• Manage more than 70 personnel and focus
on business development strategies that result in providing a «customer dining experience» to all patrons and promote greater revenue increase.
We work to build long - term relationships with our clients and a deep understanding of their business needs, so we are well placed to provide sound advice
on business development strategies.
Some firms will simply need to gear down on the marketing front and ramp up
on the business development strategies from time to time throughout the year.
Not exact matches
Lecturing
on three continents and with hundreds of thousands of entrepreneurs reading his advice each month, Rabbi Issamar Ginzberg certainly is the «purple cow» in the world of marketing
strategy and
business development.
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.
In order to dive deeper into the management world and reveal the true value of taking advantage of the world's latest team
development strategies, it is essential that we get familiar with the basics of successful
business management Without understanding the main factors, which lead a team to failure or push it up
on the ladder to success, our efforts of creating a working
business system would be worthless.
Organizational
development, meanwhile, focuses
on fostering a successful system that maximizes human (and other) resources as part of larger
business strategies.
As my own company has grown, I've had to make continuous adjustments to
strategy and approach every year based
on business development successes and failures and a slew of other things I couldn't really plan for.
I think there is,
on this team, world - class knowledge and experience in every field an entrepreneur requires in the Middle East, from technology to digital marketing, from financing to
business development, from team - building to
strategy.»
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»).
But the majority of the SBA funding has helped entrepreneurs, many of whom are researchers, learn about
business development strategies through one -
on - one mentoring and consulting.
He has consulted hundreds of internet entrepreneurs
on exit
strategy, growth and
business development.
Aaron is responsible for
strategy and
business development for Experian's Consumer Information Services
business unit, with an emphasis
on identifying market trends and facilitating partnerships with key players in the rapidly evolving FinTech startup ecosystem.
Leslie focuses
on the firm's current and emerging investment
strategies,
business development, and impact investing program.
Identify and execute
on new marketing partnerships in tandem with the VP
Strategy and
Business Development.
She has also advised senior executives at Allrecipes.com, ReadersDigest, LexisNexis, Payscale, and Taleo
on strategy,
business development and marketing.
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.
Based
on the philosophy of Economic Gardening ® — to grow existing
businesses in a community, region or state — GrowFL, the Florida Economic Gardening Institute, is a critical component to the state's economic
development strategy and Florida's entrepreneurial ecosystem.
James Smith, head of workplace
strategy and
business development at Morningstar, says many broker - dealers are taking a proactive approach to measuring the rule's impact
on their 401 (k) advisory
business, and not waiting for courts to determine the Labor Department rule's fate.
Rene not only drove complex healthcare
strategies for client partners and supported
business development, but focused deliverables
on insight generation through the lens of behavioural economics, providing a unique approach to healthcare market research.
I am company builder and help the
businesses I work with
on strategy,
business model, attracting management and board members, capital raising, and corporate
development.
Forward - looking statements are based
on estimates and assumptions made by BlackBerry in light of its experience and its perception of historical trends, current conditions and expected future
developments, as well as other factors that BlackBerry believes are appropriate in the circumstances, including but not limited to the launch timing and success of products based
on the BlackBerry 10 platform, general economic conditions, product pricing levels and competitive intensity, supply constraints, BlackBerry's expectations regarding its
business,
strategy, opportunities and prospects, including its ability to implement meaningful changes to address its
business challenges, and BlackBerry's expectations regarding the cash flow generation of its
business.
Is a cost - effective solution for short - term projects and
business cycle peaks Boosts corporate presence
on campus Develops a long - term sustainable recruitment
strategy, as you can fill full - time roles with past Co-op students Students are pre-screened and go through a competitive application process Contributes to the
development of the future work force Supports continuous learning
ABLAC gathers a C - suite group of
business leaders in Asia and Canada to provide a forum for an open and candid dialogue
on how Canada can realize the full potential of its
business and economic engagement with Asia, as well as providing strategic policy advice informing the
development of an Asia
Strategy for the Government of Canada.
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.
Pieter is a seasoned advisor, investor, and mentor is President & CEO of Redpeaks Management Inc., a consulting firm focused
on advising early - stage technology companies
on finance and investment, corporate
development, legal structure, and overall
business strategies.
Being in the unique position of being able to look back
on over a dozen years of involvement with persona
development strategy, I see the evolution of the Social
Business Persona addressing what user personas and buyer personas can not do
on their own standing.
These new discoveries as well as degrees of uncertainties has created a third monumental evolution in the use of persona
development to inform
strategies on the design of products and services, customer conversation, marketing, and
business models that foster engagement with customers.
VCs work by first performing due diligence, then providing hands -
on assistance with
strategy and
business development once they make an investment.
The buyer persona
development process gave them insightful information
on where buyers were headed, how it was impacting their
business, and what
strategies they could incorporate to meet buyer's goals.
