Not exact matches
Lecturing on three continents and
with hundreds of thousands of entrepreneurs reading his advice each month, Rabbi Issamar Ginzberg certainly is the «purple cow» in the world of marketing
strategy and
business development.
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.
In order to dive deeper into the management world and reveal the true value of taking advantage of the world's latest team
development strategies, it is essential that we get familiar
with the basics of successful
business management Without understanding the main factors, which lead a team to failure or push it up on the ladder to success, our efforts of creating a working
business system would be worthless.
We offer a space for developers and entrepreneurs to attend and organize events
with speakers, mentors and other entrepreneurs; a «hack space» and device library to develop and test new ideas; and Google Launchpad, a two - week boot camp for early stage start - ups helping
with subjects including user interface, product
strategy & technology, marketing,
business development and more.»
Alfano believes in prioritizing culture and making it a
business strategy; commit to connecting
with people, fostering open communications and to invest in learning and
development for everyone.
Omar Allam is a former diplomat, global entrepreneur, and CEO & Founder of the Allam Advisory Group, a global
business,
strategy and commercial diplomacy consulting firm that helps clients
with international
strategy, market entry support, export
development and investment attraction worldwide.
Vanni oversees the direction of the agency and spearheads
business development while working directly and intimately
with agency clients to ensure alignment between brand and digital
strategy.
In her current role as head of new ventures at Sultan Ventures, a startup catalyst and boutique venture firm, James leads a team tasked
with identifying and recruiting potential portfolio companies; provides mentoring and support to make portfolio companies investor - ready; and works
with local companies to provide
business -
development and deal - structuring
strategies.
Nilam Ganenthiran, Toronto - based vice-president of
business development and
strategy at Instacart, says the Canadian grocery shopper now looks much like the American consumer did when the company debuted, in 2012: increasingly comfortable
with online ordering, and willing to trust people hired to fulfil a grocery order.
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»).
From kicking off a professional wrestling career back in the 1990s, to the present day, where WWE sees Levesque «revolutionizing the
business»
with his developmental training processes and global recruiting
strategy, Levesque concluded the discussion
with CNBC, by stressing how putting in the hard work and taking a gamble can lead to life - changing
developments.
Driving it to become one of the leading regional new media agencies,
with core competencies in web, mobile and social media, Sabbagha combines
business, marketing, and management skills for application to web design,
development, planning, implementing digital and social media
strategies, online advertising, e-commerce, and digital marketing campaigns.
Arm your investor relations,
business development, corporate
strategy, and treasury teams
with in - depth intelligence.
Aaron is responsible for
strategy and
business development for Experian's Consumer Information Services
business unit,
with an emphasis on identifying market trends and facilitating partnerships
with key players in the rapidly evolving FinTech startup ecosystem.
Most recently she served as director of external affairs and communications for Spectra Energy's Canadian LNG
business, responsible for
development of natural gas infrastructure investment opportunities related to liquefied natural gas in Western Canada, as well as
development of
strategies to address market, regulatory, and stakeholder risks associated
with potential LNG projects.
The event concluded
with the
business leaders present endorsing the Sustainable
Development Goals as a framework for shaping corporate
strategies.
New venture Attorneys can be that partner,
with over 20 years in contract and corporate
business development, tax, securities, intellectual property, mergers and acquisitions, commercial finance, and virtually all disciplines related to
business development, emerging
businesses and
business exit
strategies.
Identify and execute on new marketing partnerships in tandem
with the VP
Strategy and
Business Development.
Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising
strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions
with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer;
developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our
business; and risks associated
with being a controlled company.
She later worked as Director of
Business Development at BBR Partners, where she was charged with new business development strategy and enhancing systems and infrast
Business Development at BBR Partners, where she was charged with new business development strategy and enhancing systems and infr
Development at BBR Partners, where she was charged
with new
business development strategy and enhancing systems and infrast
business development strategy and enhancing systems and infr
development strategy and enhancing systems and infrastructure.
I am company builder and help the
businesses I work
with on
strategy,
business model, attracting management and board members, capital raising, and corporate
development.
Is a cost - effective solution for short - term projects and
business cycle peaks Boosts corporate presence on campus Develops a long - term sustainable recruitment
strategy, as you can fill full - time roles
with past Co-op students Students are pre-screened and go through a competitive application process Contributes to the
development of the future work force Supports continuous learning
Other economic policies include reducing the regulatory burden for small
businesses and northern
development; a new $ 75 million venture capital fund to help businesses commercialize new technology developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development
development; a new $ 75 million venture capital fund to help
businesses commercialize new technology
developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community
Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development
Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements
with emerging markets; as well as a reorganization of federal regional
development development strategies.
