Not only that, but the callers populate the CRM with lots
of key information from the call because they know which questions to ask.
Transcription
of key information from telephone conversations into client accounts or into emails to other departments
Besides information about the speed, the revs of the combustion engine and the electric drive, the central display also provides
all of the key information from the infotainment and navigation systems.
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.
The majority
of taxpayers receive these documents every year, and TurboTax can import the data
from most payroll providers, most financial institutions, and
from Quicken, thereby relieving many users
from having to
key the
information in.
Steps that you can take today include gathering receipts for any charitable deductions, making a list
of key documents you will need, and monitor any online portals you will receive
information from.
What to include: Business plans vary in length — anywhere
from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact
information); Executive Summary (what your business does and what market need it solves); Company Overview (profile
of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify
key competitors); Marketing Plan (your brand and how do you plan on getting it in front
of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify
key company personnel); and Financial Plans (revenue projections for three to five years).
When targeting a non-traditional market, Hogue's team gathers
information from every branch
of local government, and studies
key competitors, the regulatory environment and tax rules.
Investigative reporter and blogger Eliot Higgins has talked about how Facebook's haste to censor what might be disturbing or controversial imagery can directly impact our understanding
of a developing news story: the site removed several pages and posts
from Syrian dissident groups and terrorist factions, but in doing so it effectively deleted a
key source
of information about chemical weapon attacks by the Syrian government.
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.
Rather than inefficiently dictating how to use a resource
from the top, this approach allows those in the trenches to make the best decisions with ample
information about the scarcity and value
of the
key commodity — time.
One
key takeaway
from their results was, as the authors wrote in the discussion section
of their paper, how
information from quick personality assessment tools can be used: (emphasis ours):
For industry news and views, Bowie suggests you cross-check
information from publications such as Dun and Bradstreet Industry Norms and Standard and Poor's Industry Surveys, which give snapshots
of many industries and the
key ratios and figures for the major players in each.
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.
TIP: You can fill in the blanks in the template below (
from CMI's workbook: Launch Your Own Content Marketing Program) with a summary
of the
key information you've gathered for your persona — or create a similar form with the
information that's most useful for your business.
[01:10] Introduction [02:45] James welcomes Tony to the podcast [03:35] Tony's leap year birthday [04:15] Unshakeable delivers the specific facts you need to know [04:45] What James learned
from Unshakeable [05:25] Most people panic when the stock market drops [05:45] Getting rid
of your fear
of investing [06:15] Last January was the worst opening, but it was a correction [06:45] You are losing money when you sell on corrections [06:55] Bear markets come every 5 years on average [07:10] The greatest opportunity for a millennial [07:40] Waiting for corrections to invest [08:05] Warren Buffet's advice for investors [08:55] If you miss the top 10 trading days a year... [09:25] Three different investor scenarios over a 20 year period [10:40] The best trading days come after the worst [11:45] Investing in the current world [12:05] What Clinton and Bush think
of the current situation [12:45] The office is far bigger than the occupant [13:35]
Information helps reduce fear [14:25] James's story
of the billionaire upset over another's wealth [14:45] What money really is [15:05] The story
of Adolphe Merkle [16:05] The story
of Chuck Feeney [16:55] The importance
of the right mindset [17:15] What fuels Tony [19:15] Find something you care about more than yourself [20:25] Make your mission to surround yourself with the right people [21:25] Suffering made Tony hungry for more [23:25] By feeding his mind, Tony found strength [24:15] Great ideas don't interrupt you, you have to pursue them [25:05] Never - ending hunger is what matters [25:25] Richard Branson is the epitome
of hunger and drive [25:40] Hunger is the common denominator [26:30] What you can do starting right now [26:55] Success leaves clues [28:10] What it means to take massive action [28:30] Taking action commits you to following through [29:40] If you do nothing you'll learn nothing [30:20] There must be an emotional purpose behind what you're doing [30:40] How does Tony ignite creativity in his own life [32:00] «How is not as important as «why» [32:40] What and why unleash the psyche [33:25] Breaking the habit
of focusing on «how» [35:50] Deep Practice [35:10] Your desired outcome will determine your action [36:00] The difference between «what» and «why» [37:00] Learning how to chunk and group [37:40] Don't mistake movement for achievement [38:30] Tony doesn't negotiate with his mind [39:30] Change your thoughts and change your biochemistry [40:00] The bad habit
of being stressed [40:40] Beautiful and suffering states [41:50] The most important decision is to live in a beautiful state no matter what [42:40] Consciously decide to take yourself out
of suffering [43:40] Focus on appreciation, joy and love [44:30] Step out
of suffering and find the solution [45:00] Dealing with mercury poisoning [45:40] Tony's process for stepping out
of suffering [46:10] Stop identifying with thoughts — they aren't yours [47:40] Trade your expectations for appreciation [50:00] The
key to life — gratitude [51:40] What is freedom for you?
