Sentences with phrase «with change in strategy»

Samsung is going through change in naming convention with Galaxy A and E series devices along with change in strategy focusing on lesser number of models.

Some of these changes are consistent with a change in strategy towards flexibility and the ability to colonise novel environments.

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.

Social media had come along and changed the way that consumers interacted with brands, which required a rethink in corporate marketing strategies.

CEO Karl - Johan Persson has made responsible supply chain practices core to the brand's business strategy, one which has propelled H&M into a clear leadership position, engaging with local governments and industry in pushing for substantive change.

Taking dangerous quantities of the otherwise safe loperamide is one strategy being used by people addicted to opioid painkillers and other drugs since it can increase opioid absorption in the gut; the FDA says it is now working with loperamide manufacturers to change its packaging so that it comes with fewer doses and is thus harder to abuse.

For Aetna, the deal would mark a change in strategy after its attempted tie - up with Humana was blocked by a federal court on antitrust grounds.

As Jason Cole, CEO of Da Primus Consulting, puts it, «The leadership is unable to set a clear strategy for the company and stick with it long enough to succeed, resulting in a lot of wasted money and energy from constant changes in direction.»

Just keep the above strategies in mind and you can keep up with the changing hearts and minds of customers as this new era of consumerism takes shape.

And while you might think you have nothing in common with Brian, think again: he took over the family business from his father (who took over from his father, the legendary Bill France, Sr.), needs to balance the needs of current customers while making smart changes to his product, must constantly work to build better relationships with partners, and must constantly revamp digital and social offerings and strategies to communicate with customers the way they want to engage.

With revenue sliding from existing games and most new titles failing to break through the app store clutter, Glu will change its strategy resulting in lower expected revenue and larger losses for the rest of the year.

For example, you could learn more about a new strategy emerging in your field or a new technology that could change the way you communicate with your customers.

«This Petrov probe could change the narrative of Putin in the West — from being a Stalinist tyrant defending the interests of his country to being a product of gangster Petersburg who united authorities with organized crime,» Stanislav Belkovsky, a Kremlin adviser during Putin's first term who consults at Moscow's Institute for National Strategy, told Bloomberg.

But many companies fall significantly short in doing four things: (1) clearly defining their culture, (2) managing that culture, (3) aligning culture with strategy and desired results, and (4) leveraging culture during times of change.

It didn't happen overnight, but when senior leaders throughout the military ranks, especially in special operations, got behind this change effort, started demonstrating the new behaviors themselves and talked about the new vision every day; only then didn't the culture start to shift to align with the vision and strategy.

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»).

Though the US Navy has far more submarines in active service both in SSBN's and attack submarines, the Russian Navy's recent moves and its newest submarine plans, show a sign of changing strategy, with a new focus placed on challenging the US Navy's dominance — particularly underwater.

Despite the change, BlackBerry did not follow up with a significant change in strategy, and the stock price continues to suffer as a result, said James Moorman, an analyst for S&P Capital IQ.

However, the Pan Canadian Framework on Clean Growth and Climate Change lays out a number of policies that will compel more clean tech innovation in Canada, he said, including a price on pollution with a carbon price, to be in place across Canada by the start of next year, as well as a promised national clean fuels strategy, better energy efficiency standards and limits on greenhouse gases like methane.

«The people who are at the vanguard of the investment community in and around San Francisco are starting to come to grips with the fact that there's a gaping hole in the strategy that investors are using today, and are now looking at things that are disruptively world - changing, fundamental technologies that will take five to 15 years to develop and are extremely capital intensive,» he says.

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.

A strategy here, a mindset change there — sooner or later, you'll begin to see how turning your company's focus a bit outward will provide you with satisfying results in your business.

As with many things in ecommerce, one size does not fit all, so it is important to measure and test the success of changes you make to your online store's pricing strategy.

In a 1 - on - 1 interview, Vice President Biden sits down with Dr. David Agus to talk about the progress made through the Cancer Moonshot and the strategy for the work ahead, including how we must change the culture in the fight to end canceIn a 1 - on - 1 interview, Vice President Biden sits down with Dr. David Agus to talk about the progress made through the Cancer Moonshot and the strategy for the work ahead, including how we must change the culture in the fight to end cancein the fight to end cancer.

Regulators at the Securities and Exchange Commission have been looking at changes in the markets and automated trading strategies in connection with volatility.