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.
In the early stages of
development, many entrepreneurs focus
on developing
business and marketing
strategies, leaving community
development as something that can be done later
on.
Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging
strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our
business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance
on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with
developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report
on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.
Cline will oversee Towne Park's
business development and growth
strategies focusing primarily
on prospective hotel
business and Towne Park's national accounts program.
Topics: Asian, Associations, Back Office, Bakery Cafe, Burger / Steak / BBQ,
Business Strategy and Profitability, Catering, Cheese, Coffee / Specialty Beverages, Communications, CONNECT: The Mobile CX Summit, Consultant / Analyst, Credit / Cashless, CRM, Curbside & Takeout, Customer Service / Experience, Digital Signage, Display Technology, Equipment & Supplies, Ethnic, Events, Fast Casual Executive Summit, Financial News, Financing and capital improvements, Food Allergies / Gluten - free, Food & Beverage, Food Cost Management, Food Safety, Food Trucks, Franchising Focus, Franchising & Growth, Fresh Mex, Furniture and Fixtures, Gaming, Going Green, Health & Nutrition, Hot Products, Human Resources, ICX Summit, Independent Restaurant, Industry Services, In - Store Media, Insurance / Risk Management, International, Internet of Things, Italian / Pizza, Kiosk ROI, Kitchen Display, Legal Issues, Loss Prevention, Loyalty Programs, Marketing, Marketing / Branding / Promotion, Menu Boards, Menu Labeling, Mobile Payments, Music Services, Mystery Shopping, National Restaurant Association, Online / Mobile / Social, Online Ordering, Online Services,
On - site Customer Management / Paging,
On the Menu,
On the Move, Operations Management, Other, Ovens, Packaging, Packaging Trends, PCI Compliance, Policy / Legislation, POS, Product Reviews, Professional Services, Research &
Development / Innovation, Restaurant Design / Layout, Safety, Sandwich, Sauce, Security Systems, Self - Ordering Kiosks, Self Service, Social Responsibility, Software, Software - Back Office, Software - Inventory Management, Software - Supply Chain, Soup / Salad, Staffing & Training, Supplier, Sustainability, Systems / Technology, Top 100, Trade or Association, Trade Show, Trends / Statistics, Video Gallery, Webinars, Window Treatments, Workforce Management
PINTS (Partners Invested in Transformational Solutions) is based
on the vision of providing objective
business planning and strategic growth solutions for the beverage industry, primarily tailored to the craft beer segment with an emphasis
on branding and marketing
strategies, growth planning and
development and succession planning.
In addition to her work with clients, Miriam provides consulting
on product
development, staff education, and
business strategy.
The Leadership Council, as required by the Department of Defense, will focus
on the strategic planning and technical direction of the institute while the governance board will help oversee and implement
business outreach and economic
development strategy.
Broadly speaking, Cuomo's upstate economic
development strategy remains heavily weighted toward dubious
business tax breaks, while his transportation policies still squander resources
on stuff like a toll freeze for Thruway drivers.
Meanwhile, the congressionally chartered Commission
on the Advancement of Women and Minorities in Science, Engineering, and Technology
Development is holding public hearings (the next will be held 7 December at the National Institutes of Health in Bethesda, Maryland) and is formulating a report
on specific
strategies for how to deal with the slow pace of change in academia as well as
business and government.
We believe Paul's leadership and
business development skills will greatly assist us in our
strategy to be a leader in regenerative medicine therapy and to capitalize
on our current technology leadership position in the
development of stem cell therapy.»
Cambridge, MA About Blog The TalentCulture community focuses
on a spectrum of workplace related topics, including careers, learning and
development,
business leadership, talent
strategy, HR, recruiting, innovation management, work / life balance and more.
• Responsible for achieving the sales targets
on the respective markets and presenting new
business development strategies
The Director of Global Marketing, will work
on the
development, launch and measurement of 360 Global Marketing and Communication campaigns, by aligning with key
business partners
on the core
business strategies, to communicate the brand vision and direction of the Design & Merchandising teams across impactful campaigns and experiences.
Email me at
[email protected] if you'd like to get insight
on your
strategy, and help with media relations and
business development.
Cambridge, MA About Blog The TalentCulture community focuses
on a spectrum of workplace related topics, including careers, learning and
development,
business leadership, talent
strategy, HR, recruiting, innovation management, work / life balance and more.
Andy is responsible for funding,
strategy, and
business development, with a focus
on digital.
Her work focuses
on developing learning
strategies that help organizations align their
development initiatives with their
business challenges.
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My perspective
on corporate learning, performance support and organizational
development calls for a «People First»
strategy while still accounting for the need to produce
business value, operational efficiency and improve the bottom line.