Start by gathering the
key information from your content marketing strategy, which will be the basis
of your editorial plan.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially
from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products
from other brands; the consolidation
of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its
key product categories, increase its market share, or add products; an impairment
of the carrying value
of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other
key personnel; the Company's inability to realize the anticipated benefits
from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution
of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits
from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility
of capital markets; increased pension, labor and people - related expenses; volatility in the market value
of all or a portion
of the derivatives that the Company uses; exchange rate fluctuations; disruptions in
information technology networks and systems; the Company's inability to protect intellectual property rights; impacts
of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.
First, identify the
key pieces
of information that you want students to gain
from the course.
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 (R) World (TM); risks related to the collection, storage, transmission, use and disclosure
of confidential and personal
information;
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially
from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss
of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts
of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its
key product categories, increase its market share, or add products; an impairment
of the carrying value
of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other
key personnel; the Company's ability to realize the anticipated benefits
from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution
of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits
from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility
of capital markets; increased pension, labor and people - related expenses; volatility in the market value
of all or a portion
of the derivatives we use; exchange rate fluctuations; risks associated with
information technology and systems, including service interruptions, misappropriation
of data or breaches
of security; the Company's ability to protect intellectual property rights; impacts
of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact
of future sales
of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements
of the Company's consolidated financial statements; and other factors.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially
from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products
from other brands; the consolidation
of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its
key product categories, increase its market share or add products; an impairment
of the carrying value
of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other
key personnel; the Company's inability to realize the anticipated benefits
from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution
of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations
of the Company in the expected time frame; the Company's ability to complete or realize the benefits
from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility
of capital markets; increased pension, labor and people - related expenses; volatility in the market value
of all or a portion
of the derivatives that the Company uses; exchange rate fluctuations; risks associated with
information technology and systems, including service interruptions, misappropriation
of data or breaches
of security; the Company's inability to protect intellectual property rights; impacts
of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.
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.
We intend the discussion
of our financial condition and results
of operations that follows to provide
information that will assist in understanding our Combined and Condensed Combined Financial Statements, the changes in certain
key items in those financial statements
from period to period, and the primary factors that accounted for those changes, as well as how certain accounting principles, policies and estimates affect our Combined and Condensed Combined Financial Statements.
On April 10, 2018, Mohit Kalra, Director
of Secure Bitcoin Traders Pvt Ltd. filed an FIR (First
Information Report) with the Delhi Cyber Cell that the bitcoins were stolen
from their wallet where all the bitcoins were stored and the private
keys of which were with Dr. Amitabh Saxena who was the CSO
of the company, along with Mr. Kalra himself.
«As CEO, you didn't know some
key facts,» said Debbie Dingell, a Michigan Democrat, ticking off a list
of questions Zuckerberg said he'd get back to members on,
from «major court cases regarding your privacy policy» to «all the kinds
of information Facebook is collecting
from its own users.»
PDFs for example, written to target buyers with
key information at a known point
of the buy cycle, can also attract interest
from niche industry blogs, news sites, and social media users.
One
of the
key reasons that the Fed wanted to keep this
information buried
from the public is that Citigroup was insolvent during the period it was receiving loans
from the Fed.
Knowing that price often bounces or repels
from key levels is a very valuable piece
of information.
In this video I'm going to show you a great way to get better keywords out
of the Google Adwords Keyword tool if you haven't seen the previous video you'll want to watch that video where I show you how to get better search volume numbers
from both google adwords as well as some other sources to get better estimates for the amount
of times that keyword is searched each month i'll put a link in the video here so that you can click that video if you haven't seen that yet let's get started now if you want better results
from the Google Adwords Keyword planner you have to work a little differently than everyone else so most people come to the Google Adwords Keyword planner and they simply click on this search for new keywords using a phrase, website, or category and then they just paste a bunch
of keywords into this text box so let's say as an example that these were our starting keywords ok so let's say we have the keywords «fishing tips» «fishing tackle» «fishing for bass» «fishing rod» and «fishing reel» what most people do is that they would simply come here and they would copy this they would paste it into this field and they would hit Search and they would get back their results and that's fine but one little tip that will help you get much better results is only paste in one
key word at a time so instead
of pasting all these in just paste in the single keyword «fishing tips» and then proceed
from there to pull that those results up and you'll get this back if you click right here you can download the ideas you'll notice they're 701 here listed so if we download these ideas will download them to a CSV file comma separated value file you can open that with notepad you can open it with excel open office when you're finished putting all your ideas and individually you will now have a bunch
