Sentences with phrase «of other companies do»

This is really how recruitment team of other companies do things online.

They don't try to scam or trick you like a lot of other companies do.

The majority of the other companies I do business with were on Finovera's list and I was easily able to link them to my account.

The Kobo still lags a bit, and they use IR for their touchscreen which allot of other companies do it.

It has a few standout features that some of the other companies don't.

Jiffy may not make a gluten free corn muffin mix, but these days plenty of other companies do.

Rein that capability in, and suddenly Google, Facebook, and a number of other companies don't look so appealing.

There, you can work alone amid a bunch of other companies doing the same thing.

RISMedia does an outstanding job; it's a nice fit for our agents and clients, and I don't know of any other companies doing this.»

Not exact matches

«What this has done is really allowed for more pools of money to be available to entrepreneurs, so that's the really big news about all of this,» says Geri Stengel, founder and president of Ventureneer, a digital media and market research company that, among other issues, specializes in crowdfunding.

Rather than dwell on the problems, however, the magazine launched a special «Economy of the Future» series that aims to spotlight case studies of people and companies who were doing things right, and how they could act as examples to others.

The company, which expects to remodel most of Hortons outlets in Canada by 2021, did not disclose how it planned to split the cost with franchisees as they face rising competition from Starbucks and McDonald's McCafe among others.

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 company wants to know, Do QR codes on toilet paper ads work, or do they just take up space that could be better utilized with coupons or other types of adDo QR codes on toilet paper ads work, or do they just take up space that could be better utilized with coupons or other types of addo they just take up space that could be better utilized with coupons or other types of ads?

Instead of hedging away from gas, as TransCanada and many other companies appear to be doing, it's a bet that gas will play a much bigger role in our energy future, probably at the expense of oil.

We've done it with Uber and some of these other large companies, but I think it happens more frequently in Asia.

Current rules do not let people fly drones beyond the line of sight of human operators and over people's heads in public places, which limits companies like Amazon (amzn) and Google (goog) from using drones to deliver goods, among other business uses, beyond testing.

«I think once we build it we'll have a point of proof something that other companies and countries can go and do.

The bigger the company, the larger the paycheque you can command — and that doesn't count other compensation such as stock or performance bonuses, common at the higher end of the leadership ladder.

So, at the end of the day, are companies simply flocking to disease areas like oncology, and rare diseases — which have low chances of approval from phase one trials due to their complexities but carry high margins and high rewards if they do cross the regulatory finish line — at the expense of other conditions?

We didn't recommend it because parent company, Endurance International Group (EIG) is moving customers from other hosting brands it owns (eHost and Host Clear, for example), so we're unsure what kind of impact that may have on services and support.

On the other end of the spectrum, the share of deals involving to newer companies has been steadily shrinking, and continued to do so this quarter.

I bet that if Arthur T. Demoulas does not win his bid for the other 50.5 percent of Market Basket, the company's stakeholders will be worse off.

In an interview in March in the Charlotte Observer, Wells CEO Tim Sloan said, «I don't know if banks or credit card companies or any other financial institution should be the arbiter of what an American can buy.»

In other words, if talented entrepreneurs starting companies outside of those three cities don't have access to capital, all of us are worse of economically and politically.

Melody Biringer, founder of the CRAVE company appeared on the Small Businesses Do It Better Show, episode 3 (watch the show on Ovaleye.tv) on Connecting with Other Businesses to Grow Your Own.

«Your visibility in understanding what the CEO was doing is very different than other companies where you have no visibility of what they are doing.

To the woman on the other end, it implies that she's doing a bad job as a parent if she's out building a company that's going to crush it and employ hundreds of people.

People have less time to compare and choose between indistinguishable companies, all following the same design trends — or simply copycats of each other, hoping to make quick work out of their designs without considering the damage they're doing to their own reputations.

Company leaders must fully commit to continuous improvement, just as they do in other aspects of their businesses.

When we had Cisco doing their innovation centres here, one of five in the world, recently we had a couple of other global companies that have come here, they talk about that as being an important consideration.

For example, if you supply green cleaning services while other cleaning companies in your area do not, take advantage of how unique you are.

It also doesn't hurt that Misen is a growing company, and they're rapidly expanding into other aspects of cookware while keeping the same ethos of an «honest price» for premium performance.

It doesn't help, of course, that one of the other key players in the lawsuit is Monsanto, a company that for many people represents evil incarnate.

But how does a company like Marriott keep its rooms full and avoid fighting with its own properties, even when some of them are often down the block from each other?

Wired has a good roundup of the possibilities; some observers fear the company has no intention of reselling e-books, that it merely wants to block others from doing so, but intellectual property experts see no evidence of that.

Every workplace will have a certain amount of gossiping, but if one of your employees enjoys reporting bad news about you, others in your company, or even the competition, that's destructive behavior and you need to do something about it.

However, the company never invested too much energy into the feature and it didn't become as popular some of the Facebook's other features like location check - ins, for example.

We have also done a considerable amount of work for Microsoft, Outback Steakhouse, and more than 300 other businesses ranging from start - up companies to large enterprises.

There are two kinds of companies, a saying goes: The first kind is the ones that have been hacked and know about it and the other type are those that have been hacked and don't have any idea.

When I started my company, iDoneThis, the biggest question on my mind — and I'm guessing it's top of mind for other young founders too — was: «Hmm... how do I sell this?»

Through the work I've done at Growth Everywhere, I've been lucky enough to chat with notable entrepreneurs such as Jason Lemkin (founder of Echosign, which sold to Adobe), Mark Organ (co-founder of Eloqua, which sold to Oracle) and others who are constantly pushing the boundaries of business success with their own companies.

The following year, EMC bundled up Pivotal Labs with others parts of its business and spun it out as Pivotal, an independent software and services company that at first was not quite sure what it was supposed to do.

In response to a shareholder question about what could be done to speed up the glacial pace of adoption of electric car production by other car companies, Musk said he was «playing with doing something fairly significant on this front which would be kind of controversial with respect to Tesla's patents.»

Their book outlines a host of other recommendations — commit to what you do best, don't chase multiple opportunities, don't copy others — that they say highly successful companies follow.

It doesn't seem that there are any regulations that prevent startups from sharing a list of top candidates with other companies.

Twitter has never preached a «don't be evil» mantra like some other Internet companies, but banning a user on such flimsy grounds is a pretty clear case of censorship.

«They, like any other company, [are] moving more and more of their infrastructure to take advantage of this pay - as - you - go, pay - as - a-service cloud computing capability, whether it's software, hardware or platform, and they do a lot of that with Equinix,» he told Cramer.

The company said the letter «was a conditional indication of interest that contemplated substantially less value to the estate, and did not include a purchase agreement, a financing commitment, a deposit, or a number of other requirements for a qualified bid.»

But the company has stumbled plenty of times in the past, and a watch doesn't preclude the development of other types of wearables, especially ones that might incorporate augmented reality.