This experience has instilled in me the ability to execute all food safety -
related strategies in a manner that process improvement opportunities are taken into account.
At the top - notch GAMEHOTEL CONGRESS, leading international specialists spotlight the growing influence of game -
related strategies in marketing, advertising, service and product design.
This is likely to include «prototypical» or emblematic strategies for major domains of SEL development in different grades / stages (e.g., focus on EF / cognitive regulation and
related strategies in the younger grades, and on more complex forms of planning / goal setting and social problem solving in the older grades).
See more
related strategies in one of my previous posts.
In the future, the registry will also develop a new cancer risk prediction program that will exploit efforts in electronic family history taking and
related strategies in precision medicine.
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.
These risks and uncertainties include, among others: the unfavorable outcome of litigation, including so - called «Paragraph IV» litigation and other patent litigation,
related to any of our products or products using our proprietary technologies, which may lead to competition from generic drug manufacturers; data from clinical trials may be interpreted by the FDA
in different ways than we interpret it; the FDA may not agree with our regulatory approval
strategies or components of our filings for our products, including our clinical trial designs, conduct and methodologies and, for ALKS 5461, evidence of efficacy and adequacy of bridging to buprenorphine; clinical development activities may not be completed on time or at all; the results of our clinical development activities may not be positive, or predictive of real - world results or of results
in subsequent clinical trials; regulatory submissions may not occur or be submitted
in a timely manner; the company and its licensees may not be able to continue to successfully commercialize their products; there may be a reduction
in payment rate or reimbursement for the company's products or an increase
in the company's financial obligations to governmental payers; the FDA or regulatory authorities outside the U.S. may make adverse decisions regarding the company's products; the company's products may prove difficult to manufacture, be precluded from commercialization by the proprietary rights of third parties, or have unintended side effects, adverse reactions or incidents of misuse; and those risks and uncertainties described under the heading «Risk Factors»
in the company's most recent Annual Report on Form 10 - K and
in subsequent filings made by the company with the U.S. Securities and Exchange Commission («SEC»), which are available on the SEC's website at www.sec.gov.
Advantages: By aligning your social entrepreneurship
strategy to a cause your consumer
relates to and believes
in, you're able to better connect with your audience.
One of two chess
related quotes on this list, and that is because chess is grounded
in your ability to execute on a well - thought
strategy.
The customer care and engineering teams now travel to clients, visit industry schools and participate
in internal meetings
related to both
strategy and customer service.
The brand uses the
strategy of responding to events
in the news and pop culture — from the Super Bowl to the NBA playoffs to Hostess's bankruptcy filing announcement — with
related trivia to get people tweeting.
The companies
in the Kensho Space Index are focused on space -
related activities as a principal component of their business
strategy, building rockets, launch vehicles, satellites and their parts and subsystems.
The Small Business Pipeline, a technology -
related Web site and newsletter, found that nearly three - quarters of the 237 SMBs it surveyed
in April 2004 had no written disaster - response
strategies.
We see the move as
related to global emerging markets, where the MSCI EM index is down for the third day
in a row and the largest EM ETF saw $ 320 million of outflows yesterday following $ 550 million the previous day, said Mohamad Al Hajj, head of MENA equity
strategy at EFG - Hermes.
At the 2017 Inc. 5000 conference
in Palm Springs, California, on Thursday, he
related the
strategies that led to the remarkable turnaround.
FORWARD - LOOKING STATEMENTS; ADDITIONAL INFORMATION Certain statements
in this document, including statements
relating to the proposed combination of SolarCity Corporation («SolarCity») and Tesla Motors, Inc. («Tesla») and the combined company's future financial condition, performance and operating results,
strategy and plans are «forward - looking statements» within the meaning of the Private Securities Litigation Reform Act of 1995.
To date, we have not engaged
in any hedging
strategies, and any such
strategies, such as forward contracts, options and foreign exchange swaps
related to transaction exposures that we may implement to mitigate this risk may not eliminate our exposure to foreign exchange fluctuations.
Most recently she served as director of external affairs and communications for Spectra Energy's Canadian LNG business, responsible for development of natural gas infrastructure investment opportunities
related to liquefied natural gas
in Western Canada, as well as development of
strategies to address market, regulatory, and stakeholder risks associated with potential LNG projects.
Founded
in 1992, Cerberus focuses on four primary
strategies: control and non-control private equity; distressed securities & assets; commercial mid-market lending and real estate -
related investments.
