Sentences with phrase «such high expectations for»

Back to this gorgeous façade though, let's take a moment to notice the single bottom speaker that audiophiles have such high expectations for, a USB Type - C port, sleek metal frame, smoothly rounded corners and thin bezels all around, top to bottom, side to side.

We had such high expectations for this year ahead of us but so much uncertainty as well.

I had such high expectations for this product.

I had such high expectations for it and it ended up the most disappointing film of the year for me.

The reason why Bandai - Namco had such high expectations for the game is because the first game sold a lot on the long term: it just kept popping back in Media Create's Top 20 every now and again, with remarkably stable sales.

I'm glad you're giving yourself grace for not getting everything done this year — it's always impossible to do, and we set such high expectations for ourselves.

So it helps to take a comprehensive look at the whole institution: When did we start having such high expectations for our partners?

The fact that they have such high expectations for him just goes to prove how talented he is and selling him could be as dumb as Fergie selling Pogba.

Not exact matches

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

The two big problems with that, though, have been the Saudis» high expectations for an Aramco valuation at listing, and the regulatory scrutiny that such listings generally entail.

Given the high costs of employee training and labor turnover, it is ridiculous to believe that companies would be willing to make such cuts if they had any legitimate expectation for a rebound anytime soon.

The current US recovery, which is now tied for the third - longest on record, has also been the weakest economic expansion since World War II, with an average annual growth rate of just 2 % over an 8 - year period.5 It may not take much to derail such tepid growth, particularly in light of continued high expectations.

The reason Arsenal / Wenger gets a lot of criticism is because we've been so poor, so for long, after he raised expectation to such a high level.

For a club with such high standards and expectations of winning though, there have been holes to pick in this campaign and that could lead to changes in the current squad.

It promises to be a tough assignment for the French tactician, as ultimately expectations will be high at St Mary's this season after Koeman guided them to such impressive back - to - back finishes in the Premier League.

We have set such a high standard and expectation for ourselves but unfortunately we haven't been able to live up to it.

there is no doubting that Arsene has helped to provide us with some incredible footballing moments in the formative years of his managerial career at Arsenal, but that certainly doesn't and shouldn't mean that he has earned the right to decide when and how he should leave this club... there have been numerous managers at each of the biggest clubs in Europe throughout the last decade who have waged far more successful campaigns than ours yet somehow and someway each were given their walking papers because they failed to meet the standards laid out by the hierarchy of their respective clubs... of course that doesn't mean that clubs should simply follow the lead of others, especially if clubs of note have become too reactionary when it comes to issues of termination, for whatever reasons, but there should be some logical discourse when it comes to the setting of parameters for a changing of the guard... in the case of Arsenal, this sort of discourse was largely stifled when the higher - ups devised their sinister plan on the eve of our move to the Emirates... by giving Wenger a free pass due to supposed financial constraints he, unwittingly or not, set the bar too low... it reminds me of a landlord who says he will only rent to «professional people» to maintain a certain standard then does a complete about face when the market is lean and vacancies are up... for those who rented under the original mandate they of course feel cheated but there is little they can do, except move on, especially if the landlord clearly cares more about profitability than keeping their word... unfortunately for the lifelong fans of a football club it's not so easy to switch allegiances and frankly why should they, in most cases we have been around far longer than them... so how does one deal with such an untenable situation... do you simply shut - up and hope for the best, do you place the best interests of those with only self - serving agendas above the collective and pray that karma eventually catches up with them, do you run away with your tail between your legs and only return when things have ultimately changed, do you keep trying to find silver linings to justify your very existence, do you lower your expectations by convincing yourself it could be worse or do you stand up for what you believe in by holding people accountable for their actions, especially when every fiber of your being tells you that something is rotten in the state of Denmark

For such a high - pressure situation, Harbaugh entered his first season as head of his alma mater with reasonable immediate expectations.

Which in all reality has turned out to be nothing less than a nightmare for the coach who arrived with such high expectations following an impressive career across Europe.

Rather than setting such high expectations with no room for failure, how about having faith in our children to do their best?

I agree with you, it surprises me to see such a piece of lobbying in the Times, but this is in the Opinion section, so expectations for journalistic integrity might not be so high.

Make your children have high expectations for bed time by including some routines such as reading which will even enhance their reading skills.

But for HSPs, the bad news is that their physical and emotional experiences are always processed at such a constant, high intensity, that it can really shape their lives — often as much as gender and race do — and often in ways that don't adhere to the expectations of an extroverted society.

On that note, it's absolutely possible for a game to require this much additional work and polish, especially when its one on the scale of Red Dead Redemption 2, and has such high expectations to fulfill.

We already know it won't be announced for quite a while and that it may not live up to such high expectations, but we're also starting to get an idea of what Avengers 4 «s title is not.

«There's a mixed message here, particularly for those providers — such as Professor Craven's ACU, which has programs in various jurisdictions — that is, agreement that we need national standards and higher expectations, but there might be more than marginal differences between expectations of those different accrediting authorities.

Such programs are no longer appropriate or compatible with current skills expectations: automotive repair courses in high school where practice continued on components that had been replaced by sophisticated computers in current cars; cosmetology courses whose graduates didn't have the math skills to pass licensing requirements for hairdressers and ended up as hair shampooers; distributive education courses that taught «selling» but not the computer, computation, and communication skills needed for any but the lowest - level sales jobs.

Research shows that increasing the time students are actually engaged in learning, along with other factors such as high expectations and the use of data to guide instruction, results in what we want for all students: confidence, love of learning, and higher achievement.

