Sentences with phrase «term success of the business»

It's the biggest factor in the long - term success of any business.
If you're not ready to do that, navigating the road ahead will be much more difficult and the long - term success of your business may be in jeopardy.
Realize that removing yourself from low - level operations is the smartest investment you can make in the long - term success of your business
Someone in a precarious financial situation might be more liable to sacrifice long - term success of the business for quick gains.
The best CEO candidates will only want to join if they believe that the board is truly independent, without any agenda other than the long - term success of the business.
That's the primary metric that I look at for long term success of the business: Are we bringing enough new people into the market with innovative products and services?
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Whether it's building new facilities or getting better training for supervisors or employees, spend time this year not only creating a plan but following it to ensure the long - term success of your business.
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Sustainability is an important factor in the long - term success of a business.
Whether it's incorporating a business entity during its startup phase, winding up a business at dissolution or anything else in between, our business lawyers can provide legal advice that is critical to help your business avoid the legal pitfalls that can be catastrophic to the long - term success of your business.
Of course the definition of «success» can change over time, but generally speaking, the team operates with the long term success of the business in mind.
As a driving school owner, insurance is as important to the long - term success of your business as oxygen is to a scuba diver.
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The goal will be to protect the company's finances to guarantee the long term success of business.
Collins added: «We are competing with the full gamut for the best brains and talent university: getting our graduate recruitment right is crucial to the long term success of our business».
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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.
This year marks the 50th anniversary of Team Penske, which made it the perfect time to talk to Roger about business, leadership, and what he believes has contributed the most to his long - term success: people.
That's the kind of behavior that leads to referrals and long - term business success
They also were social long before social media: selling tickets directly, creating an extremely engaged fan club, sharing personal details as well as fan - generated artwork and content through their mailing list, and creating an ecosystem of small businesses that traveled with the band and had a vested interest in the band's long - term success.
Marketing automation is increasingly driving success for businesses in terms of enhancing sales whilst reducing cost and effort.
But they fall short in comparison to other businesses» overall success in terms of revenue and profit growth.
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.
While it's good that manufacturing firms think that the United States is a great place to do business, their success in America will not have the same impact, in terms of providing a huge number of well - paying jobs, as they did a half - century ago.
Like many, he points to the CSeries, which is expected to be ready for test flights in June, as far more important to the company's long - term success than a handful of big deals in the business line.
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.
While they're there, find ways to take advantage of the opportunity for your long - term business success.
As for the future, if the Switch is a long - term success, the result is clear: Nintendo's hardware business will be revived, revenue and profits will surge, and talk of the company's troubles will be forgotten.
Established in 1995, the mission of the Partnership Committee is to steward the firm's culture as defined by our Business Principles and standards, preserve the spirit of partnership, promote and enhance the benefits of partnership, and advance the long - term success of Goldman Sachs through the cultivation of its current and future leaders.
These risks and uncertainties include competition and other economic conditions including fragmentation of the media landscape and competition from other media alternatives; changes in advertising demand, circulation levels and audience shares; the Company's ability to develop and grow its online businesses; the Company's reliance on revenue from printing and distributing third - party publications; changes in newsprint prices; macroeconomic trends and conditions; the Company's ability to adapt to technological changes; the Company's ability to realize benefits or synergies from acquisitions or divestitures or to operate its businesses effectively following acquisitions or divestitures; the Company's success in implementing expense mitigation efforts; the Company's reliance on third - party vendors for various services; adverse results from litigation, governmental investigations or tax - related proceedings or audits; the Company's ability to attract and retain employees; the Company's ability to satisfy pension and other postretirement employee benefit obligations; changes in accounting standards; the effect of labor strikes, lockouts and labor negotiations; regulatory and judicial rulings; the Company's indebtedness and ability to comply with debt covenants applicable to its debt facilities; the Company's ability to satisfy future capital and liquidity requirements; the Company's ability to access the credit and capital markets at the times and in the amounts needed and on acceptable terms; and other events beyond the Company's control that may result in unexpected adverse operating results.
Putting together the right marketing program and allocating the necessary amount of resources towards it is absolutely crucial to the success of any real estate investment business over the long term.
