Sentences with phrase «product growing at»

Economic growth is stuck nearly in neutral with the gross domestic product growing at just shy of 2 percent for the last 15 years.

The data «reflects a deteriorating export market and strengthened domestic consumption» that may cancel each other out and keep gross domestic product growing at 6.5 percent this year as Beijing had forecast, said Helen Lau, analyst at Argonaut Securities.

With economic indicators suggesting gross domestic product grew at an annual rate of four percent in the first quarter, the Bay Streeters insist the future is bright.

Gross domestic product grew at more than a 3 percent annualized pace in both the second and third quarters, and is on track to expand in the fourth quarter by 2.9 percent, according to the Atlanta Fed's GDPNow tracking estimate.

Real gross domestic product grew at just 1.6 percent annually from 2001 to 2011, and the Treasury assumes a future growth rate of 2.1 percent.

U.S. gross domestic product grew at an annual rate of just 1.3 percent in the second quarter.

Statistics Canada said Tuesday the country's real gross domestic product grew at an annualized rate of 2.3 per cent during the three - month period that ended in September.

It comes on a day when new economic data revealed Canada's gross domestic product grew at a brisk annualized rate of 3.9 per cent during the first quarter of 2011.

The March 29th post on Bruce McEwen's BLOG — Adam Smith, Esq. — is called «The Vanishing Middle» — and is based on a McKinsey analysis that «both premium and no - frills products grow at the expense of middle - of - the - road offerings».

Historically, U.S. gross domestic product grows at a 3 percent annual rate.

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.

Today, each of the startup's farms features vertically stacked trays where the company grows carrots, cucumbers, potatoes, and, its main product high - end baby greens, which it sells to grocers on the East Coast including Whole Foods, ShopRite, and Fresh Direct, as well as to dining halls at businesses like Goldman Sachs and The New York Times.

«While it seems like a great problem to have, for a growing e-commerce brand, we needed to make sure we had well - made product available at all times.»

He is a seasoned software entrepreneur, project and product manager with 10 + years of experience in the IT arena, advisor to several fast - growing ventures, popular blogger and contributing author in tech and business media (Inc., Wired, Pando Daily) Also, Andrew frequently speaks about project management, business and innovation at such events as E2 Innovate, PMI Global Congresses, Enterprise Connect, IBM Connect and more.

They had the growing expertise (countless wineries whose products you've no doubt poured at your dinner table were already buying their grapes), but what they didn't have was an on - site bottling facility to produce a vintage of their own.

If adding an additional product or new locations will require too many extra employees, for instance, you'll likely need to table the add - on or, at the very least, grow more slowly.

Our efforts at College Prowler focus on creating innovative products that have room to grow in the marketplace while we learn from consumers.

Journalists grow tired of hearing that every pitched product is going to «disrupt» an industry, but at the same time, having a clear vision of what your company does, and why it is important, will improve your chances of getting picked up.

This investment was in training, coaching, personal development products and specialized consultants, all of which ensured that our internal capability kept growing at the same pace as our big client.

Stephens faced challenges as well, including taking on a product - architecture design that was larger in scale and complexity than what was envisioned at the beginning, and growing a culture that fits today's needs in a highly competitive marketplace for talent.

There's a blog for a product that doesn't really exist yet, a growing number of early adopters who are waiting, like you, for the app to come out; you're commissioning great content and paying out of pocket for it, and shopping around for an office space because your data is telling you that as soon as you get the product out, people will be positively chomping at the bit to get to it.

You can grow without new products — AT&T sold essentially the same telephones for decades while becoming the world's largest telecommunications concern — but most small companies will find it difficult to grow at all, much less rapidly, without a constant stream of new products that meet customer needs.

Being marketers ourselves, we understand how marketers at other companies can use our product, and now that we've grown, we're expanding our ICP to also include the sales department.

Vitner adds it's hard for business owners to get excited when annual gross domestic product has been growing at an unexciting 2.5 percent for years.

When your business stops growing and your sales are down, your first instinct is to examine the numbers or take a hard look at your product line.

At the Iconic Tour in Los Angeles, the California Baby founder says that adhering to the company's values of creating high - quality products has helped keep business growing so rapidly.

All marijuana retailers in Colorado are required to grow at least 70 percent of the product they sell.

This is done throuugh comprehensive on - boarding programs and customer ride - alongs, where new employees spend spend a day at a customer location, learning how our products enable our customers to grow their business.

