Sentences with phrase «strategic management of business»

Not exact matches

«Strategic alliances are definitely becoming crucial in building businesses of all kinds and at an earlier stage than ever before,» says Gene Slowinski, director of strategic - alliance studies at Rutgers University's Graduate School of MaStrategic alliances are definitely becoming crucial in building businesses of all kinds and at an earlier stage than ever before,» says Gene Slowinski, director of strategic - alliance studies at Rutgers University's Graduate School of Mastrategic - alliance studies at Rutgers University's Graduate School of Management.

Another important principle, articulated by Michael Armstrong in his book A Handbook of Human Resource Management, is that business success «is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans.»

«Mr. Woodman is critical to the strategic direction and overall management of our company as well as our research and development process... The loss of Mr. Woodman could adversely affect our business, financial condition and operating results,» noted the company in its filing document.

If there's a blip on this otherwise impressive record, it's Cool's experience with Benjamin Moore, the 131 - year - old paint company Cool was sent in to help after a slew of management and strategic problems (Fortune profiled the business» blues last month).

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»).

IF setting the direction of the business is the domain of strategic planning, then getting the most out of the business is the domain of performance management.

The West Coast isknown for its environmentallyconsciousbent, andthere's no reason whyits business schoolwould be any different.The program hasdesigned each of its four MBA «career tracks» (consulting and strategic management, finance, product and service management, and businessinnovation and entrepreneurship) sothat each reflects some aspect of corporatesocial responsibility and sustainability.

For starters, suggests Joel Evans, co-author of Retail Management: A Strategic Approachand the RMI Distinguished Professor of Business at Hofstra University's Zarb School of Business in Hempstead, New York, entrepreneurs should track their sales and customer retention, and then look at the pricing activities of similarly sized companies in their geographical area - while being mildly alert to what larger firms are doing.

New this fall, UBC's EMBA in strategic mining management is a specialized program that was co-developed by the Sauder School of Business and the Norman B. Keevil Institute of Mining Engineering specifically for professionals in the mining industry.

The Rotman PhD Program offers seven distinct streams of focus; Accounting, Business Economics, Finance, Marketing, Organizational Behaviour and Human Resource Management, Operations Management, and Strategic Management.

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.

Woseth holds a master's degree in business administration with an emphasis in strategic management from the University of Minnesota's Carlson School of Bbusiness administration with an emphasis in strategic management from the University of Minnesota's Carlson School of BusinessBusiness.

Conway Director, Clarkson Centre for Business Ethics & Board Effectiveness Professor of Strategic Management

Of particular note was David's involvement on a prior investment where he played a critical role in helping the company exponentially increase revenue, double the customer list, strengthen the management team, and position the business for sale to a publicly traded strategic acquirer.

Boards of directors are responsible for the governance of their companies... The responsibilities of the board include setting the company's strategic aims, providing the leadership to put them into effect, supervising the management of the business and reporting to shareholders on their stewardship...»

This question and more is answered in new book, Survive and Thrive: Winning Against Strategic Threats to Your Business, featuring a collection of insights by strategy professors at the University of Toronto's Rotman School of Management.

Our Chief Executive Officer is responsible for setting the strategic direction of our company, the general management and operation of the business and the guidance and oversight of senior management.

You are unable to think strategically Robert Kabacoff, Vice President of Research at Management Research Group, a company specialized in creating business assessment tools, conducted a study in 2013 in which 97 % of a group of 10,000 senior executives said that strategic thinking is the most critical leadership skill for an organization's success.

Taylor's reliable and strategic leadership is also reflected in her 25 - year career at Pitney Bowes, where she has held management positions of increasing responsibility with multiple business units and at the corporate level.

In addition to leading fundraising efforts and portfolio management, Rob brings a network of relationships and business partnerships, while providing our companies with entrepreneurial and strategic advisement.

Ms. Bloxham is also the author of the Governance chapter in The Investor Relations Guide (published by Kennedy publications) and the Board chapter in Business Valuation Resource's Guide to Healthcare Valuation and the author / co-author of over 100 articles published by, among others Corporate Board Member, Directors Monthly, Directorship Magazine, International Finance and Treasury, Bank Accounting and Finance, American Banker, National Underwriter, Valuation Issues, Shareholder Value Magazine, CFO Magazine, Corporate Finance Review, the Wharton Leadership Digest, the Journal of Strategic Performance Measurement, Executive Talent, and the Journal of Cost Management.

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.

Mark H. Goldberg and Associates provides a full range of consulting to the telecommunications industry, including: business planning, strategic advisory services, carrier relations, regulatory and government relations, network design, RFP evaluations, project management and operations reviews.

KKR's Health Care Strategic Growth strategy leverages KKR's deep health care expertise, sector relationships, track record of scaling companies, and extensive portfolio to identify and invest in businesses with innovative products or services and high - quality management teams.

