Sentences with phrase «other value brands»

The American Masters of Taste, a prestigious panel of chefs, awarded Six Star ® 100 % Whey Protein Plus the Gold Medal for Superior Taste against all other value brands in America.

Not exact matches

Trump's current value: $ 553 million — more than 55 top celebrities combined and greater than any other brand outside of Twitter, Yelp, Instagram, YouTube, LinkedIn, Facebook and Google.

The foundation for a strong personal brand is seeing yourself as others do and sincerely living your values.

NII Holdings, operating under the Nextel brand, offers fully integrated wireless communication tools with digital cellular voice services, data services, international voice and data roaming services and other value - added services.

To be a good brand you must provide a useful and compelling value proposition, stand out in some meaningful way so as to be regularly chosen over other options, and consistently deliver on your promises.

For the vast majority of all other companies, however, we do not have (and probably do not want the kind of) the brand equity with our customers to allow us to wear pajamas in a professional environment, so it could greatly harm the value we are trying to convey.

Aside from your employees, who know everything there is to know about your brand, products, and services, customers also value the opinions of other customers.

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.

Retailers have expressed concerns that the value of their brand will be washed - out by advertising on Amazon's site, while others are relunctant to grant the tech behemoth access to information about which items are popular with customers, Re / code reports.

Some believe A.I. - infused text - based interactions will dominate brand relationships in the future; others see value simply integrating them into their operations.

They are much more likely to engage with brands and companies that share those same values, particularly firms that engage in philanthropic activities and provide opportunities for others to also take action.

Rather, it is the brand with the most searches relative to other states (as indicated by a Google search index value of 100).

These assets can be shares of stock in other corporations, limited liability companies, limited partnerships, private equity funds, hedge funds, publicly traded stocks, bonds, real estate, song rights, brand names, patents, trademarks, copyrights, or virtually anything else that has value.

Twitter has a unique role in a social media strategy, and so do other venues, whose value could be underestimated if you focus too much on the volume of brand mentions.

According to Richard Passikoff, founder of Brand Keys, though this type of business model isn't as easy to pull off as it looks, being able to capitalize on the unsold products of other brands has enabled off - chain stores to offer value and pose a long - term challenge to others in the market.

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.

In The Storyteller's Secret: From TED Speakers to Business Legends, Why Some Ideas Catch on and Others Don't (St. Martin's Press), bestselling author and communication expert Carmine Gallo explains why storytelling and its power to build emotional connections is increasingly valued in today's workforce and is helping brands change hearts and minds.

The easy brand has been extended and licensed to many other sectors - all dedicated to offering consumers more value for less.

At this point, we no longer need to debate the value of a social media presence; brand marketers, bloggers, journalists, and other professionals have instead turned their attention to how best to create and share meaningful multimedia content across all social networks to better connect with their target audience.

[05:50] Do it for passion, not for money [06:10] The importance of innovation and marketing [06:30] Start with a mission and finding how to add value [06:50] Joe Gebbia's trajectory over a decade [07:10] Culture is the ultimate element to building your brand [07:40] Namale Resort [08:00] Finding a way to do more for others than anyone else [08:45] The beauty of competition [09:15] Don't just advertise, become the expert [09:25] Value - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a sevalue [06:50] Joe Gebbia's trajectory over a decade [07:10] Culture is the ultimate element to building your brand [07:40] Namale Resort [08:00] Finding a way to do more for others than anyone else [08:45] The beauty of competition [09:15] Don't just advertise, become the expert [09:25] Value - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a seValue - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a sevalue you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a second?

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.

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.

The owners of Wild Ginger had a lot of brand and other value tied up in that location.

Whole Foods Market 365 features a thoughtful product selection curated for convenience, including the 365 Everyday Value ® brand customers know and love, alongside other high - quality brands and new offerings from innovative supplier partners.

Nutrition information is provided as a courtesy, using the calculator at Cronometer.com, but values are approximate and will vary based on real - world conditions, including the particular brands of products used among other factors.

«The Other Guys provides value to consumers in the form of unique lifestyle brands that enhance the food and beverage experience,» Sebastiani adds.

«They are exposed to the brand values with the intention of them feeling part of something special, a team of folks who care for each other, their guests and their communities,» Busley says.

Featuring gluten - free goodies from Lidl's own range as well as other popular brands, the selection offers high quality products that taste delicious with the great value that Lidl is famed for.

