Sentences with phrase «other teams strategies»

The new AI will now react to other teams strategies and will be far more formidable at overtaking and defending their position.

Not exact matches

But to effectively align team members behind each new strategy initiative, you must often take the bold step of putting other projects on hold.

On the other hand, the investment strategy team at Citi bank said in a note that it's underweight in U.K. small and mid-cap equities.

I've helped my clients become better leaders who built other leaders, develop and supercharge their teams, and hone their strategy and culture.

That's the company's sales strategy, Taylor says — start with a small team, get them excited enough to evangelize the product internally, and watch other departments buy in.

The worst missteps were former CEO Ron Johnson's focus in 2012 on a failed re-imagining of the 114 - year - old retailer into a hipper store, along with the ill - advised separation of Penney's e-commerce and stores teams, a strategy that flew in the face of every other retailer's efforts.

A startup that claims to have built the Bitcoin world's version of the proverbial better mousetrap has added three high - profile Bitcoin entrepreneurs to its team, seeking their help with business strategy, programming and other aspects of the business.

«When hiring for an opening in a team with low levels of interdependence, such as sales teams, hiring the most talented individuals may be a good strategy, as these individuals will not have to work with each other,» he said.

A strong content marketing strategy often includes a healthy mix of content types, some of which can be accomplished in the short - term with your day - to - day team, but other in - depth content types, such as case studies, ebooks, white papers, and video can take much longer to develop — and heavily tax your on staff resources.

Use fun strategies to encourage team members to help each other.

Like Jimmy Spithill, skipper of America's Cup - winning Team Oracle USA, says, «Rarely have I seen a situation where doing less than the other guy is a good strategy.»

In it, we asked a number of our favorite award - winning marketing experts, authors, and other thought leaders — in addition to some of our own team of digital strategy and branding experts — to recommend one «Big Idea» that companies can take advantage of to get ahead in 2016.

Our team shares their thinking on global economic developments, market news and other factors that often influence investment opportunities and strategies.

While many investment management firms only use tax - loss harvesting at year end, your Investment Team uses this and a number of other strategies throughout the year in an effort to reduce your tax liability and help you reach your goals as quickly as possible.

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.

- How to get motivated and hit your goals by getting out of your comfort zone and constantly following up with your leads - The lead sources and systems that Lisa uses to generate and convert leads - Having the discipline to reinvest on lead sources that generate the most business - How to build a successful team to convert leads into sales - How to leverage your strengths and delegate your weaknesses to the right people on your team - How to appropriate other successful marketing strategies, scripts, and processes to do more business... and much more!

«I look forward to rejoining the BlackBerry Board and to working with the other directors and management team, under John Chen's leadership, to shape the next stage of BlackBerry's strategy and growth.»

A handful of Facebook teams started using this strategy last summer, but others have since joined in, Williams said.

He works with a team of other professionals to monitor, update and execute wealth management strategies in pursuit of his clients» wealth transfer, retirement and tax objectives.

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.

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.

GFI aims for diversity in their hires primarily through hiring practices that are intended to help them minimize the effects of bias, such as encouraging staff to score applications anonymously, using generalized ability tests, and meeting applicants only late in the process.88 While they've hired many women, including in seven of nine director roles, they find that their team is lacking in diversity in other ways, and they've met with Encompass to discuss further steps they can take to develop their diversity strategy.89 One staff member we spoke to mentioned that they hoped GFI would be able to begin paying interns, which might help diversify their team by broadening the pool of potential interns who could afford to take a position with GFI.90, 91

Fund companies employ teams of portfolio managers, analysts, fund accountants, compliance and risk monitoring personnel, and many other individuals who are in charge of managing the investment strategies that are offered by the fund company.

Baseball is, of all sports other than soccer and curling, the most boring — George Will's hymns to its subtle rhythms and arcane strategies notwithstanding - and the Yankees, of all teams, the most to be despised.

In the implementation of the strategy, he collaborates with ARYZTA's leadership, brand teams, customers, bakeries and other functional departments.

The evening of the fifth was spent in a typical French flat discussing the importance of the Soil Solution and developing strategies with the Center for Food Safety's Soil Solutions Team: Organic Farmers Will Allen and Kate Duesterberg of Cedar Circle Farms in Vermont, author and freelance writer Judith Schwartz who wrote Cows Save the Planet, and others.

«The team members are definitely hands - on and are able to move targets and strategies quickly, [while] other companies have a lot of red tape.»

Using this strategy, the corporate team can test consumer response and better plan its growth strategy into other southeastern markets.

