Sentences with phrase «time for a new strategy»

So if you can't replace yourself yet, it's time for a new strategy.

The policies of the past administration have failed and it is now time for a new strategy.

If you're putting all your efforts into the juice plan and ignoring the days, weeks, and years to follow, it's time for a new strategy.

A version of this article appears in print on, on Page F1 of the National edition with the headline: Time for A New Strategy.

Like millions of moms and dads, if parenting stress is wreaking havoc on your relationship, it's time for a new strategy.

If you feel like you're operating your Twitter account in a vacuum, where your tweets enter the abyss of your followers» newsfeed never to be seen again, then it might be time for a new strategy.

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.

As we start 2011 and face the hype over new tools and new ways to use «old» tools like Facebook, this is an excellent time for you to consider the importance of email communications in your marketing strategy.

When you started your company website, you likely spent time developing a strategy for how often you'd post, what topics you'd cover and how your new content would help your visitors.

In late May, when Edward Yruma of Keybanc Capital Markets downgraded the stock, his reservations had more to do with its shares already being priced for perfection at a time when its strategy seemed to be shifting toward testing new products and markets more than driving sales in its yogawear stronghold.

Every time I tune in, I learn new tips for my own hustle — as well as exciting new business strategies from successful entrepreneurs, like Facebook employee No. 30, Noah Kagan.

While a new year presents an exciting opportunity for a fresh look at your marketing techniques, it's also the time to think about what to nix from your strategy.

An effective user acquisition strategy is the holy grail for many marketers, whether it be a mix of channels that generate a constant flow of new users at a sustainable cost or a clever tactic that gives a new product a boost in users in a short period of time.

Asked to comment on the ways in which companies appeared to be sidestepping the rules, Daniel Munden, Chief Press Officer for the government Department for Business, Energy and Industrial Strategy, which oversees the process, said implementing the new system would take time.

«Next time you're facing a situation that calls for you to present yourself in the best light - and perhaps a few notches up on the organizational ladder from where you normally perceive yourself to be - you might try a new strategy,» Neale suggests according to the GSB writeup.

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»).

«However, in the current environment and as the company accelerates its strategy execution, the board of directors has decided that the time is right for a new leader to drive the next phase in Ericsson's development.»

This strategy of searching for common ground before a meeting was particularly effective when a new contact was more obviously dissimilar from a director, for example when a young black woman meeting with an older white man spent time considering their career parallels before their get together.

Now, as you prepare to go global, it is time to develop a strategy for entering your new market.

-- 4 Reasons The Social Link Graph Will Have To Improve (SearchEngineLand)-- Non-Google Link Strategy: An Example of Stealth Link Marketing (SEW)-- Understanding Ranking Lag Time For New Links (SearchEngineLand)-- Link for People, Not Search Engines (SearchEngineWatch)-- Linking Strategies For Google Plus Your World (SearchEngineLand)-- Eric Ward's Link - Building Strategies for 2012 (Pole Position MarketiFor New Links (SearchEngineLand)-- Link for People, Not Search Engines (SearchEngineWatch)-- Linking Strategies For Google Plus Your World (SearchEngineLand)-- Eric Ward's Link - Building Strategies for 2012 (Pole Position Marketifor People, Not Search Engines (SearchEngineWatch)-- Linking Strategies For Google Plus Your World (SearchEngineLand)-- Eric Ward's Link - Building Strategies for 2012 (Pole Position MarketiFor Google Plus Your World (SearchEngineLand)-- Eric Ward's Link - Building Strategies for 2012 (Pole Position Marketifor 2012 (Pole Position Marketing)

From a janitor who left behind an $ 8,000,000 fortune to a reclusive computer programmer who amassed $ 18,000,000; a lawyer who quietly built a stock portfolio worth $ 188,000,000 to a retired IRS agent who turned her $ 5,000 savings into a portfolio valued in the tens of millions of dollars from her apartment in New York, ordinary Americans have been using the stealth wealth strategy to grow rich for a long time.»

Poloz shared his unease at a time when governments, central banks and the private sector around the world are searching for new strategies to counter hacks.

Faced with this new reality, now is the time for private equity firms to reassess their strategies and sharpen their operational excellence.

For the first time since 2015, the United States has a new National Security Strategy.

The chairman, CEO and founder of Fisher Investments, managing $ 65 billion in client assets, has been Forbes» «Portfolio Strategy» columnist for more than 30 years and is the author of 10 financial books, including four New York Times bestsellers.