[1:20] How the kindness of a stranger changed Tony's life [3:35] Peter Diamandis talks about the origins of X Prize [6:30] Technology helping the agricultural industry [7:00] Sequencing genomes [8:55] Life - work integration [11:15] Finding your highest calling in life [12:00] Reframing what is «impossible» [14:00] Strategy vs. psychology [15:00] Changing your state [16:00] The science of achievement, the art of fulfillment [19:00] Living in a beautiful state [24:00] Thinking 10x bigger [28:00] Surrounding yourself with a «nothing is impossible» community [29:00] The news pollutes your mind [31:00] Tony's natural gifts and core beliefs [33:30] Overcoming failure and criticism [37:45] Defining your environment [40:00] Life happens for you, not to you [42:00] Rituals and practices to up your game [46:30] Tony's priming process

In what would be the biggest change to its music strategy in years, Apple is pressing ahead with a sweeping overhaul of its digital music services that would allow the company to compete directly with streaming upstarts like SpotifIn what would be the biggest change to its music strategy in years, Apple is pressing ahead with a sweeping overhaul of its digital music services that would allow the company to compete directly with streaming upstarts like Spotifin years, Apple is pressing ahead with a sweeping overhaul of its digital music services that would allow the company to compete directly with streaming upstarts like Spotify.

Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.

DOL's rule is the latest regulatory threat to the independent BD «legacy business model,» says Matthew Lynch, managing partner of Strategy and Resources LLC, and for BDs with a significant amount of commission business that involves ERISA accounts, «something has to change» in terms of compliance and coming to terms with BICE.

(Reuters)- J.C. Penney Co Inc (JCP.N) plans to hire about 35,000 temporary workers for the coming holiday season, roughly the same level as in 2011, before it changed its pricing strategy and did away with most coupons and sales events, a spokeswoman said on Tuesday.

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.

This new identity was introduced March 3 during a special event with Harvard Business School Professor Michael Porter, arguably the globe's leading expert on business strategy and — among other things — the importance of innovation in an ever - changing world.

With clear determination of changes in buyer behavior remaining elusive, B2B organizations are struggling to find the right mix of buyer strategies and tactics that result in a winning formula.

In author and seasoned commodity trader Carley Garner's quest to guide traders through the process of commodity market analysis, strategy development, and risk management, «Higher Probability Commodity Trading» discusses several alternative market concepts and unconventional views such as option selling tactics, hedging futures positions with options, and combining the practice of fundamental, technical, seasonal, and sentiment analysis to gauge market price changes.

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.

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.

«Our processes are changing, along with our investments in technology that may impact the number of people required to perform various tasks,» Goldberg said in the memo, which directed employees to a detailed letter about the company's strategy.

By all indications, the Conservative party is about to once again go on a federal campaign with little more than a fig leaf in lieu of a serious climate change mitigation strategy.

The First Ministers» Meeting on climate change and clean growth, happening this week in Ottawa, is the next step in the process as provincial and territorial premiers work with Ottawa to develop a national climate strategy.

In a change from my previous investment strategy with Loyal3 of... [Read more...]

Formerly known as Bioptix Inc, the biotech company has changed its name and strategy to become an investor in blockchain technology, with a focus on bitcoin and ethereum.

MaRS Discovery District is pleased to announce two important leadership changes, placing key staff members in strategic, new roles that align with the organization's growth strategy: Salim Teja takes on the role of EVP Ventures and Tim Jackson becomes the EVP, Corporate & Community Development.

The trading robot is embedded with a set of investment strategies which are necessary to conduct profitable trades and using a sophisticated algorithm to compare an indefinite amount of data, it is able to predict changes in the market which in turn inform the trades to be made.

In this customized, exciting, and inspiring multimedia keynote, Carmine combines the latest brain science with actionable strategies to show your audience how to drive change management, revamp marketing messages, improve the customer experience, or develop irresistible sales pitches.

With so much changing in the online marketing space right now and increasing competition from new apps every month, a carefully planned paid media strategy can give you a head start on companies still not giving it the attention it's worth.

Cash Flow Mantra @ Cash Flow Mantra writes Net Worth TV Reviews How Investing Strategies Change at Various Employment Stages — Net Worth TV with Terry Bradshaw reviews how different people look at money at different stages in their lives.

Facebook changed its policy in 2015 after concerns about misuse of data by third parties and a shift in strategy tied to its relationships with developers.

But with a focused marketing strategy in - hand, expect changes in 2011.

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.