Sentences with phrase «operating strategy of»

The optimized operating strategy of the intelligent energy management highlights the future - focused character of the new BMW i8 Coupe and ensures that drivers of the first - ever BMW i8 Roadster can enjoy silent open - top driving with zero local emissions.

A high level of all - round networking allows the power electronics to provide intelligent energy management, tailoring the interaction of the two drive units to the driver's requirements, and optimizing the operating strategy of the entire vehicle under all conditions.

The optimized operating strategy of the intelligent energy management highlights the future - focused character of the new BMW i8 Coupé and ensures that drivers of the first - ever BMW i8 Roadster can enjoy silent open - top driving with zero local emissions.

Not exact matches

Nicaragua's government claims its relatively low homicide rate and lower amounts of annual cocaine seizures indicate a successful counternarcotics strategy, though past cases suggest organized crime does operate there.

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.

When asked about the strategy with bulky goods in an interview with Reuters, UPS Chief Operating Officer Jim Barber said the company has decided it can't ignore the rising demand for in - home deliveries of furniture, mattresses, and treadmills, and was evaluating different ways to handle the larger cargo.

I've been intimately involved with the management team and coauthoring the strategy for the company here over the last two years and operating in every part of the business.

Regardless of the commercial niche within which your small business operates, you'll find the path to success far easier with a well - planned online marketing strategy.

This press release contains «forward - looking statements» within the meaning of the Private Securities Litigation Reform Act of 1995, including statements regarding the company's 2018 financial performance, the company's growth strategy, the company's capital allocation strategy, the company's tax planning strategies and the performance of the markets in which the company operates.

It will guide your decisions about what products and services to offer, what types of people to hire, how you operate your business, and what strategies to implement, among others.

AppMoji's ultimate strategy of working with brands directly is different from how Unicode wants to operate.

Robert Woyzbun, chief operating officer of Vector Media, says subscriptions can be a great way to make it easier for customers to buy — a key part of any pricing strategy.

Let's also assume that you've concluded it would be advantageous to operate your small business through an entity that limits the personal liability of all the owners — even if following this strategy involves a bit more paperwork, complexity, and possible expense.

HBC currently operates 90 Saks Off Fifth stores, with plans to open as many 25 new locations per year for the foreseeable future, putting the chain at the heart of its growth strategy.

The firm operates the Future Workplace Network, a consortium of Fortune 1000 global organizations who use Future Workplace research and insights to future proof their learning and talent strategies.

David Solomon, president and co-chief operating officer of Goldman Sachs, discusses how the significant growth of tech giants in 2016 and the pace of technological change is leading to «significant strategic shifts» as companies reevaluate their business strategies.

John Legere, current President and Chief Executive Officer of T - Mobile US and the creator of T - Mobile's successful Un-carrier strategy, will serve as Chief Executive Officer, and Mike Sievert, current Chief Operating Officer of T - Mobile, will serve as President and Chief Operating Officer of the combined company.

Pursuant to the operating covenants in certain of our leases, we could be required to continue to operate a store that no longer meets our performance expectations, requirements or current operating strategies.

FORWARD - LOOKING STATEMENTS; ADDITIONAL INFORMATION Certain statements in this document, including statements relating to the proposed combination of SolarCity Corporation («SolarCity») and Tesla Motors, Inc. («Tesla») and the combined company's future financial condition, performance and operating results, strategy and plans are «forward - looking statements» within the meaning of the Private Securities Litigation Reform Act of 1995.

While our name has changed, our strategy and way of operating have not.

It provides an eye - opening roadmap of possibilities and strategies for businesses of all sizes to market themselves to greater profits while operating in environmentally - responsible ways.

«Fund II will allow us to continue our strategy of investing in companies in growth healthcare sectors that will benefit from our operating expertise and deliver outstanding returns to our investors.»

Drawing on a proven investment strategy, the fund will invest in well performing, UK headquartered, mid-market companies, earning operating profits of # 2 million — # 20 million in manufacturing, distribution and services industries.

Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.

According to Alibaba's statement, Ele.me will continue to operate in its own brand while the founder of Ele.me, Zhang Xuhao, will become Chairman of Ele.me and special advisor to Alibaba's CEO on New Retail strategy.

In addition, as a founding member of #Angels, a woman owned and operated angel - investing group focused on helping grown technology start - ups, April brings a wealth of entrepreneurial experience in advising emerging technology companies on strategy development and execution.

DALLAS --(BUSINESS WIRE)-- NexPoint Credit Strategies Fund (NYSE: NHF) announced today that its Board of Trustees has approved the separation of its business into two separate and independent publicly traded companies: NexPoint Credit Strategies Fund («NHF»), which will continue to operate as a non-diversified, closed - end investment company; and NexPoint Residential Trust, Inc. («NXRT»), which will acquire, own, operate and selectively develop multifamily properties.