ACC Accounting & Auditing, AFR Africa, AGE Economics of Ageing, AGR Agricultural Economics, ARA Arab World, BAN Banking, BEC Business Economics, CBA Central Banking, CBE Cognitive & Behavioural Economics, CDM Collective Decision - Making, CFN Corporate Finance, CIS Confederation of Independent States, CMP Computational Economics, CNA China, COM Industrial Competition, CSE Economics of Strategic Management, CTA Contract Theory & Applications, CUL Cultural Economics, CWA Central & Western Asia, DCM Discrete Choice Models, DEM Demographic Economics, DEV Development, DGE Dynamic General Equilibrium, ECM Econometrics, EDU Education, EEC European Economics, EFF Efficiency & Productivity, ENE Energy Economics, ENT Entrepreneurship, ENV Environmental Economics, ETS Econometric Time Series, EUR Microeconomics European Issues, EVO Evolutionary Economics, EXP Experimental Economics, FDG Financial Development & Growth, FIN Finance, FMK Financial Markets, FOR Forecasting, GEO Economic Geography, GRO Economic Growth, GTH Game Theory, HAP Economics of Happiness, HEA Health Economics, HIS Business, Economic & Financial History, HME Heterodox Microeconomics, HPE History & Philosophy of Economics, HRM Human Capital & Human Resource Management, IAS Insurance Economics, ICT Information & Communication Technologies, IFN International Finance, IND Industrial Organization, INO Innovation, INT International Trade, IPR Intellectual Property Rights, IUE Informal & Underground Economics, KNM Knowledge Management & Knowledge Economy, LAB Labour Economics, LAM Central & South America, LAW Law & Economics, LMA Labor Markets - Supply, Demand & Wages, LTV Unemployment, Inequality & Poverty, MAC Macroeconomics, MFD Microfinance, MIC Microeconomics, MIG Economics of Human Migration, MKT Marketing, MON Monetary Economics, MST Market Microstructure, NET Network Economics, NEU Neuroeconomics, OPM Open Macroeconomics, ORE Operations Research, PBE Public Economics, PKE Post Keynesian Economics, POL Positive Political Economics, PPM Project, Program & Portfolio Management, PUB Public Finance, REG Regulation, RES Resource Economics, RMG Risk Management, SBM Small Business Management, SEA South East Asia, SOC Social Norms & Social Capital, SOG Sociology of Economics, SPO Sports & Economics, TID Technology & Industrial Dynamics, TRA Transition Economics, TRE Transport Economics, TUR Tourism Economics, UPT Utility Models & Prospect Theory, URE Urban & Real Estate Economics.

ACC Accounting & Auditing, AFR Africa, AGE Economics of Ageing, AGR Agricultural Economics, ARA Arab World, BAN Banking, BEC Business Economics, CBA Central Banking, CBE Cognitive & Behavioural Economics, CDM Collective Decision - Making, CFN Corporate Finance, CIS Confederation of Independent States, CMP Computational Economics, CNA China, COM Industrial Competition, CSE Economics of Strategic Management, CTA Contract Theory & Applications, CUL Cultural Economics, CWA Central & Western Asia, DCM Discrete Choice Models, DEM Demographic Economics, DEV Development, DGE Dynamic General Equilibrium, ECM Econometrics, EDU Education, EEC European Economics, EFF Efficiency & Productivity, ENE Energy Economics, ENT Entrepreneurship, ENV Environmental Economics, ETS Econometric Time Series, EUR Microeconomic European Issues, EVO Evolutionary Economics, EXP Experimental Economics, FDG Financial Development & Growth, FIN Finance, FMK Financial Markets, FOR Forecasting, GEO Economic Geography, GRO Economic Growth, GTH Game Theory, HAP Economics of Happiness, HEA Health Economics, HIS Business, Economic & Financial History, HME Heterodox Microeconomics, HPE History & Philosophy of Economics, HRM Human Capital & Human Resource Management, IAS Insurance Economics, ICT Information & Communication Technologies, IFN International Finance, IND Industrial Organization, INO Innovation, INT International Trade, IPR Intellectual Property Rights, IUE Informal & Underground Economics, KNM Knowledge Management & Knowledge Economy, LAB Labour Economics, LAM Central & South America, LAW Law & Economics, LMA Labor Markets - Supply, Demand & Wages, LTV Unemployment, Inequality & Poverty, MAC Macroeconomics, MFD Microfinance, MIC Microeconomics, MIG Economics of Human Migration, MKT Marketing, MON Monetary Economics, MST Market Microstructure, NET Network Economics, NEU Neuroeconomics, OPM Open Macroeconomics, PBE Public Economics, PKE Post Keynesian Economics, POL Positive Political Economics, PPM Project, Program & Portfolio Management, PUB Public Finance, REG Regulation, RES Resource Economics, RMG Risk Management, SBM Small Business Management, SEA South East Asia, SOC Social Norms & Social Capital, SOG Sociology of Economics, SPO Sports & Economics, TID Technology & Industrial Dynamics, TRA Transition Economics, TRE Transport Economics, TUR Tourism Economics, UPT Utility Models & Prospect Theory, URE Urban & Real Estate Economics.