Most startups that seek patent protection consider some form of international
strategy in order to cast as wide a net as possible to protect any
related business opportunities.
New venture Attorneys can be that partner, with over 20 years
in contract and corporate business development, tax, securities, intellectual property, mergers and acquisitions, commercial finance, and virtually all disciplines
related to business development, emerging businesses and business exit
strategies.
Recently, I found another blog
related to the link building it is Top 3 Link Building
Strategies in 2013 @ http://www.techwyse.com/blog/search-engine-optimization/expert-link-building-
strategies-2013.
The forward - looking statements
in this presentation
relate to, among other things, our objectives, goals,
strategies, intentions, plans, beliefs, expectations and estimates, and can generally be identified by the use of words such as «may», «will», «could», «should», «would», «likely», «suspect», «outlook», «expect», «intend», «estimate», «anticipate», «believe», «plan», «forecast», «objective», «seek», «aim», «continue», «goal», «restore», «embark» and «endeavour» (or the negative thereof) and words and expressions of similar import, and include statements concerning possible or assumed future results.
In our digital and increasingly borderless world, companies need sophisticated
strategies and tools to cost - effectively uncover evidence and comply with litigation -
related discovery and disclosure requirements.
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.
Having previously worked across the corporate governance, equities research, private equity and
strategy consulting sectors, Michael now advises ASX boards and senior managers on governance -
related matters and
in the execution of corporate actions and vote -
related company meetings, including shareholder activism campaigns and proxy battles both
in Australia and abroad.
He also assists companies with Bitcoin -
related PR and provides
strategy consulting for businesses and government agencies looking to leverage Bitcoins
in their present workflows.
Factors that could cause actual results to differ materially from those expressed or implied
in any forward - looking statements include, but are not limited to: changes
in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising
strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest
in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes
in the competitive market and competition amongst retailers; changes
in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products
in our stores and on our website; changes
in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks
relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather -
related disruptions and seasonality of our business; and risks associated with being a controlled company.
This news release contains forward - looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 and Canadian securities laws, including statements regarding: BlackBerry's expectations regarding new product initiatives and timing, including the BlackBerry 10 platform; BlackBerry's plans and expectations regarding new service offerings, and assumptions regarding its service revenue model; BlackBerry's plans,
strategies and objectives, and the anticipated opportunities and challenges
in fiscal 2014; anticipated demand for, and BlackBerry's plans and expectations
relating to, programs to drive sell - through of the company's BlackBerry 10 smartphones; BlackBerry's expectations regarding financial results for the second quarter of fiscal 2014; BlackBerry's expectations with respect to the sufficiency of its financial resources; BlackBerry's ongoing efforts to streamline its operations and its expectations
relating to the benefits of its Cost Optimization and Resource Efficiency («CORE») program and similar
strategies; BlackBerry's plans and expectations regarding marketing and promotional programs; and BlackBerry's estimates of purchase obligations and other contractual commitments.
In 2017, P7G launched its marketing services arm and is now working with clients to develop marketing
strategy, branding, website and
related digital
strategy.
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.
This news release contains forward - looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 and Canadian securities laws, including statements regarding: BlackBerry's expectations regarding new product initiatives and timing, including the BlackBerry 10 platform; BlackBerry's plans and expectations regarding new service offerings, and assumptions regarding its service revenue model; BlackBerry's plans,
strategies and objectives, and the anticipated opportunities and challenges
in fiscal 2014; anticipated demand for, and BlackBerry's plans and expectations
relating to, programs to drive sell - through of the Company's BlackBerry 7 and 10 smartphones and BlackBerry PlayBook tablets; BlackBerry's expectations regarding financial results for the second quarter of fiscal 2014; BlackBerry's expectations with respect to the sufficiency of its financial resources; BlackBerry's ongoing efforts to streamline its operations and its expectations
relating to the benefits of its Cost Optimization and Resource Efficiency («CORE») program and similar
strategies; BlackBerry's plans and expectations regarding marketing and promotional programs; and BlackBerry's estimates of purchase obligations and other contractual commitments.
PREVISIONI; ULTERIORI INFORMAZIONI Certain statements
in this document, including statements
relating to the proposed combination of SolarCity Corporation («SolarCity») and Tesla Motors, Inc. («Tesla») and the combined company's future financial condition, performance and operating results,
strategy and plans are «forward - looking statements» within the meaning of the Private Securities Litigation Reform Act of 1995.
