Sentences with phrase «on acquisition strategies»

While other companies have been putting the brakes on their acquisition strategies in the wake of the credit crisis and falling retail demand (year - over-year national sales volume dropped more than 50 percent in the first two months of 2008...

While other companies have been putting the brakes on their acquisition strategies in the wake of the credit crisis and falling retail demand (year - over-year national sales volume dropped more than 50 percent in the first two months of 2008, according to Real Capital Analytics), Costa Mesa, Calif. - based real estate owner Donahue Schriber has been upping its game.

While the oil bust hurt their near term financial results, it also gave them an opportunity to execute on their acquisition strategy during a period of greatly reduced prices for target companies.

«We wanted to strengthen our equity - owned business travel presence in Northern Europe, so embarked on an acquisition strategy last year concluding an agreement with eDreams ODIGEO to acquire Travellink Corporate in several markets.

I am an Acquisition Specialist by trade and it was great to hear another professionals take on acquisition strategy.

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.

Michael Dell doesn't talk specifically about the companies he's interested in, but according to an April 2012 Forbes interview, Dell said he, personally, looks at over 250 companies every year that might fit into the company's acquisition strategy, even if the company only acts on a few.

Prior to joining Avascent, Mr. Ganote was with Booz & Company and Booz Allen Hamilton's Aerospace & Defense practices, where he advised leading private sector and government clients on strategy, market analysis, acquisitions, organizational structure and innovation.

On the calls, which took place Monday, Amazon didn't offer many clues into its longer - term strategy for the Whole Foods acquisition, which Brill said is a bit unusual given that the company is using debt to fund it.

CNBC's Gemma Acton weighs in on Glencore's business strategy behind its potential acquisition of agribusiness Bunge.

The strategy is to deliver a wide array of financial solutions providing advice on capital structure, acquisition finance, ratings, debt issuance, structured finance, and the management of currency, as well as interest rate risk.

Instead, Roa works on AKTA's strategy and future, mulling merger and acquisition possibilities and global expansion, and pursuing high - level partnerships.

User Acquisition, from the trenches Sendwithus co-founder Matt Harris describes the startup's user acquisition strategy in this post on his blog.

Williams works with StubHub's president, Scott Cutler, on a mixed bag of strategic partnerships, marketing strategies, acquisitions, and growth.

The latest acquisition marks a pivotal moment in Calima's Montney strategy, which will now see the Perth - listed company shift from acquisition mode to an operational focus with boots on the ground.

Demand for you company's products or services, the appetite for IPOs and acquisitions among both investors and strategic buyers, and other market conditions also will have an impact on your exit strategy.

Exit Strategy Survey A survey on current trends in exit strategies from the Tuck School of Business at Dartmouth College Paper on IPOs vs. Acquisitions «IPOs or Acquisitions?

While this was often the fallback strategy described on the ubiquitous «Exit Strategy» slide, the process of the acquisition was almost always significantly easier than the process of strategy described on the ubiquitous «Exit Strategy» slide, the process of the acquisition was almost always significantly easier than the process of Strategy» slide, the process of the acquisition was almost always significantly easier than the process of the IPO.

If you are an entrepreneur, you should have heard about customer acquisition and great impact of growth hacking strategies on marketing.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

On the previous page, it assails Peltz's push for venturesome acquisitions, stating «Serial M&A is not our strategy as it would impact cash available for dividends.»

Swiss private bank EFG International said on Wednesday it would buy Toronto - based Bull Wealth Management, further pursuing its strategy of growing rapidly through acquisitions.

It's scalable, focuses on both acquisition and retention, and provides accumulated benefits over time — making it ideal as a SaaS - focused strategy.

Therefore, our strategy focuses on leasing the vast majority of my acquisitions.

He is a partner of ValueAct Capital, a governance - oriented investment fund that invests in a concentrated portfolio of public companies and works actively with executives and boards of directors on issues of strategy, capital structure, mergers and acquisitions, and talent management.

Working with brands ranging from Unilever, P&G, and Kraft Heinz to the Boston Consulting group, The Emoji Protocol consults on user acquisition, content marketing, information operations, engagement tactics, and media strategy.

