«In an effort to further align the company's
portfolio with our strategic plan of concentrating our portfolio of shopping centers in the Southeast, we sold Casa Grande, a held - for - sale asset, and Sulphur Springs,» says C. Cammack Morton, president and CEO of Konover Property Trust.
Not exact matches
Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions,
strategic alliances, divestitures, and other unusual events resulting from
portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays
with the phased implementation of a global enterprise resource
planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement
plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).
We approach our
portfolio companies
with a focus on developing a
strategic growth
plan, supplemented
with our financial expertise and operational best practices, all underpinned by disciplined corporate governance.
In addition, he is sourcing investment opportunities, developing investment theses
with industry executives, and works closely
with portfolio company management teams to develop and execute
strategic growth and operational improvement
plans.
In the last few years, Bellows hasn't added many new suppliers to its
portfolio as part of its
strategic plan because it has access to practically any product it needs from the key existing suppliers it already works
with.
Attendees will discover how these tools can help
with graphic analysis, creating a
strategic trading
plan, finding opportunities in stocks and ETFs and following stocks and their
portfolio.
After unsuccessfully trying to outwait the activists what fund management came up
with was a 2 - step
plan; folding the three funds, American
Strategic Income
Portfolio I, II and III into one fund (creating operating savings... for the asset manager, obviously!)
He explained: «JA Resorts & Hotels is looking to grow our exciting
portfolio of luxury properties in line
with a world - wide
strategic growth
plan.
«Sabre and LATAM have a
strategic relationship across the Sabre Airline Solutions
portfolio and
with this new agreement we are confident that our leading solution will help improve its flight
planning.»
California has increased its Renewable
Portfolio Standards from 20 % by 2020 to 33 % by 2020.57 Germany has made a post-Fukushima commitment to increase its already leading levels of investment in renewable energy generation.58 In China's most recently released Five - Year -
Plan, a majority of the «
strategic industries» that are emphasized are «clean technology» industries.59 Brazil is moving ahead aggressively
with building its local renewable fuels economy.60 None of these pioneers have started and then scaled back.
The ideal candidate in this role performs collaborative work in development of
strategic fundraising
plans to significantly increase the
portfolio of individual donors and institutional funders
with a focus on building support across a diverse range of opportunities: from private foundations, legal professionals, corporate partners, to the broader audience of private and public stakeholders.
AREAS OF EXPERTISE
Strategic Planning and Execution New Product and Technology Deployments Cultivation of Creative Work Environments Continuous Improvement / Lean Regulatory Compliance High Profile Communications Career Highlights Pioneered Road Runner Business Class internet in a company
with no prior B2B
portfolio due to regulatory restrictions.
Created
strategic business
plans for categories within the
portfolio with $ 36MM annual volume to meet profitable growth objectives and achieve sales targets.
Over 20 years of experience in the financial services industry in card program and
portfolio management; marketing, operations and product development / management for credit, cobranded, affinity, debit, prepaid, stored value and chip card products; sales management, co-brand contract experience and consulting
with a focus on
strategic planning and product innovation.
I bring over 20 years of successful global product and account development and documented ongoing sales performance improvement along
with successful
strategic planning and product
portfolio management experience.
My differentiating experiences:
Strategic portfolio planning with upstream and downstream marketing, launching multiple
portfolio plans with international commercial success.
As leader of a full - service real estate advisory practice, Tamela has provided national and global clients
with a wide range of services, including developing market strategy, site selection, leasing advisory, national retail roll - outs, global
portfolio advisory, space utilization,
strategic planning and financial services.