Sentences with phrase «strategic business acquisition»

Not exact matches

His prior experience includes private equity funding of start - up telecommunications and Internet services companies, as well as strategic and financial planning, mergers and acquisitions, and managing finance and accounting activities for both domestic and international businesses in the telecommunications and Internet services sectors.

The Dublin, Ireland - based company has been conducting a strategic review of its business and considering acquisitions and divestitures.

Cree considers free cash flow to be an operating performance and a liquidity measure that provides useful information to management and investors about the amount of cash generated by the business after the purchases of property and equipment, a portion of which can then be used to, among other things, invest in Cree's business, make strategic acquisitions, strengthen the balance sheet and repurchase stock.

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»).

A: For anyone thinking about an acquisition, it is important to focus on building a business that has a strategic value.

The digital - magazine strategy had not taken off, either; few of the strategic acquisitions seemed poised to break out; and Yahoo's search business, which Mayer hoped to grow to a 20 percent market share, had dropped to around 10 percent.

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

As the Director of Business Operations and Customer Relations, she was responsible for growing a stealth company into an industry - defining brand, driving new global business opportunities with strategic partnerships, and playing a critical role in securing Skybox's venture capital financing from leading investors and eventual acquisition by Google in 2014 forBusiness Operations and Customer Relations, she was responsible for growing a stealth company into an industry - defining brand, driving new global business opportunities with strategic partnerships, and playing a critical role in securing Skybox's venture capital financing from leading investors and eventual acquisition by Google in 2014 forbusiness opportunities with strategic partnerships, and playing a critical role in securing Skybox's venture capital financing from leading investors and eventual acquisition by Google in 2014 for $ 500M.

We generate cash flow that we deploy to returning to shareholders as well as investing in businesses, doing strategic acquisitions.

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.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Throughout her career, she has advised entrepreneurs and executives on project and equity financing, mergers and acquisitions, strategic planning and business development.

«A lot of corporations jump into new businesses, make acquisitions, and even decide to merge based on very questionable criteria like «favourable ratios», «minimal redundancy» and (my personal favourite) «Strategic synergism.»

Previously, Tom was a Director of Market Strategy for Motorola's Wireline business where he was responsible for business strategy, market development, strategic partnerships and acquisitions.

Whether the client is interested in pursuing the sale of all or part of its business, or in making a strategic acquisition, Marcum's focus is on managing the process to a successful conclusion to enhance shareholder value.

At early - stage rounds of financing, legal documents for an investment, contracts for a strategic business partnership, and merger or acquisition agreements contain representations and warranties with respect to intellectual property assets from the new business and often from founding entrepreneurs.

Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.

They take a partnership approach and can assist in corporate direction, organic growth, strategic acquisitions, and other business acceleration activities.

«This reflects the necessity to scale cannabis businesses, to get some kind of advantage, and to explore strategic opportunities, both through acquisitions and international expansion.»

The deal represented a premium of more than 40 % compared to where the stock closed the day before the announcement, highlighting Coherent's desire to grow its business through strategic acquisitions.

Nixon also is CEO of ICAP Electronic Broking and is responsible for strategic acquisitions as well as ICAP's information business.

Wells Fargo has achieved significant growth this year through strategic acquisitions of GE Capital assets and businesses.

Our China practice has experience in a wide range of China - related matters, and we assist these businesses with strategic growth options, such as private equity financing, mergers and acquisitions, and public offerings.

We work with you to develop strategic customer acquisition content marketing techniques that boost your business locally and globally.

«Both of the private equity firms that have reviewed the business are very supportive of our strategic roadmap which includes potential acquisitions..

Mr Clarke also revealed at the strategic briefing that Treasury was still considering a potential de-merger of its lower - priced commercial wine business among a range of future options, which also includes more acquisitions of higher - end wine companies as it heads towards its goal of having profit margins above 30 per cent across the entire business.

With Barry Callebaut's acquisition of D'Orsogna Dolciaria in Europe, this acquisition underlines the company's strategic efforts to grow in the value - added specialties and decorations business, which serves food manufacturers and gourmet customers seeking differentiation, premiumization and personalization.

His responsibilities included mergers, acquisitions and divestitures, strategic planning, and business development.

She is CEO of PsychoGenics Inc., a profitable preclinical CNS service company, CEO of PGI Drug Discovery LLC, a company engaged in psychiatric drug discovery with three partnered Phase II clinical programs and Adjunct Associate Professor of Neuroscience at Mount Sinai School of Medicine, Dr. Leahy has more than 25 years of experience in drug discovery, clinical develop and business development for pharmaceutical and biotechnology companies, including extensive knowledge of technology assessment, licensing, mergers and acquisitions, and strategic planning.

