Sentences with phrase «with brand management»

A decade of brand marketing and strategic planning experience, combining all disciplines of marketing communications and advertising with brand management, product development and consumer insights.

My experience with brand management, interdepartmental marketing initiatives, and video marketing techniques should make me ideal for the position.

Not exact matches

Greencrest's 2014 Twitter IPO projections are based on a variety of metrics, including recent management changes, partnerships with major brands, user growth, and, most importantly, revenue growth.

«A company is dealing with a brand crisis at this point — it needs to have a crisis management strategy and mobilize a PR team, either internal or external, to mitigate the situation.

Robert Kozinets, director of MBA specialization in global retail management at York University's Schulich School of Business, says none of the challenges experienced by Target so far have been out of line with what should reasonably be expected of a brand making its first foray into international territory — certainly not a powerhouse such as Target.

Brooks Bell — who has an eponymous e-commerce optimization firm in Raleigh, N.C., that has worked with American Eagle Outfitters and Brooks Brothers to scale their online operations — says that by the time online brands open their first store, they've already figured out the hardest parts of the operation: warehousing, inventory management and logistics.

The sometimes - activist hedge fund, founded by billionaire Barry Rosenstein, also said it owns about 593,000 shares of Sprouts, which earlier this year held preliminary talks to be taken private by Cerberus Capital Management and merged with its Albertsons Cos. brand, people familiar with the matter said at the time.

Brand Canada begins with our «weapons of mass attraction»: our education system, our expertise in resource management and soft infrastructure, and our immigration system.

Brand management is so important that Reputations Corporation, a Vancouver - based consultancy group, reports that 72 percent of consumers say reputation influences their buying decisions; 80 percent of employees will accept less pay to work with a company with an excellent reputation; while another 89 percent say reputation is a tiebreaker between equal products.

«We are extremely excited to be acquiring Qdoba and look forward to working with the management team, employees and franchisees to continue building the Qdoba brand,» Lance Milken, senior partner at Apollo, said in a statement.

Dig Deeper: How to Build Your Personal Brand How to Manage Your Company's Brand: Utilizing New Media Ed Roach, founder of The Brand Experts, a brand management consultancy in West Leamington, Ontario, goes further to suggests that even if you're not 100 percent comfortable with social media you should make an effort to learBrand How to Manage Your Company's Brand: Utilizing New Media Ed Roach, founder of The Brand Experts, a brand management consultancy in West Leamington, Ontario, goes further to suggests that even if you're not 100 percent comfortable with social media you should make an effort to learBrand: Utilizing New Media Ed Roach, founder of The Brand Experts, a brand management consultancy in West Leamington, Ontario, goes further to suggests that even if you're not 100 percent comfortable with social media you should make an effort to learBrand Experts, a brand management consultancy in West Leamington, Ontario, goes further to suggests that even if you're not 100 percent comfortable with social media you should make an effort to learbrand management consultancy in West Leamington, Ontario, goes further to suggests that even if you're not 100 percent comfortable with social media you should make an effort to learn it.

-- Collin Holmes, CEO of Chatmeter, a reputation - management and local SEO analytics company serving enterprise brands, with more than 20 locations

The inherent problems with MBO go - shops include the fact that «incumbent management has the best insight into the company's value, or at least is perceived to,» and many prospective buyers are reluctant to outbid an insider, like Michael Dell, out of fear of being branded as a hostile takeover artist.

Dany Garcia is the founder of The Garcia Companies, a talent and media management holding company that oversees Seven Bucks Productions, a company she co-founded with management client and business partner Dwayne «The Rock» Johnson to manage brands, talent, and projects.

Corporations agree: «It makes so much sense that you would expect decisions like these to be made with your senior management, starting with your CEO,» says Tod MacKenzie, Aramark's head of public affairs, who also worked on animal welfare policies with Balk and HSUS at DineEquity, owner of the IHOP and Applebee's brands.

But that can limit your business's growth, according to Dany Garcia, the founder of The Garcia Companies, a talent and media management holding company that oversees Seven Bucks Productions, a company she co-founded with management client and business partner Dwayne «The Rock» Johnson to manage brands, talent, and projects.

And because the site now shares an office in Toronto, a management team, and back - office costs with two other e-commerce brands (Halazon says the company is not yet prepared to name them), Shop.ca is on track to turn a profit.

That too is changing, with the next generation of providers; and that change may represent a breath of fresh air for brands that in the future find themselves in crisis management, without any customer data.