This news release contains forward - looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 and Canadian securities laws, including statements regarding: BlackBerry's expectations regarding new product initiatives and timing, including the BlackBerry 10 platform; BlackBerry's plans and expectations regarding new service offerings, and assumptions regarding its service revenue model; BlackBerry's plans, strategies and objectives, and the anticipated opportunities and challenges in fiscal 2014; anticipated demand for, and BlackBerry's plans and expectations relating to, programs to drive sell - through of the company's BlackBerry 10 smartphones; BlackBerry's expectations regarding financial results for the second quarter of fiscal 2014; BlackBerry's expectations with respect to the sufficiency of its financial resources; BlackBerry's ongoing efforts to streamline its operations and its expectations relating to the benefits of its Cost Optimization and Resource Efficiency («CORE») program and similar strategies; BlackBerry's plans and expectations regarding marketing and promotional programs; and BlackBerry's estimates of purchase obligations and other contractual commitments.

Stephen Poloz shared his unease at a time when governments, central banks and the private sector around the world are searching for new strategies to counter hacks.

So if you have been relying on them increase followers, it's time to find a new strategy for social growth.

This news release contains forward - looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 and Canadian securities laws, including statements regarding: BlackBerry's expectations regarding new product initiatives and timing, including the BlackBerry 10 platform; BlackBerry's plans and expectations regarding new service offerings, and assumptions regarding its service revenue model; BlackBerry's plans, strategies and objectives, and the anticipated opportunities and challenges in fiscal 2014; anticipated demand for, and BlackBerry's plans and expectations relating to, programs to drive sell - through of the Company's BlackBerry 7 and 10 smartphones and BlackBerry PlayBook tablets; BlackBerry's expectations regarding financial results for the second quarter of fiscal 2014; BlackBerry's expectations with respect to the sufficiency of its financial resources; BlackBerry's ongoing efforts to streamline its operations and its expectations relating to the benefits of its Cost Optimization and Resource Efficiency («CORE») program and similar strategies; BlackBerry's plans and expectations regarding marketing and promotional programs; and BlackBerry's estimates of purchase obligations and other contractual commitments.

The business has been built with scale in mind, outsourcing much of the day - to - day to freelancers.This allows for plenty of time for a new owner to focus on growth strategies.

It was the first time we had discussed our swing trading strategy for the short side of the market in quite a while because our market timing model only shifted to a new «sell» signal -LSB-...]

The new collocated three - event strategy allows for single - day options - one small way we could help our customers save time and money in these relatively challenging times.

Strategies that will help you overcome changing search engine algorithms, and at the same time teach you methods for creating new traffic streams so you are less reliant on search engines for traffic.

Measures such as the Global Skills Strategy (GSS), which introduces a new two - week turnaround time for tech - worker permits, and an ambitious new approach to Work - Integrated - Learning placements, show the Government is listening to the concerns of Canadian CEOs facing talent shortages.

Marriott Vacations Worldwide management plans to make presentations regarding the new company's business strategy, competitive advantages and outlook at a conference for investors and security analysts on Friday, October 28 from 8:30 a.m. to 12 noon, Eastern Time.

• The Lone Analyst Who Said Sell Valeant When Hedge Funds Piled In (Bloomberg) • The Great Investment Advice Hidden in Warren Buffett's Annual Letter (Fortune) • Why America abandoned nuclear power (and what we can learn from South Korea)(Vox) • Former hedge fund manager Phil Falcone spoke in public for the first time in years, and slammed the industry (Business Insider) • Swedroe: EM Looks Terrible — Time To Buy (ETF) • The U.S. Could Use a New Economic Strategy (Bloomberg View) • How Marissa Mayer Keeps Talent: Meet Yahoo's $ 18 Million CRO (Re / code) • Does a Carbon Tax Wtime in years, and slammed the industry (Business Insider) • Swedroe: EM Looks Terrible — Time To Buy (ETF) • The U.S. Could Use a New Economic Strategy (Bloomberg View) • How Marissa Mayer Keeps Talent: Meet Yahoo's $ 18 Million CRO (Re / code) • Does a Carbon Tax WTime To Buy (ETF) • The U.S. Could Use a New Economic Strategy (Bloomberg View) • How Marissa Mayer Keeps Talent: Meet Yahoo's $ 18 Million CRO (Re / code) • Does a Carbon Tax Work?

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

He seems to have had one strategy for Old Testament times, another for New and post-New Testament times.