Last year, 55,000 free breakfasts and lunches were served at its drop - in, 10,000 pounds of vegetables were grown in its gardens and greenhouse, and almost $ 2 - million worth of local food and products were sold at a weekly farmers» market held at the Stop's Wychwood Barns location, a singular complex comprised of greenhouse, gardens, kitchen and classroom.

It also represents a large portion of the U.S. gross domestic product, which, according to the government's preliminary estimate, grew at a healthy 4 % annual rate in the second quarter of this year.

Specifically, as it grew, Industrial Defender shifted growth vectors from selling its initial built product targeted at an initial customer group — expanding to new customer groups, then to new geographies; and finally to markets through channels and partners.

The Dallas - based supplier of homebuilding products and components grew large enough for the Fortune 500 after its 2015 acquisition of rival ProBuild, which had several times more revenue than Builders FirstSource (bldr) at the time.

That's good for consumers because it means there are a growing number of products and services at a low cost.

In a world where so many leaders will stop at nothing to get elected to another term, rope in another client, book another gig, sell more products, or grow the bottom line, it still takes honesty and integrity to breed trust and credibility — the cornerstone of strong, long - term business relationships.

When deciding whether to bring e-mail archiving in house or go with an outside vendor, companies need to think about how many employees they need to cover, average e-mail volumes, if their company is growing and how much work they want to take on themselves, says Sean Hegarty, messaging senior product manager at Iron Mountain, the information storage company.

Then, if the company is operating within a niche that is either huge — greater than $ 1 billion — or is growing at a rate in excess of 20 to 40 percent per year, and the company is perceived to have the best and most competitive product to enter this niche in recent memory, then it might be worth an additional $ 1 to $ 2 million.

The company's first product, called Prevent, is an online version of the Diabetes Prevention Program, a series of interventions that grew out of a National Institutes of Health study that looked at how diet and exercise could curb patients» chances of developing diabetes.

The animal - welfare standards, along with the company's sustainable - seafood policy (it sells no fish at low levels of abundance), Responsibly Grown ratings, and decision to become the first national grocery chain to label whether products contain genetically modified organisms, all show a bit of Mackey's libertarian streak.

The company is selling out of product, growing quickly and trading at a cheap nine times earnings.

More — maybe most — product categories are growing at a slower pace today than they have in years.

Aphria will provide at least 12,000 kilograms of products in the first year, including cannabis oils, other derivatives and several strains of high - quality dried cannabis flowers grown in Ontario and British Columbia.

Here's a chilling prospect: «If you own a growing company and spend most of your time preoccupied with developing new products and markets, you're especially vulnerable to employee theft and fraud,» warns Thomas Creal, managing director of investigation and litigation support at the Chicago accounting firm of Checkers, Simon & Rosner.

He expects a new product cycle in the second half of the year, adding «if you take a step back at Apple, even with this slowdown in earnings growth, they're growing at 10 percent.»

Sports equipment makers who aren't at least exploring the possibility of adding technology to their products are probably watching an opportunity slip away, given the public's growing interest in so - called wearables.

The company, Seedsheet, sells one simple product: the seedsheet, a kit for growing vegetables at home.

Several technology companies — senseFly, DroneDeploy, Skycatch — have developed software for this growing market, but the products often leave much to be desired, says Tomislav Žigo, director of virtual design and construction at Clayco, a Chicago firm that uses drones on its job sites.

But to really grow, Second Cup will have to improve when it comes to offering new and different products in its stores, something at which Starbucks excels.

Clorox (CLX)- Consumer Products name currently yields just over 3 %, and has grown the dividend at 5.6 %.

Mushaike points out that in the U.S., the chain is focusing on growing its Nordstrom Rack franchise — discount locations that sell many of the same name - brand products but at steep reductions.

Walter Kemmsies, managing director, economist and chief strategist at JLL Ports Airports and Global Infrastructure, notes that that many of the job losses that are popularly blamed on NAFTA would likely have taken place even in the absence of NAFTA, in part because of growing competition from China - based manufacturers, many of which have taken advantage of currency manipulation by the Chinese government that has rendered China - made products more price - competitive in the U.S. Likewise, Mauro Guillen, head of Wharton's Lauder Institute, agrees that without NAFTA, many American jobs that were lost over this period would probably have gone to China or elsewhere.