Sentences with phrase «performance building market»

The potential value the high - performance building market represents is only beginning to be understood.

Not exact matches

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.

And henceforth, we may have many reasons to regret Canada's lacklustre performance in building stronger relationships and markets outside North America.

Leveraging marketing data starts with building the perfect team — one that can move past simply understanding the funnel to changing its overall performance.

The Compensation Committee believes that options to purchase shares of our common stock, with an exercise price equal to the market price of our common stock on the date of grant, are inherently performance - based and are a very effective tool to motivate our executives to build stockholder value and reinforce our position as a growth company.

With unparallelled, built - in visual reporting that reveals priceless information about your performance by - the - minute, you can take control of your marketing campaign to achieve the highest return possible.

The implication of EMH is that investors shouldn't be able to beat the market because all information that could predict performance is already built into the stock price.

We are not motivated by quarterly performance or a need to build market - like portfolios.

Our strategy is to leverage our network management services platform to consistently outperform competitors, build on our performance to grow market share with our clients, and to attract and retain franchise clients.

Founded in the fall of 2013, Point7 supports clients throughout the U.S., and soon internationally, in the pre-licensure processes, building high - performance teams, designing facilities and selecting equipment, as well as with post-operational activities such as developing standard operating procedures and branding and marketing.

So far, so good spending $ 9.95 building 30 positions and watching them outperform the market with a year - to - July 16 performance of ~ 5 %.

Although there is a need for HR to address current market realities, the forward - thinking HR leader will put forth a balanced strategy - taking necessary short - term actions while building capability and enhancing organizational performance for the long haul.

Marketing.AI gives you tools to strategize (e.g., plan your themes, buyer personas, and customer journeys), oversee workflow (e.g., build an editorial calendar, see team's production schedule, and assign, draft, approve and publish) and track analytics (e.g., view performance and impact, and connect marketing strategy to marketing results).

Through the deployment of the proprietary Value Forward ® method and working collaboratively with executive leadership teams, we increase revenue, improve value communication, accelerate marketing operational performance and help build measurable success systems.

While the tightening occurred slightly sooner than expected by many commentators and market participants, expectations of a tightening had been building since the last Statement in response to the continued strong performance of the local economy and a more optimistic tone in overseas markets.

At the end of September, Performance Foodservice launched PERFORMANCEconnect, a mobile app for iOS devices that features recipes; rebates; market trends; news and ideas, including building tips and product information; and videos on topics that range from new products to food shows.

AUSVEG deliver a range of works including export readiness training for growers both looking to commence exporting and those looking to improve exporting performance; market development activities including a combination of inbound and outbound trade missions to build growers» understanding of export market supply chains and facilitate connections with international fresh produce buyers; and work with industry, Hort Innovation and government to prioritise market access for vegetable products.

Our extensive experience in this market allows us to provide you with superior high - performance solutions in market sectors such as building materials, agriculture, logistics and chemicals & minerals.

The Brand Manager for Indaba and Jam Jar will work to promote brand growth and superior performance in all markets, while building consumer awareness through creative use of social media channels.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

There's a reason why Redcat Racing is one of the market leaders in nitro RC trucks: They build high quality, affordable performance machines that are low maintenance and just a ton of fun to drive!

Furthermore, due to the buzz in performance, ketosis and fat loss circles in recent years, you're most likely also aware of «amino acids ``, key building blocks of protein often discussed and marketed as either essential amino acids (my preferred way of getting protein building blocks) or branched chain amino acids (inferior, but less expensive).

Yes, certain NO - boosting supplements such as citrulline have been shown to improve physical performance, but most «nitric oxide supplements» on the market just can't deliver on their promises related to building muscle and strength.

At the time, Wireless Generation's marketing propaganda noted, «At Wireless Generation in Brooklyn, software engineers are working with Achievement First to build a commercial version of the software that the charter operator uses to monitor student and teacher performance.

«The craftsmanship required to build these vehicles for global markets has required that we adjust our original timing projections,» stated the letter, which was signed by Ford Performance head, Dave Pericak and Global Marketing Manager, Henry Ford III.

EFFORTLESS EVERYWHERE: THE ROLLS - ROYCE CULLINANWhen Rolls - Royce announced three years ago that it would launch Cullinan, it did so in the knowledge that its customers around the world had asked it to build «The Rolls - Royce of SUVs», with luxury, performance and usability not seen before in the SUV market.

Building on the success of the original Dodge SRT4, the 2007 Dodge Caliber SRT4 sets a new benchmark in the sport - compact performance market

Holden stopped building the Commodore SS last year, leaving a vacuum in the performance sedan market.

Many people that are able to buy a Lamborghini Gallardo usually enjoy their car just the way it came from the factory, but there will always be a market for «something more» when it comes to looks or performance, especially when we're talking about the earlier, pre LP560 models built between 2003 and 2008 which can be found at very reasonable prices these days... spending some more money on making it stand out of the crowd is an option many owners tend to go for.

With this model, quattro GmbH, the high - performance subsidiary that develops and builds the sporty spearheads in the AUDI AG product portfolio, now has seven RS models on the market — The RS 3 Sportback, the RS Q3 and the RS 4 Avant * plus the RS 5 Coupé *, the RS 5 Cabriolet *, the RS 6 Avant * and the RS 7 Sportback *.

2013 Mazda CX - 9 Grand TouringOdometer is 13917 miles below market average!Awards: * 2013 KBB.com 5 - Year Cost to Own AwardsReviews: * Sporty performance; stylish cabin; easy access to spacious third row; solid build quality.

