Sentences with phrase «with key branding»

This information is then translated into a high - impact executive marketing document with key branding statements.

«As expected, in the first quarter our performance continued to reflect supply headwinds associated with key brands within our Knee, Hip and S.E.T. portfolios, as well as the ongoing quality remediation work at our Warsaw North Campus facility,» said Bryan Hanson, President and CEO of Zimmer Biomet.

Welcome to the eleventh episode in our podcast series, Your Brand in the Real World, where we chat with key brands to discuss their methods and tactics for success.

Not exact matches

The key lies with an employer's brand.

In the end, the best assassins and the best entrepreneurs know that preparation, adaptability and responsiveness, coupled with self - preservation and someone in your corner, are the keys to survival, whether you're killing people, or killing an old way of thinking with a brand new startup.

I served in key executive level positions with major consumer brands in the convenience and food - retail, automotive and credit card service industry.

Chesky believes a company goes public for four key reasons: because it needs money; because it seeks a «branding event»; because it wants currency with which to make acquisitions; and because it wants liquidity for its shareholders.

A mistake that organizations make when they rebrand is that key decision - makers may not be aligned with where the brand is going, so they may not have the proper wherewithal or the tools or the proper messaging to support it.

Unlike SEO tools that lean on paid positioning and advertising, Searchlight helps brands connect with key buying personas via nonpaid channels such as the company website, organic searches and social media — «where most traffic comes from anyway,» says Conductor co-founder and CEO Seth Besmertnik.

It can be challenging, but experts say the key is to have an overarching identity that consumers will associate with all of your brands.

Under Armour, which generated nearly $ 4 billion in sales last year, has reported consistent double - digit sales growth as it expands into new product categories, places a bigger bet on the women's market, and sees stronger brand interest with key athlete endorsement deals including NBA star Stephen Curry and golfer Jordan Spieth.

Regardless of whether it's a startup trying to establish itself or a large company with a well - known brand, storytelling has to be a key part of the strategic and tactical mix.

Creating a memorable brand is key to succeeding with customer engagement in a mobile world.

· June 2015: Google pulls recent Google + posts from its Knowledge Graph cards about brands, which display in the search results with key information about a company.

Mention helps you track key phrases and brand names, in real time, so you never miss out on a conversation with current and potential customers.

These organizations are gaining followers and raising awareness of their brand, while also providing some key lessons in how to market with social media.

Personalization is key to successful marketing — 73 percent of consumers prefer to do business with brands that personalize their shopping experiences and 86 percent say personalization plays a role in their buying decisions.

, Storytelling is a key component of brand building, helping companies connect with potential customers and build long - term relationships with existing customers.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

Particularly in the apparel arena, with so many brands trying to sell similar things, differentiation is key.

These key figures can help you measure your reach and make smart moves that engage audiences to interact with your brand.

And DB5 gains the potential brand appeal from an outsourced, automated system that helps it appear more like a corporate titan than a small business — key for a firm with big clients such as GE, AT&T and Girl Scouts of the USA.

We've also targeted stocks with key advantages, such as brand allegiance or high barriers to entry for competitors.

When you have decided on the best social media outlet for your needs, the key to building your brand is corresponding with the audience using an authentic voice.

Compared to Pharmaprix, Shoppers Drug Mart's brand in Quebec, where cosmetics clerks aggressively shepherd shoppers to perfume counters and cashiers urge them to join the store reward program, a visit to a Jean Coutu is a low - key affair, with the focus firmly on low prices.

But other brands have keyboards with removable keys — which means anyone with basic computer fixing skills can pop a traditional key off a keyboard in an attempt to solve the issue.

Brands adopting a more personal approach with customers is key to success, one of the authors of the report told CNBC

Entrepreneur Partner Studio's editors and journalists can write and produce content with your brand voice in a 99 % turn - key delivery.

We share this content through Hootsuite across the social identities of our company brand and our key customer facing Nimble team members because it's not just your brand identity that you want to be inspiring and educating customers with, you need to empower the emerging social employee to engage the emerging social customer.»

For example, if one of your key differentiators is your game - changing app, emphasize your break from the mainstream with an edgier brand personality.

But if you're serious about using content to generate leads, enable sales, build your brand, and achieve the million other goals good content marketing helps you with, then you know working with the right partner is key.

We discussed the key ingredients needed for a strong brand, how small businesses can take the first step to create meaningful, long - term relationships with...

Under Armour has struggled with steep losses and has seen its popularity fade among teenagers, a key demographic for sports apparel brands.

Takeaway: When deciding what content to create, consider what your key personas want to accomplish as they interact with your brand.

For the hedge funds not fortunate enough to launch with such fanfare, the key question is, what are the firms that have developed the strongest brands doing differently?

While the Dollar Shave Club humor may not fit with your brand, there are some key lessons here that any eCommerce store can take away...

Rohit Dadwal, Managing Director Asia Pacific at the Mobile Marketing Association (MMA), says his organization has worked with mobile players and app stores on standards and guidelines that help brands measure the success of their ads, a key source of revenue.

Working with the Greater Vancouver Board of Trade has provided us an opportunity to build our brand with key influencers and decision makers.

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.

We have analyzed the top twitter users in sports and formulated some key steps on how teams are marketing their brand to interact and build a relationship with their fans, helping create some of the highest follower counts on Twitter.

We make it easy to stay on top of brand mentions and consumer reviews with actionable, concise reports delivered directly to key contacts.

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.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

Now that we've covered some key on - page SEO factors, it's time to discuss how to differentiate your brand from good to great with unique, strategic, and purposeful content.

We don't see any key brand which is not in discussion with us today to enter this route,» says Chhabra.

A key to Ethereum's brand leadership started last February when the EEA to connect Fortune 500 companies with Ethereum experts.

Its estimated US$ 14.5 billion in AUM in 2017 may be insufficient to keep it in the Top 20, but the bank has been prudent with costs, patiently picked up key hires along the way, and raised its brand cache.

With four of the top 10 Olympic advertising spenders in the automotive category — and BMW leading the way at $ 28.7 million according to iSpot.tv — the brand that has experienced the biggest uplift in key consumer metrics in the first week is the TV network broadcasting the event itself, NBC - TV.