For the first time in the world of Aseptic Liquid packaging, Asepto excels in innovations, separating the brand from other beverage packaging with its uniqueness to offer smarter pack versions with high visibility value and strong attraction quotient.

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.

We collaborate with converters, brand owners, equipment OEMs and others in the value chain to solve packaging challenges.

The Bacardi brand portfolio comprises more than 200 brands and labels, including BACARDÍ ® rum, the world's best - selling and most - awarded rum, as well as the world's most - awarded spirit; GREY GOOSE ® vodka, the world's leading super-premium vodka; DEWAR»S ® Blended Scotch whisky, the world's most - awarded blended Scotch and the number - one selling premium blended Scotch whisky in the United States; BOMBAY SAPPHIRE ® gin, the top - valued premium gin in the world; MARTINI ® vermouth and sparkling wines, the world's leading vermouth and the world's favorite Italian sparkling wines; CAZADORES ® 100 % blue agave tequila, one of the most popular premium tequilas in Mexico and the United States; and other leading and emerging brands including WILLIAM LAWSON»S ®, the fastest - growing global Scotch whisky brand; ERISTOFF ® vodka, one of the fastest - growing vodka brands in the world; and ST - GERMAIN ®, a super-premium elderflower liqueur.

The Bacardi brand portfolio includes more than 200 brands and labels including BACARDI ® rum, the world's best - selling and most - awarded rum, as well as the world ¹ s most - awarded spirit; GREY GOOSE ® vodka, the world's leading super premium vodka; DEWAR»S ® Blended Scotch whisky, the world's most awarded blended Scotch and the number - one selling premium blended Scotch whisky in the United States; BOMBAY SAPPHIRE ® gin, the top - valued premium gin in the world; MARTINI ® vermouth and sparkling wines, the world's leading vermouth and the world's favorite Italian sparkling wines; CAZADORES ® 100 % blue agave tequila, one of the most popular premium tequilas in Mexico and the United States; and other leading and emerging brands, most of which are sold globally.

They have nearly twice - as - much rice as other rice cake brands in the market, and are packed with flavor, nutrition, and value.

In other words, «we need to continue to make being «green» a brand value that Millennials will want to latch onto.»

Amazon does not carry generic diapers, but their LUV value pack diapers were considerably cheaper than the generic brands of the other stores.

Others, such as blogger Minna Salami (self - branded as «MsAfropolitan»), and scholars Achille Mbembe and Chielozona Eze, have engaged with these critiques, yet argue there is still social, political and analytical value in the concept of Afropolitanism.

The American Masters of Taste, a prestigious panel of chefs and flavor experts, awarded Six Star ® Whey Plus Isolate the Gold Medal for Superior Taste against the other whey isolate value brands.

Because I think it's important we all see one another's perspective and not fall into a trap of co-opting, commoditizing or branding this lifestyle to the point that sharing information on one perspective is seen to diminish the value of others.

Other than ethically producing fine items of clothing using eco-conscious fibers, AG Jeans» values demand that the they are socially active too: the brand is devoted to making a positive change by partnering with Water, a charity dedicated to bringing clean and safe drinking water to people in developing nations.

The Valspar Chalky Paint is actually a better value than most other brands of chalk paint, and in my opinion just as good as the more expensive brands.

Others want to emphasize their own brand and value added services - e.g. if they also offer first level support and additional services (content management, etc.) for their TalentLMS - based learning product.

Most appreciated is the simple fact that Audi's dealers respond as if we're valued customers (not the freeloading journalists we actually are)-- a nicety of social interaction we can't always assume from other premium - brand dealers.

«This famous Swedish premium brand will remain true to its core values of safety, quality, environmental care, and modern Scandinavian design as it strengthens the existing European and North American markets and expands its presence in China and other emerging markets.»

For the price point TSX was the most value, it is only a few grand more than a loaded accord / camry / sonata and around $ 10k less than the other brands we were shopping for.

Great value for a convertible, comparably unmatched by any other brand when it comes to affordability.

2017 Jaguar XE 35t Prestige 29/20 Highway / City MPGAwards: * ALG Residual Value Awards * 2017 KBB.com Brand Image Awards Price Displayed Includes Financial Lender Incentive, Trade - In Incentive, and other applicable rebates.

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Like other Buicks, the Envision embraces comfort, quiet and value over dynamic handling and brand panache.