«From the onset, the Company planned to rapidly scale our mining
in tandem with diversifying our business
strategy to incorporate other blockchain
related businesses.
COMEX synthetic gold and
related over-the-counter derivatives are traded
in macro
strategies implemented by hedge funds, HFT's, and commodity funds
in pair trades with interest rate, currencies, equity futures, or even more exotic offsets.
Noting that the transaction was the first of its kind for the company following its initial public offering, Hutchison added that it «is consistent with its
strategy to acquire royalties and streams on cobalt -
related assets
in established, stable mining districts.»
As GM of CGI Glass Lewis, Mr. Bertinetti oversaw all aspects of research and engagement
relating to companies
in Australia, New Zealand and South Africa, as well as business
strategy for the region.
«Given the size and scope of the IoT and 5G opportunities, we see IDCC's IoT goal as conservative as the company likely accounts for the uncertainty around monetization
strategies and the timing / rate of incremental demand for its IoT
related services and products,» analyst Darrin Peller wrote
in a note.
In this agreement, «Confidential Information» means all confidential information relating to a party or its business, strategies, pricing, personnel, suppliers, products or services, but excludes information that the recipient proves: (a) was lawfully in its possession before receiving it from the discloser, (b) was provided in good faith to it by a third party without breaching any of discloser's rights or any rights of a third party, or (c) is or becomes generally available to the public through no fault of the recipien
In this agreement, «Confidential Information» means all confidential information
relating to a party or its business,
strategies, pricing, personnel, suppliers, products or services, but excludes information that the recipient proves: (a) was lawfully
in its possession before receiving it from the discloser, (b) was provided in good faith to it by a third party without breaching any of discloser's rights or any rights of a third party, or (c) is or becomes generally available to the public through no fault of the recipien
in its possession before receiving it from the discloser, (b) was provided
in good faith to it by a third party without breaching any of discloser's rights or any rights of a third party, or (c) is or becomes generally available to the public through no fault of the recipien
in good faith to it by a third party without breaching any of discloser's rights or any rights of a third party, or (c) is or becomes generally available to the public through no fault of the recipient.
Mr. Moysiuk built and led the senior team responsible for a portfolio that grew to approximately $ 2 billion, $ 1 billion of which was executed
in direct investments, with the remainder invested
in specialty partnerships and joint ventures with differentiated private equity and
related strategies.
Mr. Moysiuk built and led the senior team responsible for investments of approximately $ 4 billion, $ 1 billion of which was executed
in direct investments, with the remainder invested
in specialty partnerships and joint ventures with differentiated private equity and
related strategies.
While information respective to a customer profile about background, job functions with
related titles, reporting, motivations, pain points, needs, fears, and wants can be derived with some degree of research, the real value is
in uncovering profound unarticulated insights and not - so obvious goals that lead to a winning customer
strategy and a competitive differentiator.
Equity analysts now consider climate change -
related factors
in company valuations, translating sustainability into a new value driver distinct from a marketing
strategy.
Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and
related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines
in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments
in new markets; breaches
in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes
in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging
strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions
in the agreements governing our indebtedness that limit our flexibility
in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions
in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations
in foreign currency exchange rates; overcapacity
in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes
relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays
in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases
in the price of, or major changes or reduction
in, commercial airline services; seasonal variations
in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments
in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes
in which we operate; and other factors set forth under «Risk Factors»
in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.
The tendency
in these churches — the ones with which I am most closely associated — is to identify a number of worthwhile goals and to devise a variety of loosely
related programs and
strategies for moving toward them.
In those areas in which you agree that improvement is needed, plan strategy for experimenting with new ways of relating which may be more need - satisfyin
In those areas
in which you agree that improvement is needed, plan strategy for experimenting with new ways of relating which may be more need - satisfyin
in which you agree that improvement is needed, plan
strategy for experimenting with new ways of
relating which may be more need - satisfying.
The central role of terrorism
in low - intensity - conflict
strategy against the Nicaraguan people is
related to a fifth lesson learned from the U.S. war
in Vietnam.
If we build theologies and mission
strategies, that fail to operate against a biblical backdrop large enough to encompass our brothers and sisters
in these galaxies, and that fail to
relate our concerns to theirs, we sever ourselves from mutual support and divide the body of Christ.
It would seem our heroes will have to travel back
in time to stop the Sharknado before it even begins, which honestly, when it comes to Sharknado -
related strategies, seems like a pretty decent idea.