Sentences with phrase «of company strategy»

You will support business needs and ensure the proper implementation of company strategy and objectives.

«As part of our company strategy to reinvent productivity, we want to enable productivity for people on every device, whether Windows, Android or iOS.

Why building a community should be part of every company strategy.

However, one type of company strategy does its best to bypass this risk and fund multiple projects without having to constantly raise capital through equity.

The authors envision shareholders guiding the broad direction of company strategy.

The first is that because it relies on B / P, its low projected alpha may be associated with low profitability of the companies the strategy favors.

This includes creating, training, and implementation of company strategies while assisting expertise.

Not exact matches

From promoting a healthy lifestyle to enhancing workplace safety, there's a lot of potential for companies if they have a clear implementation strategy and a focus on personal privacy.

The best of these companies have experienced meteoric growth, not just because of their products, but because of the innovative strategies they incorporate into their sales and marketing processes.

When considering a business sale, a company owner typically faces a daunting intersection of several planning issues related to deal structure decisions, legal and regulatory considerations, income - tax minimization planning, wealth transfer, philanthropic strategies and capital - sufficiency analysis.

«Cultivating an audience of women - especially young women - has always been the lifeblood of traditional magazine publishing,» says Jim Friedlich, CEO of Empirical Media, which advises media companies on digital growth strategies, via email.

Amine Khechfé, co-founder of Endicia, is Chief Strategy Officer for the Stamps.com family of companies, including Endicia.

Since women make up just 15.9 % of the board seats of Canada's 500 largest companies by revenue according to advocacy group Catalyst, investors looking to apply a gender - lens strategy may find better pickings south of the border.

And Andrew Park, senior director of customer experience strategy for InMoment, a customer experience management company, says that Amazon's launch of Amazon Key last year is a testament to the company's belief that it will continue to build consumer trust.

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.

Once dominant in the smartphone industry, the company has lost significant ground to the competition: RIM's chunk of the U.S. market dropped to just 12 % by year - end from 44 % in 2007, according to research firm Strategy Analytics.

While it's true that Uber has done a pitiful job of engaging the governments in charge of regulating local taxi regimes — by and large, that's been a key part of the company's strategy — it's time Uber learned to play nice with the cities it hopes to conquer.

A SHIFT in business focus and the adoption of a new monetisation strategy appears to be paying off for Perth - founded company, nearmap.

But perhaps one of the most lucrative for families (besides the super low 15 % tax rate) is a tax strategy that will minimize the overall taxation of company income, called «Dividend Sprinkling.»

«A lot of the time, Western companies have the advantage,» says Joshua Yau, who heads One Belt, One Road initiatives at Strategy &.

When you consider that more than half of workers are willing to leave their current jobs for companies that show their appreciation to employees, adopting a culture of gratitude becomes your most valuable retention strategy.

A strategy that involves buying call options — contracts betting a stock will rise — around a company's analyst day has returned an average of 21 % since 2004, according to data from Goldman, which looked at more than 7,000 instances.

As a result, the company plans to try a number of different strategies to convince readers to turn off their ad blockers in the new year, including a message that tells them the publisher relies on ad revenue for its survival.

The company began to notice the results when the strategy was first executed; but the company's leaders were put into a precarious position, since 85 percent of their customers were coming from organic search.

When Lyft first launched, recalls the company's director of marketing strategy & operations Gina Ma, «it felt like really asking people to participate in this really big sort of social experiment almost — the idea of doing these things that your mom always told you not to do.»

The company, which sometimes conducts trades larger than $ 50 million, recently brought on three finance veterans to its advisory board, including Citigroup's global head of regulatory, market, and innovation strategy.

When asked about the strategy with bulky goods in an interview with Reuters, UPS Chief Operating Officer Jim Barber said the company has decided it can't ignore the rising demand for in - home deliveries of furniture, mattresses, and treadmills, and was evaluating different ways to handle the larger cargo.

Appreciation might be considered an new - aged management strategy as most companies still apply the old - school methods of «divide and conquer ``, but researchers and world - renown managers are all on the same option — it is worth the try!

However, co-founder Alexis Ohanian also told the Wall Street Journal that the company was wary of becoming overly dependent on fundraising and that a «grow your own destiny» strategy would be more prudent.

According to Ed Quattlebaum, founding partner at Polaris - Crux Group, a strategic advisement firm that focuses on helping early - stage innovation companies with capital raising and commercial scaling, one of the most effective strategies to better position you and your startup during negotiation is to acknowledge and address one anxiety that all investors loathe: risk.

Ellis and partner Nikolay Djibankov use a strategy called Gender Lens Investment, which targets companies with at least three women on their boards of directors, in the creation of a so - called «parity portfolio» for clients.

Besides Bruce and his wife, Karen, who's the company's vice president of marketing and strategy, Seacoast Helicopters employs four pilots on the «rotary side» and two fixed - wing pilots.

Yahoo CEO Marissa Mayer said during the company's fourth - quarter earnings call this month it will cut roughly 15 % of its workforce as part of a strategy to revamp its core Internet business.

All VanEck's recent moves in the crypto market can be traced back to Gabor Gurbacs, the company's director of digital asset strategy.

It's a tenet of Buck's strategy that pre-dates her elevation to the CEO role in March; she spearheaded the company's acquisition of Krave jerky in 2015.

I've been intimately involved with the management team and coauthoring the strategy for the company here over the last two years and operating in every part of the business.

Now, video, and live streaming in particular, are key to the strategies of each company, and inevitably, the streams of both social networks will draw comparisons.

Leader - Chivée is one of the individuals I was fortunate enough to interview for a series on the year ahead, Big Ideas for 2018, where I asked a number of my favorite award - winning marketing experts, authors, and other thought leaders — as well as some of Firebrand Group's own digital strategy and branding experts — to recommend one «Big Idea» that companies can take advantage of to get ahead in 2018.

Frank now leads BuzzFeed Motion Pictures, the video unit that the company has increasingly put at the center of its strategy.

Over the last few years, youth marketing has become an integral part of every top company's strategy.

The lure of predictable revenue is so attractive right now that even companies which, like Cisco, were once synonymous with hardware development are shaking up their strategy and benefitting from growing subscription channels.

According to Jeff Cheal, director of personalization, campaign and analytics strategy for the global software company Episerver, companies are trying to glean as much data as possible to both give individual customers a more personalized experience, but also to better understand the customer base as a whole.

Public relations should be taken into consideration when determining a strategy for the future and is critical to the success of your company.

The key, Belliveau argues is to make sure you continue to nurture the human side of the equation, a strategy that is integral to a company's success.

Two examples of CEOs whose values suffuse the products and strategies of their companies are Steve Jobs and Jason Fried.

You can opt for numerous negotiation strategies, no matter what type of company you're running.

The best of these companies have experienced meteoric growth, not just because of their products, but because of the innovative strategies they incorporate into their sales processes.

As co-CEO of BlackBerry (he stepped down in 2012), Balsillie built the business and commercialization strategy that helped turn the company into a global player that hit $ 19.9 billion in revenue at its peak.

According to analysts, if and how Tim Hortons alters its expansion strategy and capital structure will likely be the main point of contention amongst the company's shareholders in the near future.

The bad news is that only half of the companies in the study reported having an organization - wide mobile strategy, while the rest are still figuring out how to put the technology to use.