This is more of a value acquisition than a strategic one, and Singlesnet will predominantly be run as a standalone business.

His specialist teaching is in, International Business, Strategic Management, Managing International Strategic Alliances, Mergers and Acquisitions.

This doesn't always mean a paper has to barrel forward into new business acquisition, such as the DMN has done, but it can be achieved through strategic partnerships and reselling opportunities for a start.

Actual results could differ materially for a variety of reasons, including, in addition to the factors discussed above, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity.

The writers in our team cover all the special area of business management such as finance and accounting, marketing, strategic management, human resource management, mergers and acquisitions, and legal aspects.

Actual results could differ materially for a variety of reasons, including, in addition to the factors discussed above, the amount that Amazon.com invests in new business opportunities and the timing of those investments, the mix of products sold to customers, the mix of net sales derived from products as compared with services, the extent to which we owe income taxes, competition, management of growth, potential fluctuations in operating results, international growth and expansion, the outcomes of legal proceedings and claims, fulfillment and data center optimization, risks of inventory management, seasonality, the degree to which the Company enters into, maintains and develops commercial agreements, acquisitions and strategic transactions, and risks of fulfillment throughput and productivity.

Those are side issues, however; the major reason is that Pearson is focusing on their education business, and Bertelsmann's new CEO Thomas Rabe has promised major acquisitions and strategic partnerships.

The potential upside based on the sum - of - the - parts analysis, and the belief that management can continue to make solid strategic acquisitions to grow the core business are both reasons to own Yahoo!.

We have now identified several strategic acquisitions that will complement our new business focus.

A strategic review was also completed by year - end, which confirmed EIIB's new focus on building recurring revenue streams, primarily within the Asset Management business — with a stated target of $ 3 billion of AUM by 2016 (via a growth, JV & selective acquisition strategy).

A chief restructuring officer was brought in from Capstone Advisors and, after a period of reviewing strategic alternatives including acquisitions, a business combination, the sale of the company or liquidation, new management concluded that liquidation was in the best interest of shareholders.

Incorporated («Morgan Stanley») as its advisor to assist the Company in exploring strategic alternatives available to the Company for enhancing shareholder value, including but not limited to, continued execution of the Company's business plan, the payment of a cash dividend to the Company's shareholders, a repurchase by the Company of shares of its capital stock, the sale or spin off of Company assets, partnering or other collaboration agreements, a merger, sale or liquidation of, or acquisition by, the Company or other strategic transaction.

The Board made this decision after completing an exhaustive evaluation of various strategic alternatives available to the Company for enhancing stockholder value, including but not limited to, continued execution of the Company's business plan, the payment of a cash dividend to the Company's stockholders, a repurchase by the Company of shares of its capital stock, the sale or spin off of Company assets, partnering or other collaboration agreements, a merger, sale or liquidation of, or acquisition by, the Company or other strategic transaction.

Cunningham's appointment is the latest in a series of significant developments within the Bimeda North America business, and follows on from strategic acquisitions last year within the equine animal health sector.

McNeil's appointment is the latest in a series of significant developments within the Bimeda North America business, and follows on from strategic acquisitions last year within the equine animal health sector.

The acquisition is a strategic fit and a critical step in growing our business,» John Cheng, President and CFO, SEGA of America said.

Last week, we announced a key strategic acquisition for our organization, reflecting our strategy to deploy our capital resources prudently and to take measured risks that provide immediately accretive opportunities for our business and the potential to long - term growth.

Through mergers and acquisitions, capital markets financing, strategic alliances, joint ventures, litigation and other business - related guidance, the firm helps clients in a broad range of industries turn legal challenges into business opportunities.

We continuously reinvest in our business by doing market research, consulting with existing clients, conducting white paper research and seeking acquisitions that offer a strategic marketing advantage.

That transformation is already delivering results: the team has recovered more than # 2m in compensation that the business had previously written off as unrecoverable, pursued underpayments for services (including # 1.3 m in just two sites), saved almost half a million pounds through fraud detection and helped the company with a strategic acquisition of a large US parcel handler, all while reducing spend against the department's budget.

The in - depth experience our business lawyers have in complex transactions enables us to assist our clients — as both IP licensors and licensees — with negotiations and deal structuring, and in connection with business acquisitions, financings, joint ventures and strategic alliances involving IP.