Sentences with phrase «of global customers»

Having enough experience in handling big programming commitments of global customers.

«The all - new Focus RS will bring the legendary nameplate to a new generation of global customers for the first time,» said Dave Pericak, director,...

Our designers devote themselves to meet the need of global customers and lead international faddish trend.

For example, our good relationship with one of my global customers has been driven by our product consistency delivered across the world,» says Gavin McCue, European Account Manager, Foodservice EAO.

For example, our good relationship with one of my global customers has been driven by our product consistency delivered across the world,» says

Rockwell Automation has a good name and reputation, especially in the US market, and we are leveraging the local support it offers around the world with our support of our global customers.

«We look forward to welcoming back holiday employees who return year - after - year to Amazon and welcome new faces to the team, many of whom will continue on with regular, full - time roles with the company after the holidays,» Dave Clark, Amazon senior vice president of global customer fulfillment, said in a statement.

Eckroth joins TE Connectivity following a 5 - year stint Executive VP of Global Customer Care and Chief Information Officer for Hertz.

«Combining two strong brands under the umbrella of one dynamic company has allowed us to continue to focus on the needs and opportunities of our global customer base, emphasizing our expanded ability to meet the complete beverage and food preparation needs of all customers,» says Lisa Klein, the company's senior vice president of global sales and marketing.

Dear Amy, There has certainly been a number of concerns from various credit cardholders over the past few years in the area of global customer support.

«We're eight years out of the great recession, and now that unemployment rates are down, companies are hiring and the gig and contingent workforce is becoming more prevalent,» said Mary O'Loughlin, vice president of global customer experience at HireRight, a background screening provider based in Irvine, Calif. «As freelance job opportunities continue evolving, it will become much more acceptable, and the standard, for employers to screen gig and contingent workers.»

«It's important to establish a balance between speeding up time - to - hire and [having a positive] candidate experience,» said Mary O'Loughlin, vice president of global customer experience for HireRight, a background screening firm based in Irvine, Calif. «One thing that recruiters can do is help better prepare candidates about the background verification process.

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.

Nothing speaks to this more than the fact that Tesla has the highest customer satisfaction levels and the highest percentage of customers who say that their next car will be a Tesla in the entire global auto industry.

Darren Pleasance, the head of Google's global customer acquisitions team, told CNBC that his family made the move to Bend in 2010.

Magento chief executive Mark Lavelle said in a statement that the company maintains a large global network of partners including system integrators to support some 250,000 customers.

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.

Amazon Music, the No. 3 player in the global streaming music outside China, does not disclose exact figures, but reported last week it had «tens of millions of paid customers» and that subscriptions grew more than 100 percent in the last six months.

The prospect of enabling these small businesses to broaden their customer base and compete in the global market is more than exciting; it is world - changing.

Barry Wacksman, global chief strategy officer for international ad agency R / GA, will share how technology is allowing the creation of new ecosystems for customers.

«Walmart Pay makes the app more valuable to the customers and helps us build a deeper relationship with them,» said Neil Ashe, CEO of Walmart Global E-Commerce.

«Without a clear path to continued operation of our global businesses our customers simply would not wait,» Rolet said.

With a library of more than 2.2 million e-books, with five million customers in 100 countries so far, the Toronto - based e-book retailer has shown potential to build itself into Amazon's chief global rival for digital reading, concentrating on markets like Europe where the American company isn't as strong.

«Our customers have told us that Twitter helps them uncover early trends, breaking news, and sentiment shifts, which may be indicative of changing market conditions,» said Ben Macdonald, Global Head of Product at Bloomberg, in a statement..

Maciej Kranz leads Cisco's Strategic Innovations Group in incubating new businesses, accelerating internal innovation and co-innovating with customers, partners and startups through a global network of Cisco Innovation Centers.

While their customer and financial data may not be as big of a catch as, say, that of Target or some other global big - box retail chain, there are plenty of opportunities to hit mom and pop operations.