With nearly 19 years experience in management consultancy and wealth management, Jeroen came to his current role from BNY Mellon International Wealth Management where his responsibilities embraced
business development and
strategy.
ABLAC gathers a C - suite group of
business leaders in Asia and Canada to provide a forum for an open and candid dialogue on how Canada can realize the full potential of its
business and economic engagement
with Asia, as well as providing strategic policy advice informing the
development of an Asia
Strategy for the Government of Canada.
Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey
strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and
business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate
with all
business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation
strategies via event, email and content marketing programs Establish excellent sales and client retention
strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales
strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize
with Partners.
Being in the unique position of being able to look back on over a dozen years of involvement
with persona
development strategy, I see the evolution of the Social
Business Persona addressing what user personas and buyer personas can not do on their own standing.
These new discoveries as well as degrees of uncertainties has created a third monumental evolution in the use of persona
development to inform
strategies on the design of products and services, customer conversation, marketing, and
business models that foster engagement
with customers.
Buyer persona
development must be coupled
with the techniques of the social sciences of social and
business anthropology to develop a new role and framework for being of value to
strategy within organizations.
VCs work by first performing due diligence, then providing hands - on assistance
with strategy and
business development once they make an investment.
Mr. Rahman has been
with Fidelity since 2003 and, prior to his current responsibilities, worked as a vice president, and as a director for
strategy and new
business development.
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.
«KBP's success by growth - through - acquisition
strategy has been incredibly successful, and this acquisition is right in line
with our
business model,» said Barry Dubin, KBP Foods Chief
Development Officer.
MLAs
strategy in China is to monitor market access conditions, assist the industry
with business development and build the True Aussie brand through promoting Australia's brand credentials.
Whilst one of the key
strategies remains to grow penetration of True Aussie at point of purchase, MLA Japan also conducts non-branded
business development work designed to improve brand loyalty
with the trade, including education seminars and workshops, technical support and training, new product and menu
development.
«She is a seasoned manager
with experience in all aspects of sales, marketing, merchandising, brand management, promotional
strategy, new product introductions, and new
business development.
MLA's
strategy in South Asia and Indonesia is to monitor market access conditions, assist the industry
with business development and build the True Aussie brand through promoting Australia's brand credentials.
PINTS (Partners Invested in Transformational Solutions) is based on the vision of providing objective
business planning and strategic growth solutions for the beverage industry, primarily tailored to the craft beer segment
with an emphasis on branding and marketing
strategies, growth planning and
development and succession planning.
Following this, Hopkins was promoted to Group Public Relations Manager to manage the Company's global public relations, media operations, hospitality and events including leading the company's communications and PR and events requirements across corporate, brand, and
business media in Australia, and key
strategy development with the US and UK markets.
You will be involved in the
development of the
Business Strategy with the Executive Team.
In addition to her work
with clients, Miriam provides consulting on product
development, staff education, and
business strategy.
Erin Wallace joins the company
with nearly 30 years at Walt Disney Theme Parks & Resorts in leadership roles across hotel and theme park operations, revenue management, industrial engineering, new
business development, F&B and merchandise
strategy and technology innovation.
The councils consist of
business and higher education officials as well as state lawmakers and have been tasked
with developing economic
development strategies for a region.
In addition, New York State's past experience
with geographically - targeted
business tax incentives should raise huge red flags regarding the efficacy of the proposal as an economic
development strategy.
I worked closely
with the vice president of
business development in identifying and supporting the corporate
business development strategy.
Meanwhile, the congressionally chartered Commission on the Advancement of Women and Minorities in Science, Engineering, and Technology
Development is holding public hearings (the next will be held 7 December at the National Institutes of Health in Bethesda, Maryland) and is formulating a report on specific
strategies for how to deal
with the slow pace of change in academia as well as
business and government.
Dawn integrated market
development strategies with product and
business model innovation to accelerate the application of genomics in medicine and personal healthcare.
Her
strategy in securing emission reductions includes
development of strategic partnerships
with retailers and other stakeholders,
with the ultimate goal of incorporating clean air and efficiency improvements into a sustainable
business model.
Ensure that all event communication and PR
strategies align
with business objectives and maximises the «Powering the Business of Fashion» positioning and exposure of new Tech deve
business objectives and maximises the «Powering the
Business of Fashion» positioning and exposure of new Tech deve
Business of Fashion» positioning and exposure of new Tech
developments
The Director of Global Marketing, will work on the
development, launch and measurement of 360 Global Marketing and Communication campaigns, by aligning
with key
business partners on the core
business strategies, to communicate the brand vision and direction of the Design & Merchandising teams across impactful campaigns and experiences.