Building upon the fundamentals taught in the Tuck - WBENC Executive Program (EP), the SGP curriculum will focus on growth strategies, including organic growth, mergers and acquisitions, and strategic alliances.

The Gold Eagle transaction is consistent with our strategy of growth through a combination of exploration and accretive acquisitions, with a focus on safe jurisdictions and Canada in particular.

She has worked with global clients such as GE, Siemens, Veolia, American water, IBM, Honeywell and Brita, conducting specific industry analysis, market sizing, market share analysis, due diligence on acquisition targets, new market entry strategies etc..

Recent conferences have focused on the Forum's emerging research on mergers and acquisitions, as well as new approaches to and theories for investment strategy.

NEW YORK More acquisitions of U.S. companies by private equity firms are being done through companies that are already owned by buyout funds, rather than the funds directly, a market report showed on Thursday, indicating this «bolt - on» strategy is catching on.

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.

Asset Management Equity Financing and Placement Debt Financing and Placement Mergers and Acquisitions Corporate Partnering and Strategic Alliances Restructuring and Workouts Startups and Management Alternative Finance Strategies Advice on Capital Markets Corporate Shareholder Communications Access to Retail, Institutional, and Accredited Investors Database Strategic Introductions to Global Network ConnectInvest - one - on - one Meetings with Global Investors Advice and Introductions on Capital Raises Media and Press Release Distribution Event Creation and Management Representation in Trade Shows and Conferences for Media Exposure

Prior to Cota, Shubhra was Associate Director of Commercial Strategy and Corporate Development at Natera where she focused on biopharma partnerships, acquisitions, market research and competitive positioning.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

Our sales conversion strategies focus on creating campaigns to increase customer engagement and acquisition rates..

Later on, when they did issue voteless shares — to facilitate acquisitions and let the founders liquidate without diluting control — they had high profits and clear, successful strategies.

Insurance Australia Group is resetting its China growth strategy and potentially spending more than $ 100 million on another acquisition as it seeks a national presence in the world's most populous country.

Gene Zimon § Gene Zimon is the Founder and President of EDGE Advisors which assists early stage companies develop their product and go - to - market strategies, and advises institutional investors and other companies on investments in and acquisitions of new technologies.

David consults for business owners, private equity and wealthy individuals on operational performance improvements, exit preparation as well as mergers & acquisitions strategy.

In this role, Adam focuses on company growth, through a targeted acquisition strategy.

Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.

WCC can help craft the company's financial strategy in raising follow - on capital, and assist with customer acquisition and alliance building.

After building a go - to - market strategy, we focus on building a smart, data - driven content strategy to improve acquisition rates, lead nurturing, and sales engagement for the SaaS buyer journey.

Prior to joining Lightspeed, Arif worked in the Corporate Business Development group at Cisco Systems where he focused on mergers and acquisitions, strategy, and investments in the Unified Communications, Enterprise Collaboration, Mobile, and SaaS market segments.

We have worked on international tax - planning strategies and transactions, international tax consequences of cross-border acquisitions and dispositions of businesses, dual consolidated losses, the maximum utilization of foreign tax credits, Subpart F taxation, transfer pricing, VAT, the PFIC rules, sourcing of income, and the FIRPTA rules.

His strategy has focused on moving into the business of data centers and corporate software services, marked by numerous acquisitions that have cost billions of dollars.

The acquisition fit nicely alongside CEC's strategy to accelerate Chuck E. Cheese's growth nationally and globally, while also allowing it to build on its commitment to provide enhanced customer experiences to children and families.

Mr Clarke, who last year worked for the New York - based Kohlberg Kravis Roberts to advise on a # 1.5 billion bid for drinks brands Lucozade and Ribena, said he had also presented his acquisition strategy to both Treasury Wine bidders and they had been very receptive.

Commenting on Accolade's development while under its ownership, the CEO of Champ, John Haddock said: «We followed a deliberate strategy of creating a New World wine platform so that we now have winemaking operations in Australia, New Zealand, South Africa, the United States and Chile, while also premiumising our local offering through the acquisitions of Grant Burge Wines and the Fine Wine Partners portfolio, which included brands such as St. Hallett, Petaluma and Croser.