Sentences with phrase «which drives people»

Loneliness is an utter illness of the soul which drives people mad.

By extension, capitalism is the reward system which drives people to spread the benefits of easier living to as many others as possible.

The whole idea of capitalism is incentives, which drives people to make better products.

Past studies have suggested that the spots targeted by both kinds of stimulation — located in the left hemisphere — are likely to process «approach» emotions such as happiness, curiosity, and anger, which drive people to reach out and engage with the world.

There are various productive stories here which drive people to this from the entire path crosswise over Europe for the reason.

Not exact matches

It's certainly a lot closer to driving the change Victoria's Secret claims it wants to see, instead of what it's doing now which is maintaining the structure that actually keeps people poor — and kids slaving away in cotton fields.

«They're always trying to figure out how to optimize the optimized, which can drive people nuts,» she says.

Sales came in faster than they could ship out the tea, which prompted the couple to drive around Hamilton asking people at bus stops if they wanted to make some extra money bagging tea leaves for a few hours.

You can run split test campaigns to see which colors, written copy or layout designs work best to drive more people to setup an appointment.

Alcohol and cigarettes, which also «hook» people, destroy health and lives, and cause death and harm to those who don't use them (second - hand smoke, drunk driving, abused families) are legal, billion - dollar industries, and these drugs are available and consumed everywhere.

Mark Zuckerberg owns a modest $ 30,000 Acura TSX entry - level sedan, the 61st richest person in the world Azim Premji drove a Toyota Corolla, and Warren Buffett recently sold his 2006 Cadillac, which was noted for not being anything special, for a new model.

Finally, we used Facebook ads to drive traffic to our giveaway page as well as an Instagram influencer strategy, which involved identifying Instagrammers with an audience of people interested in subjects such as motivation, productivity, and self - improvement.

It also used information from the career - oriented social network LinkedIn, which Microsoft owns, and connected people into business meetings — even while driving a car.

Today, signs point to the emergence of a new era, driven by the rise of «big data» — the 2.5 quintillion bytes produced each day, which represent the collective output of every person, organization and instrumented thing.

Until the company can move away from an ad - driven business model (which accounts for 90 percent of revenue), it will continue to make people's data available to advertisers and potentially bad agents.

Ultra-productive people know which activities drive the greatest results.

After multiple calls from irate neighbors, «which continued even after Blackman assured the Silvermans that the «parties were small and that everything was under control,» the Silvermans drove out on the afternoon of June 23 and found «about 50 cars in the road, security guards checking IDs» and «at least 100 persons all over their yard.»

Autistic people are known for thriving in repetitive tasks, which is an especially valuable skill set in today's data - driven work environments.

But by combining those standards, which drive up the price of insurance, with a reduction in financial assistance and mandates to carry coverage, it's hard to see how poor people who are more likely to lack insurance will be able to afford it anymore.

In the latter case, the company is either hiring the wrong people or has a dysfunctional atmosphere that drives people away, in which case hiring is unlikely to be sound.

This could cause a huge construction boom, which, in turn, could create jobs for the people who were ever involved in driving cars.

Wright argues that the driving factor in these changes is the perception of non-zero-sum relations: In situations in which both sides can benefit, people find a way to get along.

Once you have your real - time visualizations distributed to the right people they can use data to drive decisions which are validated with even more data.

In 2008, as director of analytics for Obama's first presidential run, the former Google Chrome and Google AdWords product manager was tasked with figuring out which data and calls to action on the campaign's website would drive people to contribute.

It's a demand - driven marketplace, according to Fung, which means users can say exactly what they're looking for and have people come to them rather than the other way around.

The city of just over 33,000 people is located near the shores of Lake Michigan in the western part of the state, about a half - hour drive from Michigan's second most - populated city, Grand Rapids, and roughly an hour from Kalamazoo, the home of Western Michigan University, which has an enrollment of nearly 23,000 students.

The first is dopamine, which helps control the brain's reward and pleasure centers and could help drive up a person's interest in sex.

Companies can also learn to make sales using «offers» (which is in limited beta) to drive people to sign up and buy.

As I started thinking about how to change that, I became very focused on the laboratory space and the context of the power of laboratory data — which drives, some say, 80 % of clinical decisions — and the ability to help make access to that information more available to people, and to try to create actionable information that would be accessible to people at the time that it really matters.

«I think the self - driving car has the opportunity to not only improve productivity for the people in the car, which will be a huge economic boost for those people; Not only has the opportunity to save lives — over a million people die worldwide in road deaths today caused by human drivers, and I think we can take that very close to zero, which is very good for both human welfare and for economic productivity — it's a very serious dent in productivity when people get killed; And then all the ancillary industries that end up getting built out.»

So people were driven out of the swaps market and into the futures market, which is imperfect, for technical reasons.

The ruling, however, did not shut down Uber's self - driving operations altogether, which would have likely caused a major setback to Uber's business, seeing as it plans to heavily rely on self - driving cars to service people in the near future.

Or, you might discover that LinkedIn is where you see most people sharing your content, which in turn drives a lot of traffic.

The Nissan people kept hectoring Levandowski about vehicle - to - vehicle communication, which the company's engineers (and many in the automotive industry) seemed to see as a significant part of the self - driving car solution.

Zipcar members can rent by the hour or by the day, which is appealing to people who drive infrequently.

Product webinars: Create a compelling story that walks people through your products and its new features and upgrades, which will drive home its importance

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

It was built by Horne Brothers Construction, which at the project's peak hired about 50 people to drive piles and install the solar panels.

For example, a tool like Google Analytics can tell you which blog posts are sending the most people to your product pages and / or driving the most sales.

Now the idea of Silicon Valley's investment community — which brought you Pets.com and other Web wonders — wagging fingers and noting that others are driving irrational valuations might strike some people as, well, funny.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

So, generally, the biggest deltas are, one, a little bit weaker on the handset side; two, a little more conservative modeling of what happens later in the year than what we had, which frankly is not, again, just to drive that point home, nobody knows how many people are going to buy a new handset when it's launched on the market — not us, not our customers, not analysts, or you name it.

I think something that keeps becoming a problem for various sort of consumer - driven initiatives here is that people demand a level of security and predictability and reliability out of [healthcare that keeps them from being able to walk out of a doctor's office and say no, or keeps them from being willing to accept the consequences of a market, which, after all, rely to some degree on scarcity.

Maybe we're just seeing a whole bunch of alternatives pop up, some of which are driven by this consumerization piece and that's causing choice, and people are opting into it.

For example, it is important to note that broad match keywords can be helpful to the PPC advertiser in some respects because the broad match keyword will drive more traffic to your site which is something that helps let people know that you exist.

«By doing that licensing, it's actually decreasing interest in watching linear, live TV, which is hurting advertising and is driving people towards on - demand programming, meaning Netflix,» Greenfield said.

And such a large under performance seemed to better support my contention that emotions drive investing for most people, which results in substantial investing mistakes.

We have government debt, corporate debt, and a much larger Fed balance sheet (which, some people argue, drove bond buying by the public), but those are offset by a significant deleveraging in household and financial sector debt.

Hopefully, these connections will allow people working in corporations to feel better (current estimates show employee engagement at an all - time low in this country, with 70 % of the US workforce being disengaged), do better and create a happier workforce which is equally productive, profitable and purpose driven.