While the dams are filling and the State water authorities, the Murray - Darling Basin Authority (MDBA) and other river operators are implementing their flood mitigation strategies, my team are working with our partners to analyse how best we can capitalise on nature's work.

I am a huge sports fan.I love nfl and college football i never get enough of it.I am a big soccer [the other football] fanatic.I like basketball, hockey, some baseball and rugby.I am a big jersey buyer i have a lot of jerseys mostly of american football and soccer.I love the strategy of football i think it is fascinating.I have been a falcons fan since 1990 when the went to all black helmets and jerseys i was a fan because of that and because of primetime deion sanders.I have been a falcons fan through thick and thin win or lose they are my team regardless of how they do.I hope to one day visit Atlanta and see them play at home in Georgia.I hope to one day see them bring back black jerseys as the home colors.I am still a fan of the run n shoot offense i truly believe it can work in the nfl if ran and merged with some two back formations and a one back three wide one tight end formation.

Either way: Surely we can agree that the Sixers were able to engage in a strategy of team - building that no other team was willing to embrace to nearly a similar extent, and that while they eventually got pressure from the league to reform, by that point they had successfully pulled off the Process and set themselves up marvelously for the future.

Better not to over-use the strategy, to keep the other team guessing, but it can be effective if well done.

Definitely will be fascinating to see if other Teams decide to implore this strategy as time moves forward.

They just need some time to make some tweaks and get used to the other Teams» strategies etc..

All three of the other contending teams in the East aren't going to follow that strategy, which means the Orioles would be at even more of a disadvantage.

Other teams will be using our unabashed tanking / asset collection strategy against us.

The other six teams ahead of Newman could've employed the same strategy as Lambert and not pitted under the final caution.

Injuries indeed a factor, but then again that is every season (should take a look at that) but we CONSISTENTLY fail specially this season, because our Manager does not innovate, adapt, change strategies when he needs to... we have a team that could beat the Top 4 other teams with lesser quality do it why shouldn't we??

Well im not in a wonderland he has his failings as we all do and great teams find a way to win good teams sit where we are 6 -5-4 but thats besides the point and it would be nice if your aunty had bolocks cause then we d be second but ive watched the games were an offensive team most the time although were terrible in the pissing rain but for the most part the game plans have worked weve created chances quality scoring chances one after the other problem is for me the finishing unless we sit back with 9 man behind the ball or ten when you push forward you will give up a goal if you lousy forwards fail to finish the set ups have been there this year but our strikers have failed to kill the games if we create quality chances and grab leads in the first 60 minutes like we have for the most part and in those games those games should of been killed even if we give a goal or two alongside the strategy but we failed to hit multiple should be goals we tried laca we'll see abou auba although hes a bit lazy so far but we'll see but we've lacked that quality in front goal a player the chances have been there im looking at the failure of the strikers and maybe that is his fault but monreal has scored as many goals recently as our strikers and thats sad our defenders or a midfielder will score and our stikers cant tally one in th first 60 mins of a game alongside them then were tired for last 40 give them hope there still only down one and we rue our missed chances while they push thats where iv been frustrated with this season not the tactics but the finishing

Gary Mendel and Isla and others all played as a team and kept Messy and Aguero quite we learnt that underdogs can dig deep and win a game this is the strategy we should adapt in games towards stronger opponents

My point is, as much as I would have loved Arsenal to win — pre-season is for experimentation and I don't care what other teams are doing; every coach has gotten his strategy for pre-season.

On strategy that just doesn't happen - the leading car, it's very hard for him to get jumped by the second car unless the team decide to favour the other car.

Contrarian strategy means constantly zigging when others zag, and perhaps the most overused and clichéd theory involves the supposed struggles of teams in the midst of a prolonged road trip.

Typically I would encourage bettors to fade the public, especially in these heavily bet playoff games, but bettors need to pursue other contrarian strategies since both teams are receiving roughly half of public support.

There's also strategy involved — teams interested in Price might show reservations about his injury to scare off others, hoping he falls to them.

What sets the GPVWC apart from other sim racing series is that each race team doesn't just have drivers but also a full team management responsible for car development, sponsors, team finances, race strategies and more!

I put El Neny with Coq at the heart of the defence in my team yesterday (along with others) but although I think this is the best strategy I just can't see AW going for it.

If one team has a slight advantage in talent, then tactics and strategy take on more importance, and the teams are even in talent, then the team that utilizes its talent the best — or neutralizes the other team's talent — will have a better chance to win.

This is a proven strategy that I have seen other teams do for the last almost 50 years in the NHL.