«Each brand has a unique set of opportunities and actions to improve the shopping experience for its customers,» said Laurence Haziot, IBM's Global Managing Director and General Manager, for Consumer Industry, according to a press statement.

Sixty - two percent of global company value is «intangible», of which brand and customer goodwill are critical components.

What these people know — and what more Canadians need to understand — is that truly innovative companies tend to create more value as time goes on, as they shed the hype and tumult of the startup phase and gain the customers, experiences and processes needed to become global businesses.

And at Ford Motor Company, for example, they've found that learning from and taking advantage of an array of perspectives among their global workforce, creates openings to actually increase their customers» satisfaction — showing how speaking with everyone and being more open and connected is good for the customer, too.

Instead, the agency sued Mr. Corzine in June, accusing him of failing to supervise an MF Global employee who misused customer money.

This satellite has already become a prime satellite for the North American aeronautical market, with GoGo transferring more than 200 aircraft to the satellite within the first month of service launch and Global Eagle Entertainment taking significant incremental capacity to serve its airline customers.

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.

That topic has been the stock - in - trade of the consultants and academics who have taught us the intricacies of reengineering, total quality management, customer service, competing in the global marketplace, and so on.

Your marketing chief may be well - versed in dealing with customers, but you also need to hire someone who has experience interacting with investors and the global media, says Elizabeth Saunders, senior managing director of FTI's strategic communications practice in the Chicago office.

I've already mentioned some of the things that you need to plan for, such as global expansion and what systems you need to integrate with, but you should also think about whether you will be supporting multiple brands and products over time and whether your customer support solution can scale as you grow.

She leads the firm's global customer and operations practice, overseeing a team of more than 2,000 partners and professionals to address the front - and middle - office challenges of Fortune 500 clients.

«As a company that provides software - as - a-service to global customers who expect 24/7 service, regardless of the weather, we have a well - documented business continuity plan that protects our customers as well as our employees,» Tina Lux - Boim, president and CEO of Boca Raton, Fla. - based Managed Maintenance, Inc., said via email.

That's just too narrow a perspective and far too limited an approach to succeed in the new world of global competitors — many of whom aren't saddled with your legacy systems or the need to support the old enterprise offerings while the customers want tomorrow's technologies.

Miriam Hernandez - Kakol Advisory principal and U.S. Service Line Leader of KPMG's Customer and Operations business, Global Lead Partner, KPMG

«While carrier customers like the idea of buying infrastructure from large global suppliers, it's not obvious to us that amassing scale for the sake of it makes sense for the vendors,» analysts at Jefferies said in a note Wednesday before the deal was announced.

Deripaska's business empire which includes United Company Rusal PLC, the world's second largest aluminium producer by volume of production has a global footprint and counts major international companies as customers.

Broadcom's bid comes amid a global legal battle between Qualcomm and Apple that could cost the semiconductor company one of its largest customers.

The half dozen areas of study are Finance and the Global Economy, Ethical and Legal Responsibility, Managing the Global Enterprise, Understanding and Serving Customers.

We also offer an extensive portfolio of value - added solutions for customers, including investment banking, personal and corporate trust, global custody, transaction banking, capital markets, and other services.

When customers buy (PRODUCT) RED products, Apple donates a portion of the proceeds to the Global Fund HIV / AIDS grants that provide a range of programs to eradicate AIDS or help people who have been affected by AIDS.

As PayPal's Global Head of Social Media & Influencer Marketing, he is focused on defining the company's voice and creating stronger connections to customers through online communities.

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 acquisition of Popeyes will add a successful, highly regarded brand with strong customer loyalty to RBI, one of the largest global quick service restaurant companies with two of the world's most iconic QSR brands — Burger King and Tim Hortons.

The global growth hasn't rolled out as fast as investors had hoped, resulting in some recent yo - yoing of Netflix's stock price — but some analysts think the company could still double its customer base by 2020.