Sentences with phrase «on company strategy»

Within the Tribune Tower in Chicago, Ferro has shared his own views on company strategy and operations, from big - picture issues down to more logistical details.

The younger employees can execute and brainstorm new ideas, while executives can use their years of experience to advise on company strategy, planning and growth.

The event runs for a week in San Diego and addresses four main goals: 1) aligning on company strategy, 2) learning new skills, 3) working through issues, and 4) building new relationships.

Not exact matches

Instead, companies should be ready to face these challenges head - on with a well thought out and, more importantly, expedited strategy for dealing with conflicts.

From promoting a healthy lifestyle to enhancing workplace safety, there's a lot of potential for companies if they have a clear implementation strategy and a focus on personal privacy.

Cramer thought he could avoid getting hurt by taking on a high - growth deep - value strategy, by only buying the highest quality companies for his charitable trust.

Entrepreneurs must focus on opportunities to move their businesses forward and strategies to take their companies to the next level.

«Cultivating an audience of women - especially young women - has always been the lifeblood of traditional magazine publishing,» says Jim Friedlich, CEO of Empirical Media, which advises media companies on digital growth strategies, via email.

Yum China Holdings, Inc. will host a conference call to review the Company's financial performance and strategies at 8:00 p.m. US Eastern Time on Tuesday, May 1, 2018 (8:00 a.m. Beijing / HK time on Wednesday, May 2, 2018).

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.

Lord Browne invested in Windward in 2016, since when he's been advising the company on strategy, including its push into London and the global marine insurance market.

As a result, the company plans to try a number of different strategies to convince readers to turn off their ad blockers in the new year, including a message that tells them the publisher relies on ad revenue for its survival.

The company, which sometimes conducts trades larger than $ 50 million, recently brought on three finance veterans to its advisory board, including Citigroup's global head of regulatory, market, and innovation strategy.

Appreciation might be considered an new - aged management strategy as most companies still apply the old - school methods of «divide and conquer ``, but researchers and world - renown managers are all on the same option — it is worth the try!

However, co-founder Alexis Ohanian also told the Wall Street Journal that the company was wary of becoming overly dependent on fundraising and that a «grow your own destiny» strategy would be more prudent.

According to Ed Quattlebaum, founding partner at Polaris - Crux Group, a strategic advisement firm that focuses on helping early - stage innovation companies with capital raising and commercial scaling, one of the most effective strategies to better position you and your startup during negotiation is to acknowledge and address one anxiety that all investors loathe: risk.

Ellis and partner Nikolay Djibankov use a strategy called Gender Lens Investment, which targets companies with at least three women on their boards of directors, in the creation of a so - called «parity portfolio» for clients.

Besides Bruce and his wife, Karen, who's the company's vice president of marketing and strategy, Seacoast Helicopters employs four pilots on the «rotary side» and two fixed - wing pilots.

Jennifer will be responsible for regulatory strategy and execution across Celgene's portfolio and will serve on the company's Executive Committee.

Leader - Chivée is one of the individuals I was fortunate enough to interview for a series on the year ahead, Big Ideas for 2018, where I asked a number of my favorite award - winning marketing experts, authors, and other thought leaders — as well as some of Firebrand Group's own digital strategy and branding experts — to recommend one «Big Idea» that companies can take advantage of to get ahead in 2018.

Ivan Dimitrijevic is an experienced blogger who has his focus on writing about Inbound and Online marketing, Business Strategies and Work Organization for companies such as Pen Australia.

Building diversity strategies on the human need for empathy can rally a new generation of support — and if you've already started to take these steps in your company, don't stop now.

Your business» security strategy should be high on your agenda when it comes to managing and growing your company safely and securely.

No one sales enablement approach is right for all companies; it depends on each company's sales strategy, pain points, and available resources.

(For a more detailed take on how to think critically about your company's CSR agenda, see Michael Porter and Mark Kramer's article, «Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility»).

Working on the implementation of a new diversity management system is not an easy task, especially when the efforts are not tied to the company's vision and strategy.

Either he doubles down, sticks to the low - production model and hopes the unpredictable Eurasians kiss and make up, or he scales up production and competes on price, walking away from a marketing strategy that made Potash Corp. one of Canada's most successful, and profitable, companies.

I hired an investment adviser, and together we agreed on an investment strategy and what we'd put into this portfolio: growth - oriented mutual funds from respected institutions and shares of stable, well - managed companies.

If your company has no strategy for growth, you are saying to investors that their money may be going to a good cause, but they are not going to see a return on their investment.

