Sentences with phrase «term business growth»

Be personable and remember you're not there to self - promote, but rather to build relationships that can deliver word - of - mouth marketing and sustainable long - term business growth.

customers and the community to establish long - term business growth.

Hairdresser's / Beautician's... customers and the community to promote long term business growth.

customers and the community to promote long term business growth.

Identify prospective customers by using business directories and following leads from existing... customers and the community to promote long term business growth.

• Oversee the operations of the hyper market • Work towards creating a bridge between and assisting with sales, merchandising, operations, training and development and loss prevention • Maintain liaison with customers to ensure customer loyalty and long term business growth • Assist in recruiting procedures • Fill in for sales assistance in the absence of one

Created and launched new marketing strategies that built relationships with customers and the community to establish long - term business growth.

Managed business initiatives and analysis; ensured sound financial decisions are carried out to maximize long - term business growth.

Get to know the developments within the organization, understand the long term business growth strategy, stay connected with the key clients and ensure the stress points are kept under check.

This position is highly important, as business development representatives are responsible for boosting sales and achieving long - term business growth.

Seasoned chief executive officer with a stellar history of success building oil and gas industry companies into global giants with a solid market presence and a sustainable strategic plan for long - term business growth.

That was, hands down, the most prevalent topic of conversation on Facebook's second - quarter earnings call today, despite efforts from executives to downplay the importance of messaging in the company's near - term business growth.

This in turn creates a long - term business growth opportunity.

Every business company strives for the customer trust for long - term business growth.

«Like many other companies, we believe that investing responsibly in a variety of environmental sustainability initiatives is important for our long - term business growth.

While investors study market fundamentals to identify opportunities for long - term business growth, traders often hope to make a profit by targeting smaller upswings and downswings in the market, seeking opportunity in price fluctuations and volatility.

It is thus in the economic fitness of things that we charge only very normal and reasonable prices from all our valued customers, since we are well aware of market dynamics and the ill effects of unreasonable and artificially inflated pricing in terms of our long term business growth and development over time.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

The near - term growth potential of a brand's business is almost entirely circumscribed by the number of people out there in the world who are already somewhat familiar with it and at least a little intrigued.

Fukakusa was circumspect in addressing the question, writing the bank will «look for the right balance between investing in our businesses for long - term growth, returning capital to shareholders through dividends and share buybacks, and pursuing select acquisitions that fit our strategy and risk appetite.»

As business - friendly as Trump's tax and regulation stances may be in the short term, these policies are growth killers.

«You're going out of a weak business in terms of financials and... entering a market with strong growth and higher margins.

Yes, there are good reasons why some startups should put working day - to - day on growing their business aside and spend the time instead looking for outside investment, including: gaining the financial and other operational resources they need to move forward; to increase their financial stability, focus (plus peace of mind) in the short - term if they've been growing on revenue, founders» savings and credit cards; and to quickly accelerate their growth in order to capture a massive market.

But they fall short in comparison to other businesses» overall success in terms of revenue and profit growth.

The sports apparel and footwear giant is expected to outpace Wall Street's expectations in terms of quarterly profit and sales, thanks to strong demand for athletic apparel and the growth of Nike's e-commerce business.

«We recently announced several strategic initiatives to further capitalize on the disruption we are seeing in the market and to drive long - term growth for the business.

It gives you the chance to focus on how to improve your business by looking to the future and the long - term growth of your business.

«With the financial support provided by Siva along with the strong base in the Dandaragan operations, the resulting quality of our extra virgin olive oil, the establishment of relationships with key bulk buyers, and the expansion of infrastructure and operating capacity, the Olea Australis Group intends to achieve its goal of an on going sustainable business that is a long - term participant in the continued growth of extra virgin olive oil in Australia and throughout the world.»

We will continue to train you on a monthly basis for the life of your business on changes in this fluid industry and new marketing techniques to ensure growth and long - term success.

Investors are pushing for growth and making sure we do this well and build a sustainable long - term business.

Explain how your business applies to a group of people and how much growth potential your brand has, both in terms of new markets and in revenue streams.

I think that in terms of general growth, in terms of feedback, in terms of interactivity that's the one social channel that I'm on multiple times a day for our business.

And if you are a business owner, wouldn't you rather see long - term, sustainable growth than months of alternating feast and famine?

In fact, the term «family business» says as much about Cara's values and image as it does about its ownership — a business ethic that has fuelled its success while at times hindering its growth.

Rather than cater to retail investors demanding growth every quarter, these companies plan and invest for the long term, since the founding family's wealth is tied up in the business.

The U.K.'s small businesses and start - ups need the government to boost jobs and long - term growth in the forthcoming spring Budget, the Federation of Small Businesses has urged the finance secretary, Chancellor of the Exchequer Philibusinesses and start - ups need the government to boost jobs and long - term growth in the forthcoming spring Budget, the Federation of Small Businesses has urged the finance secretary, Chancellor of the Exchequer PhiliBusinesses has urged the finance secretary, Chancellor of the Exchequer Philip Hammond.

In this role, he leads business and financial strategies for the company to deliver profitable growth and long - term shareholder value, and sets direction for the finance, operations, supply chain and information technology functions.

Founded in 2012, Urban and his co-founders wanted to create a culture that made employee growth — both in terms of numbers and personal development — inextricably linked with the expansion of the business.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Republicans talk of sparking economic growth rates in the range of four per cent, but models run by non-partisan forecasters, such as the Wharton business school at the University of Pennsylvania, predict only a modest increase over the shorter term.

Your business's success depends on the right type of strategy, and the right type of strategy can in turn lead to higher sales, new customers, and long - term growth.

There are now enough regular customers in the normal sales cycle, and sustainable growth in new inquiries from a large target market, to qualify the business as reasonably «viable» for the foreseeable intermediate term.

They also have to answer five essay questions about their experience as an entrepreneur, including what inspired them to start their own business and information on their short - term and long - term growth plans.

«The lackluster economy combined with significant long - term concerns have caused many owners of small - to medium - sized businesses to slow their growth activities,» Insperity chairman and chief executive officer Paul J. Sarvadi said in a statement.

While pulling back resources may also hurt company growth, and you hate that, you know it's a necessity if you want to stay in business for the long term.

Nokia, which closed its 15.6 billion euro acquisition of Alcatel Lucent in January, is looking to stronger growth in fixed line equipment from the recently acquired business, as well as 900 million euros in cost savings through 2018 to help it shore up profits in the near - to medium - term.

«If you look where the markets of scale in terms of growth, innovation and productivity are now, they're largely in the emerging world,» says Rana Sarkar, president and CEO of the Canada - India Business Council (C - IBC).

His deep - value philosophy can be boiled down to four points: he's looking for high - quality stocks that protect against the downside; he wants businesses where short - term issues have caused investors to abandon the company; he wants to wait until valuations are «out - of - this - world» cheap, and he tries not to pay attention to macro issues like eurozone debt or Chinese growth.

As it can cost five times as much to acquire new customers than to maintain business with existing customers, loyalty is critical to your brand's bottom line and long - term growth.

... including consideration of the case, post-Brexit, for a new national investment fund to channel long - term capital via private - sector managed funds, into high growth, innovative businesses, to continue and extend the work that the European Investment Fund has begun.