WHO: Scott Davis, managing partner at Prophet, an international branding consultancy based in San Francisco, and author of Brand Asset Management: Driving Profitable Growth Through Your Brands RATING: 5 «First off, most companies would die to be able to start with a brand as powerful as Dr. SBrand Asset Management: Driving Profitable Growth Through Your Brands RATING: 5 «First off, most companies would die to be able to start with a brand as powerful as Dr. Sbrand as powerful as Dr. Spock.

The built - in project management module makes it easy for your marketing, content and branding teams to work fully aligned with one another, tracking progress and workflows.

With a separate management team and distinct brand, Air Canada's discount operation will incur significant additional operational and marketing costs.

There is no doubt that a powerful brand can be an invaluable company asset, however, marketers have always battled with senior management to secure the budget necessary to build brand value.

Prior to her role with the fund, Kim was a management consultant at Bain and Company, an investor at Castanea Partners and founded a luxury leather goods brand called MAVN.

Tubin and Wooley said they felt the brand is strong and the long - term prospects for the company are robust, but the company is in the midst of a «major management transition, and with this transition comes more uncertainty.»

The agency can work with WPP clients and other brands and plans to offer services to clients such as positioning and messaging, content projects, video and photography, social - media management, audience development, and insights and analytics.

Eric Ries, Entrepreneur & Author, The Lean Startup Justin Rosenstein, Co-Founder, Asana Alec Ross, Author, The Industries of the Future Javier Saade, Venture Capitalist; Former Associate Administrator, SBA Chris Sacca, Founder / Chairman, Lowercase Capital Dave Samuel, Co-Founder, Freestyle Capital Julie Samuels, Executive Director, Tech: NYC Reshma Saujani, Founder, Girls Who Code Chris Schroeder, Venture Investor; Author, Startup Rising Jake Schwartz, Co - Founder / CEO, General Assembly Robert Scoble, Entrepreneur in Residence and Futurist, Upload VR Kim Malone Scott, CEO, Candor, Inc; Former Director, Google Tina Sharkey, Partner, Sherpa Foundry & Sherpa Capital Clara Shih, Co - Founder / CEO, Hearsay Social Shivani Siroya, Founder / CEO, InVenture Steve Smith, Executive Director, Public Policy Institute, Government Relations & Telecommunications Project, Rainbow PUSH Coalition Jonathan Spalter, Chair, Mobile Future DeShuna Spencer, CEO, kweliTV Katie Stanton, CMO, Color Genomics; Former VP of Global Media, Twitter Jenny Stefanotti, Co-Founder, OneProject; Board of Directors, Ushahidi Debby Sterling, Founder / CEO, Goldiblox Seth Sternberg, Co - Founder / CEO, Honor Margaret Stewart, Vice President of Product Design, Facebook Jeremy Stoppelman, CEO, Yelp Michael Stoppelman, SVP, Engineering, Yelp Baratunde Thurston, Former supervising producer, The Daily Show with Trevor Noah; Co-Founder, Cultivated Wit Stephanie Tilenius, Founder / CEO, Vida Health; Board of Directors, Seagate Technology Richard D. Titus, Entrepreneur; SVP, Samsung Anne Toth, VP of Policy & Compliance, Slack Bill Trenchard, Partner, First Round Capital April Underwood, VP of Product, Slack Max Ventilla, Founder / CEO, AltSchool Tabreez Verjee, Co - Founder / Partner Uprising; Board Director Kiva.org Jimmy Wales, Founder of Wikipedia Hunter Walk, Partner, Homebrew VC; Former Director of Product Management, Google Tristan Walker, Founder / CEO, Walker & Company Brands, Inc.; Founder / Chairman, Code 2040 Ari Wallach, CEO, Synthesis Corp..

«Further, we note Mr. Niccol has less experience with cost management, given Taco Bell is a primarily franchised brand compared to Chipotle's 100 percent company - operated model,» Charles said.

By the time Lululemon sorts out its management changes, it will have already lost its growth momentum, making it harder to compete with other brands, he said.

Your branding, your online reputation management, and SEO strategy can be managed with intelligent content generation and a well - researched link building plan.

With the product category growing at more than four times the rate for pet treats overall, VMG Partners and company management helped build brand awareness and push Waggin» Train products beyond mass retail and club stores into grocery and pet retail outlets.

She worked on a wide range of campaigns with an emphasis on behavioral targeting, customer relationship management and brand development.

CTC myCFO is a brand delivering family office services and investment advisory services through CTC myCFO, LLC, an investment adviser registered with the U.S. Securities and Exchange Commission; investment management services, trust, deposit and loan products and services through BMO Harris Bank N.A., a national bank with trust powers; and trust services through BMO Delaware Trust Company, a Delaware limited purpose trust company.

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.

