Sentences with phrase «new market timing 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.

In her free time she writes about new marketing strategies and simple ways to improve your business.

As we start 2011 and face the hype over new tools and new ways to use «old» tools like Facebook, this is an excellent time for you to consider the importance of email communications in your marketing strategy.

«Being designated a primary dealer by the Federal Reserve Bank of New York is consistent with our global strategy of expanding our broker - dealer activities, as we seek to serve our clients with broader execution services and greater market insight and ideas,» Corzine said in a press release statement at the time.

In late May, when Edward Yruma of Keybanc Capital Markets downgraded the stock, his reservations had more to do with its shares already being priced for perfection at a time when its strategy seemed to be shifting toward testing new products and markets more than driving sales in its yogawear stroMarkets downgraded the stock, his reservations had more to do with its shares already being priced for perfection at a time when its strategy seemed to be shifting toward testing new products and markets more than driving sales in its yogawear stromarkets more than driving sales in its yogawear stronghold.

The New York Times, the Financial Times, The Wall Street Journal, and Gannett are building on the online readership they gained during the 2016 presidential election by marketing unbiased reporting as a sales strategy.

While a new year presents an exciting opportunity for a fresh look at your marketing techniques, it's also the time to think about what to nix from your strategy.

The beginning of a new year often leads professionals to take time to rethink their marketing strategies.

With a new year in swing, it's time again to focus on setting new revenue records in 2011 by investing in the marketing strategies with the highest return - on - investment potential.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

Krzanich, 52, will take the reigns of the company at a time when it is struggling to figure out its mobile strategy and looking to push into new markets.

Anyway, on Sept. 11, the New York Times published an article that noted the increasing frequency of extreme market gyrations has regulators «looking at changes in the markets and automated trading strategies.»

«Any time there is something new that happens in the market, any time there is a new competitor, what it should do is make you sharper, make you stronger and make you more focused on your core strategy,» she said from the company's head offices in Mississauga, Ont.

Now, as you prepare to go global, it is time to develop a strategy for entering your new market.

-- 4 Reasons The Social Link Graph Will Have To Improve (SearchEngineLand)-- Non-Google Link Strategy: An Example of Stealth Link Marketing (SEW)-- Understanding Ranking Lag Time For New Links (SearchEngineLand)-- Link for People, Not Search Engines (SearchEngineWatch)-- Linking Strategies For Google Plus Your World (SearchEngineLand)-- Eric Ward's Link - Building Strategies for 2012 (Pole Position Marketing)

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.

This news release contains forward - looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 and Canadian securities laws, including statements regarding: BlackBerry's expectations regarding new product initiatives and timing, including the BlackBerry 10 platform; BlackBerry's plans and expectations regarding new service offerings, and assumptions regarding its service revenue model; BlackBerry's plans, strategies and objectives, and the anticipated opportunities and challenges in fiscal 2014; anticipated demand for, and BlackBerry's plans and expectations relating to, programs to drive sell - through of the company's BlackBerry 10 smartphones; BlackBerry's expectations regarding financial results for the second quarter of fiscal 2014; BlackBerry's expectations with respect to the sufficiency of its financial resources; BlackBerry's ongoing efforts to streamline its operations and its expectations relating to the benefits of its Cost Optimization and Resource Efficiency («CORE») program and similar strategies; BlackBerry's plans and expectations regarding marketing and promotional programs; and BlackBerry's estimates of purchase obligations and other contractual commitments.

This news release contains forward - looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 and Canadian securities laws, including statements regarding: BlackBerry's expectations regarding new product initiatives and timing, including the BlackBerry 10 platform; BlackBerry's plans and expectations regarding new service offerings, and assumptions regarding its service revenue model; BlackBerry's plans, strategies and objectives, and the anticipated opportunities and challenges in fiscal 2014; anticipated demand for, and BlackBerry's plans and expectations relating to, programs to drive sell - through of the Company's BlackBerry 7 and 10 smartphones and BlackBerry PlayBook tablets; BlackBerry's expectations regarding financial results for the second quarter of fiscal 2014; BlackBerry's expectations with respect to the sufficiency of its financial resources; BlackBerry's ongoing efforts to streamline its operations and its expectations relating to the benefits of its Cost Optimization and Resource Efficiency («CORE») program and similar strategies; BlackBerry's plans and expectations regarding marketing and promotional programs; and BlackBerry's estimates of purchase obligations and other contractual commitments.

From digital marketing and IT to fulfillment and in - store operations, our user - friendly solutions increase productivity, reduce time - to - value, and save time — allowing your teams to focus on new promotions, interactive content, implementation of omnichannel strategies and driving sales.

If your marketing strategies have been steadily decreasing in sales engagement, it's time to try out a newer, more affordable option - Email Mmarketing strategies have been steadily decreasing in sales engagement, it's time to try out a newer, more affordable option - Email MarketingMarketing.

Even within my dividend portfolio, I combine DCA (with automatic DRIP), and market timing strategies (by using PE as a valuation measure in deciding whether to add to existing positions or buy into new ones).

It was the first time we had discussed our swing trading strategy for the short side of the market in quite a while because our market timing model only shifted to a new «sell» signal -LSB-...]

✔ Conducted over 100 strategy sessions with solutions and technical consultants in identifying ways to resolve outstanding issues based on the digital marketing technologies ✔ Co-Led the establishment of digital marketing delivery processes, thereby increasing efficiencies and project delivery timelines by implementing new project methodologies, thus boosting project turnaround times by 35 %.