But it's clear that, much as the launch of the N brand has been carefully plotted, Hyundai really is taking steps to ensure it can apply what it learns from building performance cars to help in making better mass - market cars in the future.

Representing Chevy was Performance Cars Marketing Manager John Fitzpatrick who rattled off a nice list of goodies that came with the auction which included the Engine Build Experience and a VIP weekend at Petit Le Mans.

«Competing — and winning — in the Pirelli World Challenge series allows Kia to provide tangible proof of the quality, durability, reliability and performance of the vehicles we build,» said Michael Sprague, executive vice president, sales & marketing, KMA.

Polestar has confirmed the company's first three models, a new purpose - built production facility in China and a new,customer - focussed route to market with all - inclusive subscription - based services that will set a new industry benchmark for performance car buyers.

«We didn't set out to build a Stingray,» says John Fitzpatrick, Chevrolet Performance Cars Marketing Manager.

Long known for nerdy but reliable all - wheel - drive wagons built for New England winters and Rocky Mountain highways, the car division of Fuji Heavy Industries stole the heart of exurbia with the tricked - up Legacy Outback.And this summer Subaru managed another miraculous makeover, creating the Forester minisport - utility from the chassis and engine of the solid if nondescript Impreza compact.Success has only emboldened the marketing alchemists at Subaru, who also yearn to be known as makers of high - performance vehicles that are anything but boring.

British Racing Green Metallic Paint, Upgraded Sports Performance Exhaust System (QuickSilver), This Car Comes With Soft Top Option Also, Lotus DPM system, 17» front and 18» rear alloys with Pirelli P Zero tyres, Air conditioning, Cloth Upholstery, Heated Rear Window, Rear diffuser, Full Documented Lotus Service History, USB, CD Radio, Leather Steering Wheel, JCT600 is a small family business with just over 50 dealerships in and around Yorkshire, We celebrate 32 years partnership this year with Lotus UK from 1986 - 2018 been one of the oldest Lotus Dealers In the UK, Along with been trusted with the worlds best manufactures, Lotus is steeped in Motor Sport History with Colin Chapmans View of add lightness to sports cars and then In the F1 circuit been very successful, This British Sports car makes hand builds the very best handling sports cars in the market quoted but Car & Evo Magazine, We would like to provide you with a bespoke Video to show you the condition of this stunning Car, The first to see this handcrafted car will buy, Please call our team now for a unique personalised video presentation

The German - built Focus RS is one of a dozen new global performance vehicles — cars to be sold around the world with only minor tweaks between versions sold in different markets — that the automaker will launch between now and 2020, Ford says.

With the 2017 Specialty Equipment Market Association Show in Las Vegas coming up, we're starting to see some of the custom, one - off Ford builds that will be making an appearance at the show — cars like the VMP Performance «Triathlete» Focus RS, or this lowered, Pennzoil - Yellow RS from Universal Technical Institute.

It wouldn't be until last year's North American debut of the Giulia that Alfa Romeo would start to set its sights on a significant swath of the U.S. market, as that sports sedan was purpose - built to capture the hearts and minds of BMW 3 - Series and Mercedes - Benz C - Class buyers who value outright performance over inherent prestige.

The large disparity in initial marketing between these regional releases is due to Nissan having to build GT - R performance centers where the car is serviced.

The David Brown Automotive DNA is clear to see again, building on the success of Speedback GT and Mini Remastered models, while our inspiration from the heritage of the Silverstone Circuit shapes this new model as a classically - inspired performance Grand Tourer for the modern market.»

Not only that, but the NISMO GT - R has become one of the most exclusive high performance cars on the market, with Nissan saying that it will build fewer than 30 examples for its European customers.

The company has a history of building beautiful cars with a performance aesthetic, but that history also includes a long absence from the US market.

Audi previously tried to build and market its own all - electric performance car, the R8 e-tron, but production ended after just a few examples were built.

Roush Performance is returning to the annual Specialty Equipment Market Association Show in Las Vegas this year with a custom - built 2018 Ford Mustang GT that has one foot planted in the present day, and one in the past.

Premium Design and Performance Weighing as little as a paperback book and encased in sleek aluminium, the HTC Flyer exudes the style and premium build quality that have forged HTC's reputation in the smartphone market.

The Lenovo IdeaPad Lynx is more expensive than other lower - end Intel Atom Windows 8 tablets on the market, but it offers way more in terms of performance and build quality.

Packed with brushed aluminum back, the Dell Streak Pro comes pre-installed with tablet optimized Android 3.1 Honeycomb OS skinned with Dells» Stage 2.0 UI with Gorilla Glass protection, featuring 10.1 - inch WXGA screen display with 1280 X 800 pixels of resolution, powered by a 1 GHz Nvidia Tegra T20 Dual - Core processor for increased performance capabilities, boosted by 1 GB of DDR2 RAM, 1080p HD video playback capability, equipped with a 5 megapixels auto - focused rear camera with flash, paired up with an additional 2 megapixel front - facing camera for video chats, dual stereo speakers, two mics (left and right), Data only — modular modem, dock connector, microUSB 2.0, Bluetooth 2.1 + EDR, 802.11 Wi - Fi a / b / g / n connectivity, built - in GPS navigation system, 3.5 mm audio headset jack, Android Market, a powerful battery providing up to 12 hours of usage time, and a whole host of Google services.