Sentences with phrase «need business skills»

Opticians also need business skills to coordinate inventory and sales activities in an eye clinic.

You need business skills and marketing skills as well.

Not exact matches

To build trust, business leaders must be honest about the state of the company, where they see the company heading, how they want to get there and which skill sets are needed to round out the team during the early talent - recruitment process.

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.

While O'Leary's decision also applies to entrepreneurs who are still in school, he stressed the importance of finishing an education to get the skills and contacts that a budding business owner might need later on.

Even though it's your business, you won't be skilled at every task, which is why you need qualified people to complete the work.

«What I've learned in my business is that the skills I'm learning today, I didn't have five years ago and I didn't even know I needed two years ago,» he says.

«This is why many veterans become good entrepreneurs, because those skills are everything that a business owner needs.»

Over the years, you've been a vocal advocate for getting Canadians to address various business challenges, including the need to go global and the skills gap affecting the labour force.

Immigration policy, from potential burdens of reporting and verification to visa needs for highly skilled positions, are also critical to small business owners, as is Dodd - Frank's impact on lending to small business.

They don't even need to have skills in your business — just your trust and your confidence.

And this process gives me more reassurance that you might have the skills needed to build your business.

I've heard from several young people lately that they're excited by the possibilities of the technology sector and want to start their own businesses, but aren't sure how to go about learning the technical skills to help them succeed — or whether they need to know the technical side in the first place.

Whether finding a great co-founder, who has complementary skill sets (in my case, an old friend I met at theater camp over 20 years ago), or picking your executive team exclusively composed of «A» players (who you can alternately delegate to — or be inspired by), you need a bunch of great teammates to be successful when creating a new business.»

Many possess the same skills that are essential to leading a company: communications, strategic thinking, ambition, integrity, passion for the business and, last but not least, keen perception of customer needs.

Over time, however, it will need be done by business professionals who are well - versed in the specific skills.

The key to driving your business forward and developing your skills is to better understand how you make decisions, so you are more capable of knowing when your gut is leading you in the right direction — and when you may need a second opinion.

Gaps exist when it's difficult to find an appropriate worker with the skills a business needs, when it needs them.

Today, any employee can use analytics to make data - driven decisions that directly address his or her business problems without having to worry about the underlying technology or needing an in - house data scientist with specialty skills in analytics.

The reality, however, is that these on - demand platforms are doing a great job at supplying needed work to the unskilled workforce (i.e., delivery, transportation, etc.), however for skilled small business owners («SMBs»)-- like in the home services sector — the jobs are low paying and the clients are «owned» by the platforms themselves.

The same scenario plays out daily in businesses everywhere: The skills a candidate needs to get a job tend to differ — sometimes dramatically — from the skills needed to actually do the work.

But do they have the requisite skills needed for the business?

For a small business struggling to compete for the best talent in its industry, benefits can make the difference between winning a person with the specialized skills you need or losing that candidate to someone else.

But if you think of selling as explaining the logic and benefits of a decision, then everyone — business owner or not — needs sales skills: to convince others that an idea makes sense, to show bosses or investors how a project or business will generate a return, to help employees understand the benefits of a new process, etc..

Simply put, a successful business needs teamwork, focus and determination, the same skills needed to succeed on the football field.

Leaders in the SAAS industry highlighted the problem that small - business owners need massive amounts of new skills to survive in the digital age.

When it comes to social proof, you may want to ask yourself why you need to invest in an MBA just because investors, employers or business partners aren't able to judge your skills based on other measures.

These types of businesses for which MBA programs are built, however, require skill sets that are in sharp contrast to the needs of the entrepreneurial growth businesses of today.

Fortunately, if you need some side income, optimizing paid ad campaigns is a lucrative marketing skill you can apply to help other businesses.

What we really needed to do is not only teach people about A&W and the operations of the business, but also business skills and what working is in an A&W restaurant.

Prior to the elections, business leaders thought immigration reform would only happen in a piecemeal fashion, so they limited their efforts to their own needs, which is for highly skilled workers.

«Working on the business means you're developing the next generation, engaging them, helping them get the kind of skills and capabilities that they need to take it over,» says Sage - Hayward.

«I knew I wanted to go to business school when... I realized that the skill - set needed to achieve my long term career goals could not be attained from solely work experience.»

He is on a mission to help people develop the skills needed for personal growth, to create empowering media - based intellectual property and to foster mission - based businesses.

«This book helps me appreciate that the successful entrepreneur understands other people with complementary skills are needed to make your business truly successful.

Some skills need to be learned early on, or else their absence could spell a tragic fate for your business.

«Business schools must equip the next generation of leaders with the knowledge, skills and perspective they need to meet the global economic, environmental, humanitarian and policy challenges of the future.»

«We can't just be a southwestern Ontario school doing business in our own backyard, as we need to develop skills and knowledge to successfully participate in a global community,» he said.

The idea: Offer small businesses a flexible workforce and give prisoners the chance to stockpile earnings and skills needed for life outside prison bars.

«The perceptions about the skills needed for this type of business are different from those that involve more innovation, growth, and in industries with capital or knowledge intensity.»

As constant technological advances and evolving strategies shape the future of business, Dalio tells CNBC Make It three critical skills he believes everyone will need to get ahead.

A number of small businesses focus on providing new hires with only the basic information and skills needed to perform their job.

Working in the military before moving into the private sector gave me the skills I needed to run such a growing and fast - paced business environment.

You never know when you need someone who can elevate your business with the skill sets they already have.

John Donovan, CEO of AT&T Communications, which is responsible for the bulk of the company's global telecommunications and video services businesses, said the organization is also using far fewer outside contractors when it needs deeper technical skills.

Written by Daniel Goleman, Richard Boyatzis, and Annie McKee, this is the seminal classic that solidified emotional intelligence in the business lexicon — affirming its importance as a needed leadership skill for the workplace.

It's why I spend time early with great partners like Byron who have deep SaaS skills and global practices because as you scale a business you need different skills, different resources, more and different relationship.

Networks of peers, the researchers found, help entrepreneurs generate ideas, find talented cofounders, and gain the skills they need to scale businesses.

Some also were the recipients of high - impact training from Goldman Sachs, whose 10,000 Small Businesses initiative brought needed skills, mentorships, and funding to 400 New Orleans bBusinesses initiative brought needed skills, mentorships, and funding to 400 New Orleans businessesbusinesses.

Don't forget to train them: Very few people come into [an AM] role with all the skills they need,» explains Lynette Ryals of the Harvard Business Review.If a top performer excels in sales, you might assume that you can transition them into account management easily, but this isn't always the case.