In other words — every time a new marketing approach or strategy comes along, the question and convincing conclusion is always whether it's «two or five times more effective than paid advertising.»

Why you should embrace market - timing with open arms The so - called gold standard of investing — the near - universally revered Buy & Hold strategy — has become obsolete in the brave new world of machine - dominated markets.

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.

That this House: (1) notes with concern the impact on the Dairy Industry of the Coles milk pricing strategy and that: (a) dairy farmers around the country are today seriously questioning their future having suffered through one of the worst decades in memory including droughts, floods, price cuts and rising cost of inputs such as energy and feed; (b) unsustainable retail milk prices will, over time, compel processors to renegotiate contracts with dairy farmers and the prospect that these contracts will be below the cost of production may force many to leave the industry; (c) the fact that supermarkets are now selling milk cheaper than many varieties of bottled water will be the straw that finally breaks the camel's back for many dairy farmers; and (d) the risk of other potential impacts includes: (i) decreased competition as name brands are forced from the shelves; and (ii) the possible loss of fresh milk supplies to some parts of the country as local fresh milk industries become unviable; and (2) calls on the Government to: (a) ask the ACCC to immediately examine the big supermarkets and milk wholesalers after recent price cuts to ensure they do not have too much market power and are not anti-competitive in their behaviour; and (b) support the new Senate inquiry into the ongoing milk price war between the country's major supermarket chains».

Adam Bornstein is a New York Times bestselling author and the founder of Pen Name Consulting, a growth agency that offers content creation, marketing, and strategy that helps businesses scale.

The Restaurant Times blog is a complete guide on how to run a restaurant, new technology updates, restaurant marketing and different strategies.

In the wake of last week's semi-surprise Best Picture nomination, the New York Times has rather an interesting piece on the sly marketing strategies that propelled «The Blind Side» to phenomenon status in the first place — tactics a Hollywood marketing consultant likens to «the regional marketings approach of the 50s, 60s and 70s.»

In that time, Rockstar might have adopted new marketing strategies, with live - action trailers among them.

Despite the fact that crafting a successful new release does require a significant amount of time and effort, they may be an integral part of your marketing strategy.

The grouping of cars marks the first time the full 5 - model Jaguar line - up has been on display in North America since the announcement of the brand's new go - to - market strategy for U.S. consumers beginning with the 2016 model year.

As we approach the New Year, it's a good time to look back and reassess our book marketing strategies.

Since 2009, Vook has really grown up and now provides content strategy, including editorial, marketing, and distribution services and has worked with a range of partners, including The New York Times, NBC, Simon & Schuster, Google, American Express Publishing, and Newsweek Daily Beast.

Everything that it is known about those authors the book MAGICAL MYSTERY TRAVEL and their works as»» Percyfaw Code»», de Scriblerius, made available by limited time as e-book in an apparent strategy of marketing of enormous success in the web and»» The Traveler»», Twelve Hawks published amid the style of Hollywood hype where disembarked in the list bestseller of the newspaper The New Times.The mysterious to Thomas Pynchon's same style, Philip Roth, JD Salinger, B.Traven, Cormac McCarthy, authors C.S. Scriblerius and Twelve Hawks «live out of the grating», meaning that you chose roads no so conventional in the market editorial, using like this other means for popularization of their works, and, hindering of they be tracked.

It was technically a backlist book, but with the first - time digital release, we combined frontlist and backlist book marketing strategies in order to make new audiences aware of the book.

Every time someone wants to try a new idea, marketing strategy or promotion, the sales prevention team — otherwise known as «legal» — steps in and says, «We can't do it».

But a new acquisition, announced today from Vook, can open the door to better real - time data to help furthering marketing strategies.

1 & 1 has come up with a new marketing strategy to promote the SmartPad as per which they plan to dole out the tablet to new 1 & 1 DSL Doppel - Flat 16.000 completely free of cost while existing customers will be provided the Tablet later on, though no time frame has been provided as of now for that.

By spending some time to go through each of these aspects you will further enhance the process by which you make more sales, generate new leads, and use the Amazon Kindle marketing strategy to build your online business.

From many years ago — when we became the very first book marketing company to secure a full page feature story about a self - published novel in The New York Times, to the ever - evolving book publicity strategies we continually develop for self - published authors — we have earned the reputation as the premier book marketing agency for self - published books.

Blondie and the Brit spend some quality time with Munir Bello discussing his unique naked marketing strategy, his book The Breakup Recipe, and a new TV dating show.

Lazaridis said at the time the PlayBook was worth continuing because the tablet market is still «in its infancy and that «based on the positive response to the promotions that are underway in select markets, RIM believes this strategy will accelerate adoption» of its new operating system and help built the application ecosystem for devices planned for 2012.

Vook provides a turnkey solution for content strategy, including editorial, marketing and distribution services and has worked with a range of partners, including The New York Times, NBC, Simon & Schuster, Google, American Express Publishing, and Newsweek Daily Beast.

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We have moved into a completely new time in the markets, which requires more discipline and strategy.

Demo accounts help new traders spend time developing new trading strategies and helping them to understand the changing Forex market environmental factors.

Even within my dividend portfolio, I combine DCA (with automatic DRIP), and market timing strategies (by using PE as a valuation measure in deciding whether to add to existing positions or buy into new ones).

Shifts in your finances, changes in the markets, or new tax laws may affect your strategy over time.