Many of the businesses that find success with non-profit lenders are some of the very smallest small businesses and the micro-loan amounts and terms are often a perfect fit for businesses that don't have large capital needs.
Focused on what is normally termed the «pre-commercial» phase, before a new product is broadly available on the market, the «Commercialization Research and Preparedness Assistance (CRPA) Program would provide support to companies for innovation in commercialization and market preparedness measures to achieve higher levels of business success.
Because many of the business owners that find success with non-profit lenders are some of the smallest small businesses, the loan amounts and terms are a perfect fit for business owners that don't have large capital needs.
«This year's budget makes remarkable progress on reducing the debt - to - GDP ratio, and announced focused investment in areas that are important to the long - term economic success of the province, while holding steady on already very competitive business and personal tax rates.»
The infographic below, created by the New Jersey Institute of Technology's Online Master in Business Administration program visualizes the importance of branding across all digital marketing efforts, highlighting the importance of well - designed marketing strategies for long - term business Business Administration program visualizes the importance of branding across all digital marketing efforts, highlighting the importance of well - designed marketing strategies for long - term business business success.
Expand your knowledge, gain confidence, and lock in your clients long - term with the Better Business Coach ® Podcast — ten years of Matthew's experience distilled into 25 episodes designed to bring you unparalleled success.
And among the many questions you ask of any potential provider be sure to ask about audit rates, legal support from an attorney representing your interests and an expert plan administration team — all of these elements are key to your business's long term success when funding with ROBS.
Burtzlaff has demonstrated a commitment to build the CMIT brand; brought a consistent, cohesive message to his market; dedicated his business to the long - term impact of marketing; and seen success over time through his diligent efforts.
Here at Fundera, we've seen a number of wild success stories with debt refinancing — especially when it comes to graduating small business owners from expensive short - term financing to bigger and better loans.
Once we begin to think of our faith in terms of largeness instead of largess; once we begin to think of our faith in terms of measurable success or significant achievements or community stature or statistically significant gains or business models or congregational models or appropriate budget processes or cash flow direction or generally accepted accounting practices or independent audits or administrative requirements or procedural transparency or proper leadership roles or managerial responsibilities and boundaries or membership trends or effective organizational structures or current and accurate and relevant identity / purpose / vision / mission statements or strategic and tactical plans or valid and useful performance metrics — at that point, we have become money changers and temple authorities, we have deformed from a community into an industry that requires exclusionary individualism.
Once we begin to think of our faith in terms of largeness instead of largess or in terms of measurable success or significant achievements or community stature or statistically significant gains or business models or congregational models or appropriate budget processes or cash flow direction or generally accepted accounting practices or independent audits or administrative requirements or managerial transparency or proper leadership roles and boundaries or membership trends or effective organizational structures or a current and accurate vision statement — at that point, we have become the money changers — we have lost our faith and deserve to be driven away for we are neither living nor sharing the Good News.
Strong workforce management that promotes a culture of safety and fosters employee productivity and engagement is vital to profitability and long - term business success.
Understanding, continually monitoring and making strategic decisions based on long - term changes in global markets will be critical for the sustained success of export focussed businesses.
The combination of sophisticated technical capacity and strong business values building long - term trusted relationships have always been at the center of our success at Handtmann.
Despite the NFL's overwhelming success, pro football's future is uncertain due to the growing undercurrent of concern about head trauma and the long - term effects of concussions caused by the sport (and yes, a $ 765M settlement is still an undercurrent in a multi-billion-dollar business).
@gooner100 i use to think like you but i realized that i was been a fool, they have the funds for a lot longer then they let on, and even now they have huge reserves that they are not announcing, don't you find its a bit strange that we are the 5th richest club in the world but we rank in terms of success below twentieth or even lower, don't you notice how good players become average and great players leave, don't you notice we have no game plan, there are so many good things are happening with Arsenal but only business terms not on the pitch.
For me this is a period of re-building the Spurs team, by Pochittino and Levy is rebuilding the business and the stadium all hopefully for long terms success, only time will tell.
In terms of the race for the title, however, the most important victories came at the business end of the season, none more so than London derby successes at home to both Tottenham and West Ham United.
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