With the objective of learning from the rich experiences and lessons that other countries have gained from their own programs, teams of researchers at Ryerson University and California Lutheran University looked at a wide range of assistance programs targeting branding, financing, and management - associated challenges, among other issues.

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

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.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Eric Ries, Entrepreneur & Author, The Lean Startup Justin Rosenstein, Co-Founder, Asana Alec Ross, Author, The Industries of the Future Javier Saade, Venture Capitalist; Former Associate Administrator, SBA Chris Sacca, Founder / Chairman, Lowercase Capital Dave Samuel, Co-Founder, Freestyle Capital Julie Samuels, Executive Director, Tech: NYC Reshma Saujani, Founder, Girls Who Code Chris Schroeder, Venture Investor; Author, Startup Rising Jake Schwartz, Co - Founder / CEO, General Assembly Robert Scoble, Entrepreneur in Residence and Futurist, Upload VR Kim Malone Scott, CEO, Candor, Inc; Former Director, Google Tina Sharkey, Partner, Sherpa Foundry & Sherpa Capital Clara Shih, Co - Founder / CEO, Hearsay Social Shivani Siroya, Founder / CEO, InVenture Steve Smith, Executive Director, Public Policy Institute, Government Relations & Telecommunications Project, Rainbow PUSH Coalition Jonathan Spalter, Chair, Mobile Future DeShuna Spencer, CEO, kweliTV Katie Stanton, CMO, Color Genomics; Former VP of Global Media, Twitter Jenny Stefanotti, Co-Founder, OneProject; Board of Directors, Ushahidi Debbie Sterling, Founder / CEO, Goldiblox Seth Sternberg, Co - Founder / CEO, Honor Margaret Stewart, Vice President of Product Design, Facebook Jeremy Stoppelman, CEO, Yelp Michael Stoppelman, SVP, Engineering, Yelp Baratunde Thurston, Former supervising producer, The Daily Show with Trevor Noah; Co-Founder, Cultivated Wit Stephanie Tilenius, Founder / CEO, Vida Health; Board of Directors, Seagate Technology Richard D. Titus, Entrepreneur; SVP, Samsung Anne Toth, VP of Policy & Compliance, Slack Bill Trenchard, Partner, First Round Capital April Underwood, VP of Product, Slack Max Ventilla, Founder / CEO, AltSchool Tabreez Verjee, Co - Founder / Partner Uprising; Board Director Kiva.org Jimmy Wales, Founder of Wikipedia Hunter Walk, Partner, Homebrew VC; Former Director of Product Management, Google Tristan Walker, Founder / CEO, Walker & Company Brands, Inc.; Founder / Chairman, Code 2040 Ari Wallach, CEO, Synthesis Corp..

And in the Social Media Management category, Hootsuite crushed all comers handily with more than 50 percent brand recognition.

The document is branded with the current Mt. Gox logo and a redesigned version, and claims to have detailed inside knowledge of Mt. Gox and its financial affairs, but appears to be written by a team external to Mt. Gox's current management.

The Twinkie rose again when the brand, along with the rest of Hostess» snack food line, was purchased the following year by two investment firms, Metropolous & Co and Apollo Global Management.

Combined with modest growth from its Fios segment — where increases in Fios Internet customers have more than offset losses in Fios Video connections — as well as sales from its Oath subsidiary, which encompasses more than 50 media and tech brands including Yahoo!, tumblr, TechCrunch, HuffPost, and AOL, management says investors can safely expect Verizon to deliver solid low - single - digit percent growth in both revenue and adjusted earnings this year.

The company helps brands produce content on fast turnarounds — all with a focus on cost management.

Franklin's management, brand name, global network and rock - solid balance sheet had attracted us, but the company's exposure to emerging markets, combined with the broad move away from actively managed funds, has impaired the company's ability to grow.

Throw in Berkshire's preference for companies with simple business models, strong management teams, powerful brands and healthy pricing power, and the number of tech companies that potentially meet its criteria really starts to look small.

She is a marketing consultant, researcher and university lecturer with 20 years of B2B and B2C marketing and brand management experience at Unilever, Mattel, Bayer, Career Edge Organization and Ryerson University.

«This should have the effect of forcing strategic activities around data management with services firms who use the data and encouraging marketers to accelerate investments in «owned» activities (including business transformation and brand experiences) in lieu of lower margin «paid» media activities, such as traditional media buying,» he wrote.

Prior to joining Clothes Mentor in 2013, she spent 8 years in retail management with Limited Brands.

Combining his decade of experience in financial services, marketing, digital strategy, global branding and strategic management working with Fortune 500 clients and premium brands in Asia, Europe and North America Patrick leads the RentMoola team.