Sentences with phrase «not global brands»

They go from marketing their local business to competing with large national if not global brands.

No, it's not a global brand.

Not exact matches

According to a leaked memo obtained by BuzzFeed, an Australian agency owned by the global advertising giant Omnicom — which handles advertising and marketing campaigns for all of the major Fortune 500 brands including McDonalds and Apple — has advised its staff that many of the firm's clients are asking that their ads not appear on Breitbart.

Dozens of billboards line the highway, pushing not party slogans but modern - day dreams to Russia's 143 million people: chic global fashion brands, European luxury cars, and much more.

Robert Kozinets, director of MBA specialization in global retail management at York University's Schulich School of Business, says none of the challenges experienced by Target so far have been out of line with what should reasonably be expected of a brand making its first foray into international territory — certainly not a powerhouse such as Target.

«It's not much of a step down,» says Ryan Geddes, global brand director for CCP Games, which is developing space shooter Eve: Valkyrie for all three systems.

FCA reports global financial results for its Maserati luxury brand, but it doesn't break out financial results for its other brands.

Not an advertiser, but definitely a well - renowned global brand, this account offers a down to earth insight into what goes on inside the White House.

It means representing and selling Canada as the country that doesn't use its brand or ideologies to conquer the world, but rather to enhance the lives of its global clients.

In terms of both hard and soft assets we have all the makings of a great brand on the global stage, yet we have not defined ourselves beyond resources and general reliability.

The 2015 Nielson Global Sustainability Report found that retail brands with a commitment to sustainability, environmental concerns and social responsibility experienced 4 - percent growth, while companies that did not grew only 1 percent.

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.

«We don't see many industrial businesses with its global brand recognition,» he said in a statement.

Indeed, it is poised to become the next great brand export from a country not known for its global brands — even if its shares are as overpriced as a hundred - dollar hoodie, leaving investors vulnerable to anything less than peak performance.

«Yes, there's a lot of competition here,» he says, in what sounds ilke a triumph of hope over competitive analysis, «but you can't be a global brand and not be in New York.»

If it continues with its own brands of protectionism, it can not expect to be permitted to gain access to global markets.

3 Global Brand Divisions revenues are primarily attributable to NIKE Brand licensing businesses that are not part of a geographic operating segment.

What does social media really do for a brand, especially when that brand isn't one of the well established names that permeate the global market?

Klaus Redomske, the president and chief operating officer of German skincare company Babor, which inked a deal with Tmall Global this year, said that although the Germans weren't part of the initial wave of ampoule vendors on Tmall, «I believe together with other brands, we can grow the category together.»

«I started a global branding and marketing firm 16 years ago, and I learned that the people you start with are not always the ones who grow with you.»

Consumers want personalized marketing and shopping experiences made just for them — but they also don't want to give brands too much of their personal data, according to the annual Global Consumer Pulse Research report released Tuesday by Accenture Strategy.

Branded content is written by or on behalf of our sponsor and not by Global News» editorial staff.

The fact many successful entrepreneurs, including Steve Jobs and Bill Gates built global brands without using a business plan proves beyond doubt that a business plan is not a must.

(The brand's global media business, held by Omnicom's PHD, is not expected to be part of the review, Schultz writes.)

And while the indies might be appealing to smaller brands, they won't necessarily be able to serve the needs of the bigger global clients.

Some four out of five brands that debuted on Tmall Global last year had not been available in China before.

Puritan's Pride opened a Web store in October 2014 on Tmall Global, a special section of Alibaba's Tmall.com online shopping portal for foreign brands that don't operate physical stores and have not obtained business licenses to operate in China.

During the one - day promotion, Chinese consumers will also able to buy marked - down imports through Tmall Global, an e-commerce platform that lets brands who don't have an established China business sell and ship directly to Chinese consumers.

The deal with Ferrero only covers U.S. confectionary brands but does not affect global brands such as KitKat.

Perhaps in McLaren's church, «everything has changed,» but in mine, addressing global poverty or AIDS or healthcare will get you branded as a «bleeding heart liberal» if you don't do it right.

«Brazilian companies with x-ray product inspection systems in place are not only protecting their brands from costly recalls and ensuring the loyalty of their customers, but also are opening new markets for their products throughout exports by demonstrating adherence to global standards.»

Ubalijoro accomplishes that in the Caribbean not only through global advertising but also through local promotions that align with what the Heineken brand stands for, which is premium quality.

William Grant & Sons» core global brands aren't the only award - winning brands in its family of spirits.

Although Red Stripe is not one of the company's global priority brands, it is the leading brand in its region.

The managing director of Australia's third - largest beer company, Coopers Brewery, says there might not be room for any extra imported beer brands in his portfolio if any were to spring free in Australia from the proposed global $ 146 billion merger of Anheuser - Busch InBev and SABMiller.

just On Call: No let - up in US spirits resurgence - Beam Global The faulty US economy has not shaken Fortune Brands» confidence in Beam Global Spirits & Wine as it prepares to recreate the company... read more

Stephen Millar, who ran the global wine operations of Constellation Brands for three years until 2006, says being a public company isn't the right place for Treasury in its current state.

Not only are others in the process of producing A1 free milk but Happy Valley Dairy is on the cusp of investing $ 230m in an A2 infant formula plant in Otorohanga, to supply a yet unnamed global infant formula brand owner with New Zealand - sourced product.

Most certifications, by the decade's end are now widely available not only in specialty stores and cafés but also in major supermarkets and under national brand names of global food companies such as Kraft and Sara Lee.

Brian Meadows, GLG president and CFO, notes, «Having this wide - ranging acceptance across key regulatory jurisdictions provides a significant advantage, not only for Europe - centric brands, but also for those global brands looking to distribute their products in all major global markets.»

A2M has a major global advantage at the outset, in that it does not have to protect any existing brands of A1 milk.

As a brand we're very proud to be putting a spotlight on these talented and driven business people and we can't wait to see how the public respond with their votes,» said Richard Black, Global Brand Director, Chivas Rbrand we're very proud to be putting a spotlight on these talented and driven business people and we can't wait to see how the public respond with their votes,» said Richard Black, Global Brand Director, Chivas RBrand Director, Chivas Regal.

«The opening of Hilton Cleveland Downtown signifies not only a historic occasion for the city of Cleveland, but for Hilton Hotels & Resorts,» said Shawn McAteer, vice president, global brand management, full service brands, Hilton Worldwide.

We are Arsenal and not Hull City or Sunderland who are not «global brands» or have less financial muscle to be bidding less than the players valuation each time.

I don't really care if Arsenal andPuma are a Global Brand known in every corner of the World.

You haven't eluded to the point 2 of these clubs have wealthy owners and 1 being a global brand.

Ownership was concerned the Italian phrase «associazione sportiva,» or «sports association,» wouldn't translate well with their «updated brand» and «aggressive global growth,» as Zanzi put it at the time.

Look Arsenal have for long be a global brand and not just a North London club.

If Silent Stan wants to sit back and let others do the work then he needs to hire professionals who can get the job done, not rely on a manager who has had piling duties and failing to do any of them well now, I do hope that because we are a global brand... He cares enough to get the best in.

@ks... Wenger does not have anything to prove, he won us 3 titles, a few FA CUPS, he came to Arsenal when we were miles behind the likes of Liverpool, United, Bayern, Madrid in terms of global branding..