Sentences with phrase «of products the company»

He added that a lot of the products the company develops for the food service company will eventually end up on retailers» shelves.

- If the provincial government is to foster growth in innovative companies in Alberta, it needs to be a first buyer and / or promoter of the products those companies make.

He thinks most of his competitors do not have the range of products his company does.

He does not accept that the code fails to distinguish between tear - off pads and other sorts of promotion, or that any piece of paper that features a picture of a product a company wants to sell is, arguably, de facto advertising.

She was responsible for understanding the environment the company was operating in and anticipating how that environment could impact the success of the products the company was planning to develop.

Your first new - product entry is free, with additional entries costing $ 75 each until October 7, and there's no cap to the total number of products your company can display.

There is a possibility of big losses here given the change in the prices of the products the company sells.

3M Company offers it's shareholders giftboxes that include a wide variety of products the company makes.

It has items to chew on and fidget with, and owners can stuff more items in the mat, Tucker said, adding that safety is a high priority for all of the products her company makes.

Two of the products the company will be releasing this year stem directly from that win.

Not exact matches

«We see a lot of companies come in with a lot of capital — really good business - minded people — but they're not enthusiasts or enthusiastic about the product they're selling,» says Cobb.

After you've compiled a list of reputable distributors or representatives, the real work begins: choosing the best one for your company and products.

For instance, if a company has a different Twitter account for each of its products in different countries — and then different Facebook pages on top of that — the number of accounts the company has to maintain can add up quickly.

Today, Chinese companies must design, manufacture, and sell their products in order to capture greater portions of their value.

It took being «beaten over the head» with such offers — providing undeniable evidence of «product - market fit» — but by October 2012, she had founded her second company.

After Amazon launched the Alexa Fund, one of its portfolio companies called foul, saying that the company had cloned its product with the Echo show.

We were repackaging MusclePharm product for the Arnold line, which created expense, then add the endorsement expense on top of that... and I had to make the hard decision and say it wasn't working for the future of the company.

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.

In many of these cases, the company that is actually receiving the orders has no idea that their dropshipper is selling their product through Amazon (and may actually prohibit selling through Amazon).

Performed online in January and February, the poll seeks opinions on aspects of a company's reputation ranging from product quality to governance, citizenship and workplace culture, among others.

Ideas are the lifeblood of a company, and most small businesses recognize the need to protect their best ideas, products and services from competitors.

Specialist materials technology company Alexium International Group has raised $ 6 million from investors to fund ongoing development of its flame retardant products.

He?s a former software executive, entrepreneur and fund manager, and has founded or financed more than 40 companies that have launched more than 100 products with transactions exceeding one billion dollars of capital.

TerraCycle also has corporate sponsorships from companies such as Maple Leaf Foods, the Mr. Christie's cookie brand, Nespressoa coffee brand and Garnier, maker of beauty products.

-- Bryan Nooner, president and CEO of Illinois - based outdoor cord protection product company Twist and Seal and Distinctive Home Builders.

The ecommerce company has been executing its plan to offer a bigger selection of products, new brands and more small - business sellers on its platform.

Now was just one of a raft of new products Google unveiled at its annual developer conference on June 27, and the array of products demonstrated just how ubiquitous the company wants to be in your life.

«From an e-commerce perspective, having a unique and differentiated product is really one of the cores to success, not only in building a company but being able to scale [it].»

Last year, Alexa was the clear winner of CES, with companies like Ford, Huawei, and LG agreeing to integrate their products with Amazon's virtual assistant.

This means that every part of your business that a consumer is exposed to — from how your products are distributed, to your company's culture and people — will influence a consumer's gut feeling toward your brand.

With some of the lowest - cost gas operations in North America, the company has a bold new plan to sell its product straight to industrial clients

The company later halted construction due to lack of demand for the product, an Intel spokesman told CNN Money.

WHEN Tasmanian forestry products heavyweight Gunns missed out on securing the assets of defunct agribusiness company Timbercorp, those vying for assets of another failed timber company knew they were in trouble.

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.

This means your customer service will be more knowledgeable and more personal than that of a larger company with many products and employees.

Panelists — including David Lang, co-founder of OpenROV, a DIY telerobotics community project centered around underwater exploration adventure, and Nick Pinkston, the founder of Plethora, a rapid prototyping service, will discuss taking the initial idea of a hardware company to fundraising to bringing the product to market.

They had hoped the final language would overtly exclude companies that offer a «multi-sig» product (a security approach involving the ownership of two separate private keys), since those companies don't truly have full custody of a customer's bitcoins.

The company and its eponymous product, created by serial entrepreneur and technology expert David Gurle, is scarcely out of startup mode, but already it's making waves as a potentially disrupting new force on Wall Street, thanks in large part to support from some of the world's largest investment banks.

B2B organizations that sell physical products, meanwhile, may consider their companies as worlds apart from SaaS providers, but they too have an opportunity to implement many of the following SaaS - style techniques that make those tech startups so successful.

And while the iMirror is the kind of product that feeds directly into consumers» current assumptions of what IoT technology looks like, there are plenty of Canadian companies finding business applications that consumers will hardly notice.

She's found a demand for her product, and it's located in hundreds of stores including Kroger and Williams - Sonoma, but despite strong sales, the company is drowning in debt.

In addition to banks and the alternative lenders, plenty of non-bank consumer finance companies also have begun to offer products.

The company now employs 10 full - time staffers and carries a range of innovative products, including a flat - folding travel bathtub for babies.

Rhinehart says the company will keep working to improve the formula of its original powder, and that more open - source products are on the way in the future.

To protect the buyers, the company will be introducing a purchase protection mechanism that helps minimize the risk of scams and fraud by providing full payment protection, acting as a third - party mediator during the transaction, and ensuring the delivery of the paid - for product or service.

It's the «Ready, Aim, Fire» approach to getting products out the door; versus the «Ready, Fire, Fire, Fire, Go Out of Business» process, which most companies use.

I'm not a big fan of the whole lean startup thing or even minimum viable products (MVPs) unless they've been previously market - validated, but there is a clear virtue in representing an initial solution which a company can quickly buy and bring to market — even if it's not comprehensive, industrial strength or the whole enchilada on Day One.

«As an entrepreneur, I have had products and services shut out of closed cable networks, and as a venture capitalist, I've invested in companies that would not have been able to innovate if these network were not open.»

Pebble is one of the first breakout successes from Kickstarter, where companies raise money from fans and supporters often in return for early versions of the product.

If we were to focus solely on Google's most recent acquisitions, we would find a host of smaller companies that were purchased for their innovative products.