These risks and uncertainties include, among others: the unfavorable outcome of litigation, including so - called «Paragraph IV» litigation and other patent litigation, related to any of our products or products using our proprietary technologies, which may lead to competition from generic drug manufacturers; data from clinical trials may be interpreted by the FDA in different ways than we interpret it; the FDA may not agree with our regulatory approval strategies or components of our filings for our products, including our clinical trial designs, conduct and methodologies and, for ALKS 5461, evidence of efficacy and adequacy of bridging to buprenorphine; clinical development activities may not be completed on time or at all; the results of our clinical development activities may not be positive, or predictive of real - world results or of results in subsequent clinical trials; regulatory submissions may not occur or be submitted in a timely manner; the company and its licensees may not be able to continue to successfully commercialize their products; there may be a reduction in payment rate or reimbursement for the company's products or an increase in the company's financial obligations to governmental payers; the FDA or regulatory authorities outside the U.S. may make adverse decisions regarding the company's products; the company's products may prove difficult to manufacture, be precluded from commercialization by the proprietary rights of third parties, or have unintended side effects, adverse reactions or incidents of misuse; and those risks and uncertainties described under the heading «Risk Factors» in the company's most recent Annual Report on Form 10 - K and in subsequent filings made by the company with the U.S. Securities and Exchange Commission («SEC»), which are available on the SEC's website at www.sec.gov.

Fink said the company is doubling the size of its «investment stewardship» team to engage with companies and boards on both strategy and purpose.

When conceiving a content marketing strategy, it's easiest to stay on track by thinking of the overarching purpose of content marketing: to create interesting, sharable content that reflects the product or service that the company pedals.

Over the last two decades of building and running businesses, and the last couple of years working full time with dozens of startup founders and CEOs on their strategies and funding plans in my consultancy business, I have observed that there are a common set of reasons that startups struggle and fail, and a consistent set of factors that make startup companies successful.

An analyst note from CIBC echoed that view, adding that the changes could be a result of a refocus on the company on daily execution rather than strategy, which meant it no longer needed «more experienced leaders.»

Kraft Heinz has in recent weeks been particularly vocal about its corporate strategies, including a «post integration business update» on its Kraft Heinz deal, in which the company focuses on its sustainability efforts, fight against world hunger and community efforts.

Small companies that can spot opportunities on the horizon, identify potential threats and re-evaluate its business strategies with digital at the forefront will dominate the marketplace of the future.

Constituent companies are chosen based on their score on two sets of measures: a quantitative assessment consisting of their return on equity, balance sheet accruals ratio and financial leverage ratio; and a qualitative score derived from management's responses to a survey about such topics as corporate governance, risk and crisis management, customer relationships and tax strategies.

In 2005, W. Chan Kim and Renée Mauborgne, professors of strategy at Insead, published the bestselling Blue Ocean Strategy, which posed a simple but breakthrough premise: Companies should stop trying to beat the competition and instead focus on finding «blue oceans» — new markets or innovations devoid of competition that will create newstrategy at Insead, published the bestselling Blue Ocean Strategy, which posed a simple but breakthrough premise: Companies should stop trying to beat the competition and instead focus on finding «blue oceans» — new markets or innovations devoid of competition that will create newStrategy, which posed a simple but breakthrough premise: Companies should stop trying to beat the competition and instead focus on finding «blue oceans» — new markets or innovations devoid of competition that will create new demand.

The tech company has pinned the hopes of its shareholders on a live - streaming strategy whose flagship programming, a package of NFL games, is finally set to kick off with that game.

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.

Ottawa's big bet on government - designated superclusters was designed to encourage academia, not - for - profit organizations and companies of all sizes to work together on strategies to boost high - growth sectors.

Mentors on hand include Megan Adams, director of communication strategy and public relations at Knock Twice New York, and Jim Belosic, the co-founder and CEO of software company Pancake Laboratories in Reno, Nev..

Robert Epner, Founder and CEO of ChiefofStaff.com, has worked with numerous Fortune 500 companies on strategy execution and suggests that you try the following the next time you have a big idea:

Kraft Heinz reported earnings and sales on Friday that missed expectations, as attention continues to swarm the company and questions continue to linger regarding its long - term strategy.

The launch of a new wireless service on Nov. 7 is an early step towards that goal, and offers insight into the company's emerging strategy.

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.

The lawsuit filed against Facebook on behalf of the communications workers argues that the company essentially plays the role of an employment agency — collecting and providing data that helps employers locate candidates, effectively coordinating with the employer to develop the advertising strategies, informing employers about the performance of the ads, and so forth.

Facebook Inc. has encouraged retailers to develop chatbots as part of the company's strategy of keeping users on its own site and applications, not navigating away to seek services and information from other companies.

The company had been in business for just over a year at that point, suggesting that focusing on closed - end funds was not the most viable long - term strategy.