Sentences with phrase «other key brands»

«We've recently revamped our website, Campero.com, to improve the online user experience, share more about our brand's story and highlight other key brand attributes that are important to our fans,» said Federico Valiente, Pollo Campero International's brand lead.

Not exact matches

The key is to provide great content — again, content is king — that other accounts and brands will want to share.

Focus on a few key areas to create a personal brand that stands out — in a good way — from all the others.

Video, images, emojis and other non-text elements are key to increasing the impact of your copy and brand.

But the key is to do good work first then build a brand — not the other way around.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

«The best brands figure out one key truth that they stand for, and the audience sees it as something they can learn from and communicate to others.»

The key to the company's current success is differentiation in branding, not unlike the other examples cited above.

But other brands have keyboards with removable keys — which means anyone with basic computer fixing skills can pop a traditional key off a keyboard in an attempt to solve the issue.

But if you're serious about using content to generate leads, enable sales, build your brand, and achieve the million other goals good content marketing helps you with, then you know working with the right partner is key.

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.

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.

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.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

Despite the death of Osama bin Laden and capture of other key al Qaeda leaders, the group has exported its brand of terrorism to other militant Muslims, according to START and other counterterrorism experts.

Building brands and relationships are the keys to success for Capitol - Husting Co. «Relationships with each other and with customers is the biggest factor between success and failure,» owner Jamie Alevizos says.

In managing its own restaurant brands and consulting others on key ways to grow in non-traditional areas, Pool's Restaurant Group has made it its business to discern which business trends lead to lasting growth and which lead to a dead end.

We already have a strong presence in a number of key global wine markets including the UK, North America and China, but in order for us to become a large player in those markets, particularly China, we need to continue to increase our sales footprint and build other brands around our already strong McGuigan base created by COFCO.

His key advice to beverage brand owners wanting to target the Indian market, and Indian producers wanting to expand into other markets is «to be innovative and offer a range of beverages for production and marketing the world over».

During the year, we have increased operating profits and significantly cut our borrowings, and at the same time we have continued to develop our key brands and other added value sales,» remarks Mark Allen.

His vast experience positions him well for the Black Bottle Brand Ambassador role as the blended Scotch rolls out across New York and other key cities in the United States.

Showcasing companies include American Key Food Products; Bob's Red Mill Natural Food; First Tea North America; Florida Products; inHouse Products; Meatless Mondays; MenuTrinfo; New York State Academy of Nutrition & Dietetics; Purezza; RP Pasta; Treo Brands; GreenGate Fresh and others.

The other key function of a competition is how it helps the brands themselves.

There's a tiny silver Armani logo on the pocket and a black leather belt patch sewn on the waistband, but other than that they're very low key - Husband likes nice clothes but he hates feeling like a walking brand advert, so these were perfect.

Besides interviewing parents, we also regularly talk with retailers of nursery furniture to see which brands are most trustworthy and other key quality metrics.

Besides interviewing parents, we also regularly talk with retailers of crib mattresses to see which brands are most trustworthy and other key quality metrics.

While each formula varies some from other organic brands, they typically have several key distinctions that can help new parents choose the best formula for their child.

That's what other brands expect you to do if they're using minuscule amounts of key ingredients just to claim it's on the label.

The key is, the more that people request items from Made in the USA brands and other ethical / fair trade brands, the more Stitch Fix will work to keep those brands in stock and in their inventory!

You're testing assumptions about your concept, target market, app functionality, customer requirements, messaging and branding, customer acquisition and retention, and other key metrics which together drive dating industry success.

This tool offers easy - to - read analytics, too, so dating websites can keep tabs on engagement, brand loyalty, customer experience, and other key drivers of successful businesses.

New Delhi, India About Blog Shoes & Accessories magazine uniqueness is that it is the only platform that allows brands, retailers, manufacturers, wholesalers, designers, trend - forecasters and other key professionals of this niche industry come together to share knowledge and best practices; and also showcase their portfolio to not only the widest assemblage of the footwear and accessories retail fraternity.

Other highlights included themed content developed with Buzzfeed Tasty; Peter Rabbit - branded rewards within Candy Crush Saga and Farm Heroes Saga games; a livestream of the UK premiere; Key spots in The Voice, Coronation Street and Dancing On Ice; a promotional partnership with Harrods which fully branded its windows to the movie; an Easter campaign through chocolatier Cadbury; and a Happy Meal program featuring Peter.

«It spends more than any other watch brand on marketing,» he says, «and it's a key reason for the brand's success.

It's just delicious, and from our standpoint, the key reason to buy a BMW vs. any other brand.

On top of this, hearsay suggests that several key components will be carried over from models in other brands under the Fiat Chrysler Automobiles group — particularly from Jeep and Fiat SUVs.

The FUSO Super Great is the first model of a Daimler - brand to drive in a platoon with other trucks in the key market Japan.

With three new vehicle introductions and several other key initiatives planned for 2010, Kia is poised to continue its momentum and will continue to build the brand through design innovation, quality, value, safety features and with new technology such as the UVO powered by Microsoft ® advanced hands - free in - car communication and entertainment system (to be available in select Kia models in the U.S. beginning in summer 2010).

Even the key fob comes from Stuttgart, with one brand's logo swapped for the other.

No USB port only AUX, no memory seat, have to pay 2.5 k for comfort key, 2 years warranty for the car except tear and wear part, no free maintainance like what others car brand does, long delivery date, bad after sales service, no freebie no discount..

Turning the key and hearing the internal workings conveys a level of trust to me that I have not been able to feel about any other brand of car aside from Toyota.

The key feature of the E-Class coupe's styling is the absence of character lines — something Wagener says will flow on into other Benzes, contradicting more complex designs emerging from other automotive brands.

The article's key point is that LinkedIn has become a personal branding tool for authors and others.

In other words, Vena's Rizzoli Lab imprint for RCS Libri provided a «bed» of marketing and publicity for the overall series, keyed on the known authors» prominence and umbrella - ed under the «You Crime» branding moniker.

Investing your assets with the trusted Schwab brand is a key advantage over other non-broker robo - advisors such as Betterment and Wealthfront.

His passion for driving growth and innovation stems from key roles at Texas Instruments and Chipcon, as well as several other industry leading brands.

You'll also see other essential key ingredients in this blend which is vital to a growing English Setter puppy: flaxseed, probiotics, Salmon oil, Chicken Fat and fortified with vitamins and minerals — all associated with a premium and quality dog food brand.

When Alaska Airlines revealed its new brand in January, they began to let slip other key changes coming to their co-branded credit card issued by Bank of America.

To this portfolio, Rixos will add a second iconic hotel in Dubai in the very short term as well as two other properties by the end of 2018 in Abu Dhabi and the Maldives highlighting the expansion of the Rixos brand into this key resort market.