Channel sales specialist, data and data management, will participate in development of strategic business plans.

Wealth Strategy consists of Family Wealth Transfer, Retirement Planning, Family Governance & Education, Risk Management, Strategic Philanthropy, Family & Business Continuity and Succession, Corporate Executives and Modern Family.

Our unpicking suggests the APS part of the business — the piece worth a strategic premium — might represent little more than half the Practice Management division's revenue.

Michael is responsible for the financial affairs and strategic planning of the company as well as the general administration of business travel and sales, vacation travel, marketing, and operations management.

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.

Karen's background in public policy, communications, strategic planning, and issues management is founded on previous roles with Spectra Energy's Canadian LNG group, Westport Innovations, the United States Consulate General (Vancouver), and the Business Council of British Columbia.

«This should have the effect of forcing strategic activities around data management with services firms who use the data and encouraging marketers to accelerate investments in «owned» activities (including business transformation and brand experiences) in lieu of lower margin «paid» media activities, such as traditional media buying,» he wrote.

Many family businesses are realizing that a strong capital agenda needs to be at the heart of all strategic boardroom and management decisions.

Prior to Eighty - Eight, she was Head of Business Development at Rent frock Repeat and was responsible for the overall management of all strategic business development, marketing, and customer relationship activities natBusiness Development at Rent frock Repeat and was responsible for the overall management of all strategic business development, marketing, and customer relationship activities natbusiness development, marketing, and customer relationship activities nationwide.

The company controls and owns three different strategic businesses in Venezuela and Asia, all of which have experienced local management teams.

Founded to help small businesses within the retail, restaurant, hospitality, and real estate industries successfully grow and expand their ideas and concepts, Streetsense Capital provides intellectual and financial capital, strategic consulting, and asset management, as well as access to the unparalleled expertise of Streetsense's multidisciplinary design and strategy team.

Dr. Abdul - Nashiru Issahaku has a Doctorate in International Affairs and Development from Clark Atlanta University, MBA in Finance and Strategic Management from Maharishi University of Management, USA, and Bachelors in Business Administration from the International Islamic University, Malaysia.

We have demonstrated the viability and sustainability of a nonprofit business model that develops the creativity, initiative, strategic capabilities, and management skills of graduate students and postdocs while providing much - needed, tangible benefits and services to local companies that could not otherwise afford them.

Paula Jarzabkowski, Professor of Strategic Management at Cass Business School and co-author of the paper, said:

Recombining existing knowledge «is only one piece of the puzzle,» says Sarah Kaplan, a Rotman professor of strategic management who has co-written a study paper on the subject with Keyvan Vakili, an assistant professor at the London Business School, who is a graduate of the Rotman PhD program.

Mary Whiteside, interim chair of Information Systems and Operations Management within UTA's College of Business, emphasized that this research forms an integral part of UTA's strategic focus on data - driven discovery within the Strategic Plan 2020: Bold Solutions Globastrategic focus on data - driven discovery within the Strategic Plan 2020: Bold Solutions GlobaStrategic Plan 2020: Bold Solutions Global Impact.

«Higher Highs and Lower Lows: The Role of Corporate Social Responsibility in CEO Dismissal» is published in the current issue of Strategic Management Journal by Tim Hubbard, assistant professor of management in Notre Dame's Mendoza College of Business, Dane Christensen of the University of Oregon and Scott Graffin from the University oManagement Journal by Tim Hubbard, assistant professor of management in Notre Dame's Mendoza College of Business, Dane Christensen of the University of Oregon and Scott Graffin from the University omanagement in Notre Dame's Mendoza College of Business, Dane Christensen of the University of Oregon and Scott Graffin from the University of Georgia.

Coon has served as a co-founder, executive management, and strategic partner for numerous healthcare and biotech startup companies, including roles as President of RxGen, President and CEO of BCS, Inc., President and CEO of HepatoTech, Inc., Executive Vice-President of CellzDirect (acquired by Invitrogen - Life Technologies), and the Senior Director of Business Development for RTI International.

This course will survey current understanding of the social behavior and decision making of humans and other animals, from psychological, economic, and ethological perspective; the neurobiology of friendship, social connection, and cooperation; the neurobiology of theory of mind and strategic behavior; disorders affecting social decision making and their biological basis; and applications of social neuroscience to business, including marketing, management and organizational design, leadership and team - building, negotiation, and trading.

The MA Fashion Business Management course is designed to equip students with the strategic decision - making, leadership and problem - solving skills to become an entrepreneurial and visionary fashion business leader of theBusiness Management course is designed to equip students with the strategic decision - making, leadership and problem - solving skills to become an entrepreneurial and visionary fashion business leader of thebusiness leader of the future.

Business analytics unlocks the predictive potential of data analysis to improve financial performance, strategic management, and operational efficiency.

In the midst of our current recession, business is booming for Integrated Strategic Management and Ryan is sent all over the United States to render his services.

Learn how to build a nuanced, well executed business case for a modern Learning Management System (LMS) with the measurable ROI that positions learning as a driver of your organization's strategic goals.