seeking growth overseas is a common strategy in the Japanese food and beverage sector, amid a shrinking home market.

«As we continue our growth strategy and increasing sales, we need great people like Trent who are dedicated to our Kräftig Lager and Kräftig Light brands and committed to growing our company.»

Supporting that growth strategy, Peters indicated that BENEO Inc. will continue to emphasize its market - focused approach by building the Americas team to further translate the product portfolio benefits into solutions that meet consumer needs.

In particular, it is now the dominant view that austerity alone does not constitute the silver bullet, coupled with a growing recognition of the need for a counterbalancing strategy aiming at reigniting growth.

Given that even the best performing segments say «no» more than 90 % of the time, you need a diverse range of healthy list growth strategies to give you a lot of new members so you can engage them, including in your non-profit's fundraising work.

«Although he gave specific mandates to the Acting President, he needed to be brought up to speed on the developments in the Supreme Court, the Niger Delta, the economy with particular reference to the Economic Recovery and Growth Plan, ERPG which was launched in his absence and programs like the Small and medium Enterprises Clinic which have strong connections to the agricultural strategy of the administration.»

Labour should simply hammer home the message that the Tory economic strategy isn't working... that the Tories have failed to create the conditions which are needed for growth.

He underlined the need for urgency in mobilising domestic resources through innovative strategies to accelerate economic growth, while taking advantage of the external resource available as well.

«We need to have a regulatory strategy that addresses that issue — it's just not a regulatory strategy that should tolerate unlimited growth of one particular company or even a couple of companies at the expense of everyone else,» he said.