«We believe the combination of a freshened design along with
new key technologies and an enhanced driving experience will resonate with our performance customers for this important model,» said David Katic, Ford Australia's general marketing manager.
Whether or not Apple is first with
a new key technology or design, Android phone makers try as hard as they can to copy Apple's iPhone as quickly as they can.
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.
And just as the elevator's effects were amplified by the near - simultaneous introduction of other
key tools and practices — from reinforced concrete to
new methods of producing steel and framing buildings to modern ventilation systems — so, too, the most transformative of effects over the next decade or two are sure to be found in the confluence of
new technologies and ideas.
Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United
Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced
technologies and
new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United
Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United
Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United
Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9)
new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United
Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United
Technologies and Rockwell Collins operate; (17) the ability of United
Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United
Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United
Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United
Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United
Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United
Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United
Technologies and Rockwell Collins, or the combined company, to retain and hire
key personnel.
The startup's
technology will be
key to Ford's
new logistics business because it will help the company better route its vehicles around cities.
These could include the self - perceived ability to serve
key customers, improve a process or implement a
new technology.
Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in
key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if
new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our
new products, and our entry into
new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of
new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.
The
key was in keeping the
technology simple, designed by a UX team and not by engineers, and providing apartment community staff with adequate training and marketing tools to encourage
new and existing residents to begin paying online.
An Organization for Economic Cooperation and Development report a few years ago concluded that «a
key cause of the underlying fall in manufacturing employment everywhere is rapid productivity growth, whether by restructuring inefficient plants or deploying skills, knowledge,
technology and
new processes to boost efficiency.»
These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop
new and enhanced products in a timely manner and market acceptance of our
new or existing products; losses of one or more
key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of
new broadband
technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.
The Firm delivered progress across many of our
key initiatives, increasing client penetration in equity derivatives and interest rate products as well as achieving a significant milestone in the integration of MSSB with the initial roll out of our
new technology platform.
A
key one for investors: the tradeoffs in buying shares of a
new technology company without having a say in how it's run.
NEW YORK (Reuters)- Wall Street shares plunged on Monday as investors fled
technology stocks amid resurgent trade war worries, with
key indexes trading below their 200 - day moving averages and the S&P 500 closing below that pivotal technical level for the first time since Britain's vote to leave the European Union in June 2016.
Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of
new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information
technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain
key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.
Key takeaways from the recent Disrupt CRE conference in
New York City
New technologies are at the heart of massive...
speaks to hygienists as professionals, helping them build and develop clinical skills, master
new products and
technologies, and increase their productivity and effectiveness as
key members of the dental team.
A
key element of this strategy is the active role played in the early stage of the project — the only way to actively manage costs, achieve price leadership in
new technologies and ensure market - driven concepts.
Our Grower's
Technology Roundtable, which took place at Cisco's headquarters this year is another example of how we bring
key stakeholders to the table to define the industry's most pressing challenges and generate field deployment opportunities in order to get
new technologies to market faster.
Energy was a
key beneficiary as the U.S. oil industry struck it rich with
new technologies opening up once unavailable drilling opportunities.
VANCOUVER, B.C. — SEPTEMBER 21, 2016 — The Asia Pacific Foundation of Canada (APF Canada) is pleased to announce the launch of a
new «Contemporary China» research report series that explores the emergence and evolution of
key sectors in China, including financial
technology, health care and state - owned enterprise reform.
Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop
new products and services in a timely manner or at competitive prices, including risks related to
new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain
key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption
technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.
Our annual surveys explore which industry trends are emerging, how
key metrics are evolving, where retailers are investing and how
new technologies are changing digital retail.
These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs;
technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our
newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable
new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of
key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.
Proxeus, which allows users to build workflows without the need to learn a
new programming language, explained that by shifting the entire registration process to blockchain
technology, the
key steps can be processed instantly, drastically reducing the time it takes to verify the multiple steps of registration.
Hosted by the Consulate General of Canada in
New York, the 48 Hours in the Alley program provides high - growth Canadian companies a chance to become fully immersed in the
New York City
technology ecosystem and meet with
key contacts.
Alongside the rise of other financial
technologies like machine learning and artificial intelligence, which will take data analytics to
new levels of extrapolation, derivatives in crypto may be the
key to opening up the true potential of market profitability for cryptocurrencies.
By invalidating
key parts of Myriad's patents, the court has removed a bar that prevented labs using
new technology from developing and selling broader one - time tests that search for all known cancer risks, including the BRCA genes, geneticists said.
