Sentences with phrase «of time the company»

A lot of times companies or brands are taken over or go public and they're suddenly under pressure to make it new and fresh to placate investors.

A contact - to - order ratio is the number of times a company's customers contact it before placing an order, compared with the number of orders a company receives.

Most of the time companies that make baby carriers fail to consider comfort in all positions.

Though many factors may play some small role in a business's credit score, the rule of thumb for credit rating is the length of time a company takes to make good on their invoices:

Dividend cover reflects the number of times a company's profit covers the ordinary dividend.

The grace period is the amount of time the company gives you to pay off your balance without having to pay any interest.

Interest Coverage Ratio, also known as Times Interest Earned Ratio (TIE), states the number of times a company is capable of bearing its interest expense obligation out of the operating profits earned during a period.

Over the past year and a half each time the unit price exceeded $ 20 for any length of time the company announced a secondary offering.

Most of the time companies come out and release statements that a features either removed or won't be in the final game or didn't make the cut what have you, but there's a reason why those companies make those statements it's the legally cover themselves from falsely misrepresenting the game.

The much more casual title tore up the charts, due to the incredibly long period of time the company took to polish it.

However, it would extend to 20 years the amount of time companies would be given to use those credits to offset income tax liabilities.

A lot of times the companies that manufacture these fireworks are based overseas.

I really appreciate the amount of time your company puts into providing a good source of information for professionals in the legal field.

Not exact matches

Executives spend too much time dealing with investors and analysts, trying to meet or exceed earnings expectations every quarter, and end up seeking short - term gains at the expense of the company.

While Lyft never operated services in China, the complication adds heat to a U.S. market some say is winner - take - all, where one company has a valuation more than 10 times that of the other.

In 2015, less than a year after retiring as CEO of convenience store giant Alimentation Couche - Tard, the executive chairman, along with his three co-founders, put forward a resolution to extend their time - limited voting control — the group holds 22 % of the company's equity — to ward off any future takeover attempts.

Less celebrated are these innovative companies» contribution of powerful but low - tech productivity hacks to help managers and owners get more done in less time.

Running a breakneck - growth company, of course, means even more demands on Smith's time.

Facing a new regulatory minefield, U.S. - based companies have a narrow window of time to assess their capabilities and vulnerabilities and address areas of concern.

Companies scale best when founders follow these steps to remove themselves from the heart of every decision, set boundaries and prioritize time management.

Two - thirds of employees surveyed said their «company culture is ambivalent, discouraging, or sends mixed messages about time off,» a share that's virtually unchanged since 2014.

(Disclosure: Time Inc., TIME and Fortune's parent company, was acquired by Meredith Corp. in a deal partially financed by Koch Equity Development, a subsidiary of Koch Industries InTime Inc., TIME and Fortune's parent company, was acquired by Meredith Corp. in a deal partially financed by Koch Equity Development, a subsidiary of Koch Industries InTIME and Fortune's parent company, was acquired by Meredith Corp. in a deal partially financed by Koch Equity Development, a subsidiary of Koch Industries Inc..)

Combine that with weak commodity prices, flat global trade and the governance risk associated with companies in many of these countries, and safety - minded investors are perhaps best served by limiting their exposure to the grouping at this time.

Times editorial board member Elizabeth Williamson writes that wealthier tech employees seem to support Clinton; meanwhile, those living in «a less glamorous Silicon Valley, inhabited by brainy young people whose long hours power the big companies and whose college debt is so heavy that some of them can't even qualify for a credit card» are «feeling the Bern.»

She excelled, got promoted numerous times over the next seven years and climbed the ladder to director of operations, eventually taking a similar management role at another company.

«That's not something that we had originally set out to do, but over time we got such an overwhelming amount of demand from larger companies,» says Josh Emig, WeWork's head of research.

The chart below shows the total return of the five companies stocks during the tenure of their CEOs, along with the corresponding figure for the STFINL during that time:

Additionally, McDonald's announced it will allow workers who have a one - year tenure at the company to accrue paid vacation time of up to 20 hours per year.

Small companies keep innovation at the very heart of their goings - on, using it to propel their business into the limelight, yet at the same time remaining sensitive to the needs and wants of their consumers.

By the time of the sale, Mark was the majority owner in PokerStars's parent company.

Companies that don't have the benefit of a CRM can spend inordinate amounts of time struggling to create sales reports and analyze data.

According to Ted Conley, who heads up North American marketing for the condom maker's parent company: «The category has traditionally been strong at times of economic downturn and we are getting anecdotal evidence that the same can be said for today.

Donald Trump's plan calling for six weeks of mandatory paid leave for new moms is a step toward wooing women voters and a step up from current federal law — which doesn't require companies to provide any paid leave — but it's still behind the times for the business world.

The facts: A spokeswoman for Amgen confirmed to the Los Angeles Times that the company plans to hire 1,600 people across the U.S. in 2017 — some of which will be new positions and some of which will make up for attrition.

Remember that business partners often spend a great deal of time in each other's company.

In the short time until GDPR implementation and enforcement begins, companies should pay particular attention to the four key components of the new regulation:

In a time when tech companies are starting to behave like industry giants of the past, taking their interests — and their money — to K Street to influence legislation (consider Mark Zuckerberg's immigration lobby), it seems natural that several of these scrappy sharing - based start - ups are beginning to band together.

Freelance work can allow them to get real world experience and earn some money until they land a full - time job, he said, although relying solely on that type of employment can also mean there's a lack of corporate identity — for the company as well as for the freelancers themselves.

Someone can see what they feel is the greatest advertisement in the world and be dead set on buying from that company, but if a friend tells them good things about another company that offers the same goods or services, most of the time they will take their friends advice and go with the alternative company.

One of the major mistakes most companies make time and time again is cramming too much information into a small space.

Today, things are very different: Studies indicate that nearly all B2B buyers have researched a brand online beforehand, and many have completed a great deal of their research before speaking to a company sales rep for the first time.

Keep in mind that web development companies have other clients beside you and your project will not be the center of their attention at all times.

You may still have time to gift or transfer ownership to children (or to a trust for the benefit of future children or other relatives) at a discount to the ultimate selling price of the company.

The company began moving production abroad in the early 1990s, around the same time that brutal conditions in overseas sweatshops started making headlines (Levi's figured in some of them, due to a scandal in Saipan).

The move comes at the start of the time of year known as the annual upfront marketplace, between March and May, when many major U.S. media companies sell the bulk of their ad inventory for the next year.

«The investment of my time has become a major promotional benefit for my company.»

This appears to be the «time out» feature that a number of users reported seeing recently after they posted certain tweets considered by the company to be in violation of its rules.

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.

Take Uber, for example: The ride - sharing company has taken a foray into the world of food delivery, and the service — which, according to The New York Times, is available in 120 markets worldwide — sometimes earns more than Uber's original offering.

«Many of today's greatest companies were started by a group of friends with a good idea, which is what Miller Time is all about: great times with good friends,» said Steve Canal, MillerCoors manager of community commerce and partnerships.