That this House: (1) notes with concern the impact on the Dairy Industry of the Coles milk pricing strategy and that: (a) dairy farmers around the country are today seriously questioning their future having suffered through one of the worst decades in memory including droughts, floods, price cuts and rising cost of inputs such as energy and feed; (b) unsustainable retail milk prices will, over time, compel processors to renegotiate contracts with dairy farmers and the prospect that these contracts will be below the cost of production may force many to leave the industry; (c) the fact that supermarkets are now selling milk cheaper than many varieties of bottled water will be the straw that finally breaks the camel's back for many dairy farmers; and (d) the risk of other potential impacts includes: (i) decreased competition as name brands are forced from the shelves; and (ii) the possible loss of fresh milk supplies to some parts of the country as local fresh milk industries become unviable; and (2) calls on the Government to: (a) ask the ACCC to immediately examine the big supermarkets and milk wholesalers after recent price cuts to ensure they do not have too much market power and are not anti-competitive in their behaviour; and (b) support the new Senate inquiry into the ongoing milk price war between the country's major supermarket chains».

Although many will suggest that Robson has a personal vendetta of sorts aimed squarely at the Grinch who stole soccer, that doesn't make his words any less truthful... such tactics are nothing new... in the U.S.this business practice has become so common that even the players regularly use the media to manipulate public opinion (LeBron James did likewise to rally public support for himself and away from his teammate, Kyrie Irving, who has asked to be traded)... whether for contract leverage or to rally support for or against certain players, this strategy can be incredibly effective at times, but when it misses the mark it can be dangerously divisive... for a close - to - the - vest team like Arsenal to use such nefarious means to manufacture a wedge between the fans and it's best player (again), is absolutely despicable... for the sanctimonious higher - ups who demand that it's players adhere to a certain protocol regarding information deemed «in house» or else to intentionally spread «fake» news or to provide certain outlets with privileged information for such purposes is pretty low indeed... no moral high ground here, just a big club pretending to be a small club so that they can continue to pull the wool over the eyes of a dedicated, albeit somewhat naive, fan base... so not only does this club no give a shit about it's fans, this clearly shows that clubs primary interests aren't even soccer related... for all intent and purposes Kroenke doesn't care if we're a soccer club or a tampon factory as long as we continue to maximized his investment... stay woke people... great to see more and more people commenting on the state of the franchise... this club needs to be held accountable for it's actions

Although the Amsterdam Tournament was a simple pre-season arrangement for clubs to hone their strategies in time for the new season, the tournament became a household name across England, as it regularly held the likes of Arsenal, Manchester United, Barcelona and so forth.

This time around I would love to see us do all our business early in the window, which doesn't actually open for another month, and get our squad finalised in time for a full pre-season, to enable us to work on a strategy for how we are going to play, with any new recruits fully settled into the squad.

I believe everyone has something to gain in sitting with someone who cares, who will walk with them and their burdens for a time, and who can give some new strategies to lighten the load.

25 Tips for Great Family Travel» (1885 words, one sidebar) «Preparing Your Child for the New Sibling» (626 words) «A Letter to My Daughter About Her Quest to Drive» (1229 words, two sidebars)(* E) «Food Allergies: More Than an «Inconvenience» (838 words, two sidebars) «7 Strategies for Teaching Your Child Self - Control» (894 words) «Insights About Parenting the Adopted Adolescent: Band - Aids Don't Work» (826 words, sidebar)(* A) «Dispel All Doubt: 9 Ways to Prepare Your Child (and You) for Their Time Away» (964 words) «The Joy of Camping with Our Kids» (890 words)(* E) «Have Yourself an Organized and Smooth School Year» (1006 words) «Choosing a Daycare that Works for Your Child and You» (699 words) «9 Tips for Talking to Kids About Family Finances» (1214 words) «Feuding Siblings?

Your priorities shift, your focus is now on your new little bundle, and if strategies are not already in place you don't have much spare time for making new ones.

In the morning, a lactation consultant sat with us for quite some time, watching Maya's mouth and trying out some new holds and strategies with us to combat the latch issue.

Join our presenters, two local therapists and parenting coaches, and experienced parents themselves, for a compassionate reframing of parental stress, and time dedicated to self - care and learning new strategies for handling the inherent challenges of being a parent.

A 90 - minute private session during which we will talk about what sleep habits are typical for your baby's age so you know what to expect; concerns you are dealing with at the time; new strategies to test out; and avoiding new problems.

Howdy folks, as you can imagine I've been scrambling around the past week, wrapping up my time at NWLC and building the foundation for the new digital strategy consulting business.

This time we talked about several things that have been recent obsessions on Epolitics.com, including the Kochs» new data / politics empire, the digital role of other outside groups in the upcoming campaigns, the fierce competition for digital staff, Dave Leichtman's proposed Democratic 50 - state digital organizing strategy and much more.