Here is a
key issue facing organizations today: each time a
new social
technology is introduced, it ultimately alters the buying behaviors of the
new social buyer persona.
♦ Lead Business Analyst & Technical Architect for Adobe Campaign, Adobe Analytics & Adobe Target Implementations for Fortune 1,000 companies ♦
Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing digital marketing
technologies and services ♦ Lead expert technical consultant teams in delivering enterprise and mid-market project implementations and configurations ♦ Guide solutions consultants on digital marketing mental agility to discover upselling & cross-selling opportunities ♦ Collaborate with solutions consultant team in charge of rendering sales support and resolving prospect inquiries during all stages of the sales cycle contributing to 3.5 MM in
new business sales.
Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in
new markets; breaches in data security or other disturbances to our information
technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and
new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in
key markets or globally; our inability to recruit or retain qualified personnel or the loss of
key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in
technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.
Commercial rules, as well as expertise in payments law to craft them, are
key for
new technology to push on to become a mature enterprise infrastructure for a truly modern...
Join Jason Egnal, VP of Digital Marketing and Commercial Operations at Thync, a radical
new mood - altering wearable
technology, as we chat about how the company was able to quickly go to market with a
new offering by meeting
key operational requirements.
It is 25 years since James Watson and Francis Crick published their initial paper on the structure of DNA (deoxyribonucleic acid), but the
technology to manipulate this genetic
key to all of life is very
new — so
new that only during this past year did it become a matter of interest and concern to the general public.
Key to the excellent performance of the
new RVE weighers is the introduction of several advanced
technology features from Ishida's top - of - the - range RV multihead weighers, including programmable digital filtering and advanced automatic feeder adjustment.
«We are always looking for
new technology and better systems, but the human element is
key — our team members are focused and passionate about providing the perfect pizza experience,» says Ben Richardson, vice president of operations.
Persistence and using
new technology have been
keys to overcoming those challenges.
As the fresh produce industry integrates
new technologies throughout the supply chain, China has emerged as a leader in some
key areas, especially
technologies that reduce friction points for the consumer such as mobile payments (with an estimated 94 % penetration rate in first tier cities), app - based food delivery and, a big buzzword in China right now, «O2O,» or online - to - offline — which describes a range of
technologies and strategies for using internet - based tools to facilitate brick - and - mortar sales, and vice versa.
Key players in the plastic pallet industry will grow their market share by introducing
new technologies and improved designs as well as by collaborating with smaller manufacturers to gain a regional foothold in
new territories.
It explores four
key trends in detail — from Digital, with its contrast of digital and analogue
technologies, to the visual detail and proximity within Pause — there is something for brands and clients
new and old.
The
key to a successful manufacturing future is to build a bridge between people, brands and
new innovative
technology.
The event runs every three years and brings together over 9,000 manufacturing and processing
key decision makers and buyers for four days of collaboration
new product &
technology launches and to share industry insights.
These include
key science and
technology developments as well as critical business changes such as a greater focus on global markets, investing in
new skills and improved culture and collaboration models.
With
new technologies in locks and security the metal
key is quickly becoming a thing of the past.
One of my best features is MyKey is a
new Ford safety
technology — launching this summer as standard equipment on the 2010 Focus, Taurus and other popular models — that allows owners to program a
key that can limit the vehicle's top speed and audio volume to encourage teens to drive safer.
The event will bring together influential leaders to discuss and address
key issues around energy within the UK including the future of the UK energy mix, engineering a sustainable energy future and looking at investment into
new and emerging
technology.
Here's why: they just got the
keys to their
new offices, and even if they did inherit legacy
technology to process constituent emails from a predecessor, they won't have the trained staff in place to run it yet.
The formal agreement to acquire the former Republic Steel property on South Park Avenue comes a little more than three months after
New York State agreed to the basic terms of the land acquisition and clears a
key hurdle in the Buffalo Billion initiative to jump - start the long - sagging Buffalo Niagara economy with fast - growing,
technology - based businesses.
Before going into Election 2016, the opposition
New Patriotic Party (NPP) knew that
technology was going to play a
key role in their results system so they tasked Mr Joe Anokye, a Telecommunications engineering service manager at NASA, the US space agency to device a system for them.
The
key point is that
new technology development isn't the lever; the lever is policy that allows for the implementation of existing
technology.