The gap is becoming a crisis in schools where leadership has supported or initiated purchasing initiatives (especially such high - profile technologies as tablets, laptops, Internet - connected handhelds and such high - volume technologies as handhelds and AlphaSmart) that create expectations within the school community, and then has failed to articulate or energize a vision for using those technologies.

Schoolwide disciplinary codes, such as the «no excuses» policies employed in KIPP schools, aim to set high behavioral expectations for all students.

Such a program would combine high expectations with a very concrete reward for achieving them.

At the very least, states with fully online schools should adopt a policy like the one in Ohio, which requires such schools to offer an orientation course — the perfect occasion to set high expectations for students as they enter and let them know what would help them thrive in an online learning environment (e.g., a quiet place to study, a dedicated amount of time to devote to academics).

High Expectations Yield High Achievement High - end research in areas such as physics, electronics, and biotechnology is a way of life at Thomas Jefferson High School for Science and Technology in Alexandria, Virginia.

Requiring all students to take a college - and workplace readiness curriculum by defining specific, challenging core content in English and math required for graduation, regardless of the high school program in which students enroll, and by ensuring that other courses such as science, history and the arts reinforce college and workplace readiness expectations;

Many teacher evaluation programs refer to high academic expectations by using language on specific qualities such as these from the CCT Rubric for effective teaching:

Research from the Center for Educational Effectiveness and the Baker Evaluation Research Consulting groups shows improvements in important skills and characteristics, such as high levels of collaboration and communication, high standards and expectations for all students, effective school leadership, and increased family and community involvement.

This relationship — which includes such factors as setting clear expectations, providing support and encouragement, and recognizing staff for a job well done — is much larger in high - need schools, and, for the most effective principals, can even close the teacher turnover gap with schools serving more advantaged students.Grissom, J. A. (2011).

As I have noted, stronger standards alone aren't the only reason why student achievement has improved within this period; at the same time, the higher expectations for student success fostered by the standards (along with the accountability measures put in place by the No Child Left Behind Act, the expansion of school choice, reform efforts by districts such as New York City, and efforts by organizations such as the College Board and the National Science and Math Initiative to get more poor and minority students to take Advanced Placement and other college prep courses), has helped more students achieve success.

The work began with teams from City - As - School, Voyages Preparatory High School, and ELLIS Preparatory Academy exploring research - based feedback practices — such as one - on - one conferencing and using student - facing rubrics to set expectations for learning — during after - school PLC sessions facilitated by Eskolta.

We have seen that permission - seeking language, such as «please», when inserted into directions can often undercut a teacher's communication of urgency and high expectations for students.

The district has appropriately told school leaders that these higher scores should be adjusted downward for early literacy such that they align with expectations on CMAS — and that they will be in the future (starting with the 2019 SPF).

With a mix of human capital reforms, such as rounding out the teaching force with UCLA graduate students who have expertise in key subjects, added student learning and enrichment programs in and out of classroom, and a new focus on developing a college - going culture of high expectations, UCLA is setting out to take what is, by most measures, a struggling school and drastically improve academic outcomes for all students.

This setting of low expectations by the state, which has been criticized by reformers in the state such as former Commissioner for Higher Education Stan Jones (now the head of College Complete America), makes a mockery of the otherwise strong efforts by the state to transform education for children.

Increasing racial, ethnic, linguistic, socio - economic, and gender diversity in the teacher workforce can have a positive effect for all students, but the impact is even more pronounced when students have a teacher who shares characteristics of their identity.20 For example, teachers of color are often better able to engage students of color, 21 and students of color score higher on standardized tests when taught by teachers of color.22 By holding students of color to a set of high expectations, 23 providing culturally relevant teaching, confronting racism through teaching, and developing trusting relationships with their students, teachers of color can increase other educational outcomes for students of color, such as high school completion and college attendancefor all students, but the impact is even more pronounced when students have a teacher who shares characteristics of their identity.20 For example, teachers of color are often better able to engage students of color, 21 and students of color score higher on standardized tests when taught by teachers of color.22 By holding students of color to a set of high expectations, 23 providing culturally relevant teaching, confronting racism through teaching, and developing trusting relationships with their students, teachers of color can increase other educational outcomes for students of color, such as high school completion and college attendanceFor example, teachers of color are often better able to engage students of color, 21 and students of color score higher on standardized tests when taught by teachers of color.22 By holding students of color to a set of high expectations, 23 providing culturally relevant teaching, confronting racism through teaching, and developing trusting relationships with their students, teachers of color can increase other educational outcomes for students of color, such as high school completion and college attendancefor students of color, such as high school completion and college attendance.24

I willingly left a different, well funded, well staffed, school district just to be able to teach in a school district that had such high level teaching expectations for their school librarians that were at the hub of bringing their schools into the 21st century.

A report out today from the National Council on Teacher Quality rates more than 1,100 elementary and secondary programs at just over 600 institutions of higher education across the country and concludes that the bar is set too low for entrance into professional training, future teachers are not being adequately prepared for the classroom or new requirements such as the Common Core State Standards, and the nation's expectations are far below those for teachers in countries

The standards call for some major changes in classroom practice to enable students to meet higher expectations, such as the greater level of text complexity in reading and challenging math expectations for all.

It's a brand new venture for the make, and as such, it comes with a lot of high expectations.

Besides, we also believe that our paramount commitment to our clients are in terms of providing high quality papers that justify the prices that clients pay to us for their papers and their reasonable and justified expectations from a high profile, high quality online essay writing service company such as ours.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.