The trader, Sarao, was not part of a sophisticated firm that operated microwave networks or paid for colocation services but rather a single individual who tweaked a software program that he used to repeatedly run the same manipulative layering strategies.

Performance goals are established in the context of, and consistent with, the company's enterprise strategy and financial operating plans each fiscal year.

Of course, content marketers supplement their in - house teams by outsourcing many tasks, primarily content creation, and a documented strategy is essential to have everyone operating from the same page.

Our NEOs» annual and long - term incentive pay is based on operating income, sales, and ROI, which are aligned with our strategy, can be impacted by our executives, and are important indicators of retail performance.

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.

That is unlikely to soothe the unrest at Yahoo, however, since activist investors like the Starboard Value hedge fund are pushing for new management, a new board and a new strategy, including a possible sale of Yahoo's operating businesses.

In 2015, news reports revealed that Uber had an operating loss of $ 470 million on $ 415 million in revenue, confirming suspicions that the company has been bleeding money for the sake of achieving steep growth and acquiring market share.391 In China, the company has lost more than $ 1 billion a year.392 The strategy of aggressive price competition and brazen leadership coupled with soaring growth prompted immediate comparisons to Amazon.393 Like Amazon, Uber has drawn immense interest from investors.

Benefit of our strategy is evident in this quarter's results as our branded content led the healthy increases in operating income with our Parks and Resorts, Studio Entertainment and Consumer Products segment.

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, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; 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 ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; 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 United States and in various other nations in which we operate; 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 we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

The partners who voted to remove the post were Andrew Gorenstein, who serves as the president of advertising and partnerships; chief operating officer Scott Kidder; chief strategy officer Erin Pettigrew; and chief executive officer Nick Denton, who founded Gawker Media in 2002.

Bill Veghte was named Chief Operating Officer, with responsibility to further accelerate the execution of the company's strategy.

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 business and operations of the Company in the expected time frame; 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; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; 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; tax law changes or interpretations; and other factors.

Since most SaaS companies operate exclusively online, the only options for increased visibility are advertising and organic improvements, the former of which is ridiculously expensive at higher volumes, and the latter of which is most successfully executed with a content and SEO strategy.

PREVISIONI; ULTERIORI INFORMAZIONI Certain statements in this document, including statements relating to the proposed combination of SolarCity Corporation («SolarCity») and Tesla Motors, Inc. («Tesla») and the combined company's future financial condition, performance and operating results, strategy and plans are «forward - looking statements» within the meaning of the Private Securities Litigation Reform Act of 1995.

For the fourth year, Asian Private Banker will host Chief Operating Officers from the region's premier private banks, for a morning of informal peer sharing and networking around the most dynamic and challenging area of responsibility for modern day COO: technology and digital strategy.

These activities are core to our business strategy and vital to the welfare of the people in the countries where we operate.

The new contracts will come when oil is roughly half that price, a drop in value that could reduce pipeline operating revenue by millions of dollars a day and ruin the pipeline's business strategy.

Name: Chris Fowler, MA Title: President and Chief Executive Officer Areas of responsibility: Executive management, strategy Years with CWB Financial Group: 27 Career history: Has served at CWB in roles with increasing responsibility since 1991, including, commercial account management (1991 - 1995), credit risk (1995 - 2008), and joined the executive team in 2008 as Executive Vice President, Banking, and then President and Chief Operating Officer Education: Master of Arts Degree in Economics from the University of British Columbia Community involvement: Trustee for the University Hospital Foundation (University of Alberta), Member of the Canadian Bankers Association's Executive Council, director with the Art Gallery of Alberta's board of directors, and campaign cabinet member with the United Way of Alberta Capital Region

Plus, precious metals and coins still are available at modest prices right now, said Rich Checkan, president and chief operating officer of Asset Strategies International, a full - service, tangible asset dealer in Rockville, Maryland, that offers precious metals, rare coins and foreign currencies.

Only 47 % of executives say that their companies are executing the same business strategy during the recovery as the one they were operating under pre-recession.

While the former functions as part of a country's political strategy, the other operates within the scope of the country's commercial strategy.

The best way to find out is to know the laws of the places where you operate and see if your plans and strategies fall within the boundaries of laws.

Note on forward - looking statements: This press release contains «forward - looking statements» within the meaning of federal securities laws, including the information concerning possible or assumed future results of operations, business strategies, financing plans, potential growth opportunities, potential operating performance improvements, benefits resulting from the separation of Marriott International and Marriott Vacations Worldwide, and similar statements concerning anticipated future events and expectations that are not historical facts.