Sentences with phrase «such companies does»

A national Internet trade group representing such companies doing battle in the state as Airbnb and Uber has hired John Olsen as its first New York executive director and is opening an office near the Capitol in Albany.

Since such companies do not offer a refund guarantee, students simply lose their money.

Please be aware that such companies do exist and are not supportive of anyone having to deal with such an illness.

Actually, such companies do not consider themselves stupid when they decide to manufacture / rebrand such craps coz they know sum ppl r wise / ignorant enough to fall for such «excellent» phones

Additionally, if companies are reluctant on a legal basis to view the video résumés sent to them for specific job openings, such companies do not go to online video hosting sites to view video résumés in the hopes of somehow finding the perfect person for their job.

Such a company didn't exist.

Not exact matches

«That's not something that we had originally set out to do, but over time we got such an overwhelming amount of demand from larger companies,» says Josh Emig, WeWork's head of research.

Fortune's 2nd annual Change the World list features 50 do - gooding companies where such opportunity abounds.

Not only does this mean that companies need to find the right tools to facilitate such communication, it also means restructuring the way communications teams are positioned within companies.

That section laid out that a change in accounting rules now required Alphabet to include the change in value of any shares it owned in private companies, such as Uber, in its profits even if just held onto to its stake and didn't buy or sell any more shares.

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.

Apple won't be able to avoid the finger - wagging headed for any tech company doing business with companies like Foxconn, particularly when CEO Tim Cook, as Apple's former COO, is directly tied to such a partnership.

When I have teams that don't want to build Prof Services or don't want to really interact daily with customers helping them solve problems — which are often political in nature such as functional stovepipes in the customers organization — I then advise them to build a different kind of companies.

When presented such a rare opportunity, they don't do enough due diligence and often hugely underestimate how desperate the company's plight is.

Many such companies, «simply don't know what they must do to take their business overseas,» the Barton panel said.

(Netflix has before offered logic that can appear perplexing; earlier this year, the company said it doesn't offer downloads of movies because of the «complexity» of such a service.)

You create loyal customers being bold with what your company stands for, such as posting values and behaviors, asking for feedback about «did we demonstrate our values today?

The bigger the company, the larger the paycheque you can command — and that doesn't count other compensation such as stock or performance bonuses, common at the higher end of the leadership ladder.

Yet mighty Boeing still took issue with the Canadian company's sale of 75 of its 110 - seat, C - Series planes to Delta Airlines, even though Boeing doesn't build such a plane.

As a result companies are now finding out that they can also use their existing data to answer other business - critical questions, such as «How do pay grades relate to improved performance?»

Only time will tell if Under Armour can return its shoe business to the growth of a year ago, but it doesn't bode well that such a young category for the company is already struggling.

«You don't want to give the mom - and - pop shareholder who may not have seen the reports the ability to Google it,» Robertson says, speaking generally of how companies respond in such events.)

While other sharing - economy companies, such as Airbnb, take an «ask forgiveness rather than permission» approach, Scorpio and her co-founders wanted to do things by the book.

Due to the volume of customers companies have to reach, doing marketing tasks such as sending newsletters and following up on abandoned carts can be a tedious process.

Measures such as quotas that force placement of a higher number of women into leadership may provide rapid results, but may not do much to help get rid of the bias, and won't change a company's culture.

He said it would be hard for the Justice Department to argue that such a commitment did not address its concern that AT&T would raise the rates it charges for Time Warner content to rival pay - TV companies.

Not only do they make sure that articles make sense and the subjects and verbs are right, at many places — such as the media company in question — they write the headlines and make sure the trains run on time.

Until we can connect our brains directly to this virtual miasma of data that Google has done such a good job organizing, we're going to be reliant on companies to make hardware that acts as the intermediary.

And finally, ask what your company can do to change incentives such that a sales manager isn't so single - mindedly driven by numbers that he feels compelled to bend or break the rules.

While the Arkansas company says that de-identified data remains that way, such a fuller picture of consumers can enable health care companies to do a better job treating, insuring, or marketing to them, it says.

Companies such as Uber, Deliveroo, and TaskRabbit view those selling their services over the platform as independent contractors who do not get to enjoy the benefits that proper employees have.

The first is that such incentives don't work in the long - term interest of the company.

Theoretically, a privately held Dell will not face such pressures although some might argue that the $ 47 billion in debt the company assumed to get this thing done comes with its own set of stresses, but that's a story for another day.

What's a company to do with such mixed results?

Cargill claims to be the largest private company in the U.S. in terms of revenue and, although private companies like Nilsson Brothers and Cargill are not required to have independent directors, forward - thinking ones do such as McCain Foods.

Through the work I've done at Growth Everywhere, I've been lucky enough to chat with notable entrepreneurs such as Jason Lemkin (founder of Echosign, which sold to Adobe), Mark Organ (co-founder of Eloqua, which sold to Oracle) and others who are constantly pushing the boundaries of business success with their own companies.

Now pointing out that companies generally have the right to make their own rules for decorum doesn't mean there are not ethical limits on such rules.

The fact that the Commission carries out such inspections does not mean that the companies are guilty of anti-competitive behaviour nor does it prejudge the outcome of the investigation itself.»

Twitter has never preached a «don't be evil» mantra like some other Internet companies, but banning a user on such flimsy grounds is a pretty clear case of censorship.

Multiple news outlets have reported that Trump is trying to figure out what he could do to Amazon, such as changing its tax status or using antitrust laws against the company.

Nicole Wong, who previously served as the White House's deputy chief technology officer, said tech companies would be reluctant to create a database of jihadists videos, even if it could be kept current enough to be relevant, for fear that repressive governments would demand such set - ups to pre-screen any content they do not like.

Jazz up your communication, do your due diligence and market yourself in such a way that companies can't forget you.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company personnel); and Financial Plans (revenue projections for three to five years).

And because more companies are turning to cloud computing, bugs such as Venom have the potential to do significant damage, security experts said.

While Australian companies in some of these industries are restricted to setting up shop in the Shanghai Free Trade Zone, others, such as hotel chains and operators of care homes, can do business anywhere in China.

With such a new company, how do you delegate work?

As such, you should do your research, know who you're talking to, and figure out how to best capture their attention and persuade them to fund your company.

Ford, by contrast, issued two voluntary recalls, and did so in such a straightforward manner that the head of the National Highway Transportation Safety Agency commended the company for «stepping forward to resolve [the] issue.»

Working with Best Buy, Fling saw that the company could provide customers other valuable utilities on the mobile site, such as a tool to alert customers when a store has an item, and to be able to hold it if they do.

Currently the company uses #JustBaked, but could use tags such as #fathersday or #cupcake to reach users who don't already know the bakery.