of different common separate value files containing the keywords and the search volume I've already gone ahead and done that just to save time on the video but i want to show you what happens when you use this method versus just pasting in the keywords like most people do so here you'll see this column here represents these two columns here represent if we had pasted in all
of the keywords at once and click search at google adwords keyword tool is one that showed you and you'll see we have a total
of 706 results we got back when we did that this column this column here represents what happens when we paste one
key word at a time and then download the file paste the second keyword download the file and then we just simply grab those terms and copy them and you'll see now we have a total
of 1,915 keywords now what I've done with the highlighting here is to show you anything that's not highlighted in this column is a keyword we would not have gotten back had we pasted in all the keywords at once you can see there's lots and lots
of keywords here we would not have seen know your competitors and the company's you're competing against they're using probably the simple method just pasting a bunch
of keywords sitting search and then looking through those terms to find their terms if you will take the extra few minutes it takes doesn't take long to simply go in and paste one
key word at a time you will get back a ton
of great keywords that others aren't seeing because they're using this other method and in actuality when I ran the numbers there's a total
of 3.8 million searches represented by these keywords here that you would miss if you simply just copied and pasted those five terms and hit search the Google Adwords Keyword planner once you've used the google keyword planner to find lots
of new keyword ideas what do you do with all those keywords the biggest problem is that you can there are so many keyword tools out there you can get hundreds
of thousands
of keywords by spending a day using the different keyword tools but what you do with all that
information the answer is a cool tool called keyword grouper pro and Keyword Grouper Pro is completely free there's not even an opt in you just simply download the tool now at the top
of this video there's a link if you click that i'll show you exactly how to use keyword grouper pro doesn't matter where you got your keywords
from i'm going to show you how to take those keywords group them into tight groups and then you can set up your campaigns and know exactly which groups represent buyers and once you know where the buyers are at you can simply focus your marketing in that area to make more profit in your business
Or about protecting the children
from online
information, when, according to Julie's accounts, they have already been eye - witnesses to numerous
key incidents
of evil.
There are certain
key pieces
of information that are hidden
from almost everyone but us — the readers.
This second edition
of The World's Healthiest Foods provides you with extensively updated
information derived
from review
of over 10,000 new scientific studies about the health - promoting benefits
of The World's Healthiest Foods and why eating these nutrient - rich foods can be the
key to avoiding nutrient deficiencies and malnutrition, because most health problems come
from nutrient deficiencies.
The Market
Information Statistics Database allows users to access a long - term data compilations for the domestic market as well as price information and trade statistics from a number of key export markets and competitors -
Information Statistics Database allows users to access a long - term data compilations for the domestic market as well as price
information and trade statistics from a number of key export markets and competitors -
information and trade statistics
from a number
of key export markets and competitors - including;
They also contribute to ADBA's response to consultations and other requests for
information from government, which gives them a
key role in forming policy and ensuring that the voice
of our members and the AD industry is heard.
Not to mention, you might even miss learning
key pieces
of information if you systematically Hide all your Elf on the Shelf friends
from your feed, because apparently it's normal now to make big announcements with everyone's (least) favorite Christmas doll:
Given all this
information and
from our own experiences, we knew in our heart
of hearts that Attachment Parenting was the
key to creating emotional connection and making families stronger.
However, the GP still remains the
key gatekeeper to
information on maternity care options, and yet respondents also reported that the
information they received
from their GP was often limited sometimes out
of date and not comprehensive.
Preparation is
key — I did so much reading and had gotten such a wealth
of information from my childbirth class that I felt well prepared for the task ahead.
Key points include the following: - A look at the nipple and areola literally
from the inside out -
Information not found in standard textbooks - New potential remedies for sore nipples - Graphics that provide new insight on the structures within the nipple - Text summaries and care plans make the book
of real practical value
However, new
information from the American Academy
of Pediatrics recently stated introducing peanuts to your child sooner may be the
key to crushing this allergy.
Jen regularly blogs about all things colic
from tips and tricks for dealing with colic to
key information that every parent
of a colicky baby should know.
Cuomo and his staff however ensured that
key issues that would reflect badly on him were stricken
from the report, especially
information that investigators had learned about the powerful Real Estate Board
of New York and its political donations.
The measure means that while the Electoral Commission can now publish
information about any donations since July last year — and in the future — it is still banned
from sharing
key information about donations to Northern Irish parties during a period which included the European referendum, when the DUP received # 435,000 for their Brexit campaign
from an unknown source via a secretive group in Glasgow whose chair set up a company in 2013 with the former head
of the Saudi intelligence service.
There is one
key difference: while Flint officials kept this vital
information from citizens, the abundance
of lead in Syracuse's homes is public knowledge.
«Receiving
information from government departments in the public interest and publicising it is a
key part
of any MP's role,» he said.
The next
key step will be what kind
of conclusions the commissioners draw
from the
information they've gained through the subpoenas.
The
key to the research design, Vogl said, was incorporating
information on wind direction, which allowed the researchers to parse out the consequences
of pollution
from the fires
from the beneficial things that are correlated with the fires.
Dr. Rohrich and colleagues write, «Much
of this controversy was driven by incomplete
information, poor documentation and analysis, and the puzzling decision to withhold
key medical evidence
from both
from investigators and the public.»
Schoelkopf says the results are a long way
from a working quantum computer since they don't even store multiple bits
of information, let alone perform calculations, but the work is a
key advancement.