Sentence examples for internal sectors from inspiring English sources

Exact(2)

With the constant deepening of Internet finance, Citibank established a big data analysis platform for its retail business by integrating data from various internal sectors and social data from external social media and e-commerce enterprises.

GCL thickness was measured on a central macular map which was automatically divided into ETDRS macular fields with a diameter of 1 mm (central sector),3 mm (internal sectors) and 6 mm (external sectors) in horizontal and vertical planes.

Similar(58)

This evidence has raised questions about the UK government's programme to give more than £60m to agencies working with the Congolese national police and "internal security sector" to improve its performance and accountability.

If that level of openness isn't your cup of tea, Google is also planning to launch a Cloud TPU Alpha program for internal, private sector, work.

Another participant commented on collaboration between internal and external sectors, saying "We have to join efforts between the MOH and industry and the private sector – health alone won't be able to reduce this significantly.

In private-sector internal markets, pricing does have a direct influence on internal resource allocation, though it does not directly influence a company's bottom line.

But this may soon change or so intends India's new civil-aviation minister, Praful Patel, a successful businessman.For years Air India and Indian Airlines, the state-owned and highly bureaucratic international and domestic carriers, have used political clout to stop foreign airlines expanding flights to India and to curb the growth of private-sector internal operators.

"When I look at my sector, internal development is not going to allow many of these companies to make their growth objectives".

This is the first analysis to achieve pharmacies internal use private sector health and highlight the importance of pharmacy in private clinics.

However, the interest in quasi-markets was far from limited to welfare-state interventions, and corporations such as the British Broadcasting Company BBC, Intelel, and British Petroleum (BP) implemented forms of internal markets in some sectors.

I believe Science in the Centres has been successful because of three major factors: 1) project leaders (myself and my third mentor, a forester named Keith Brown) who are scientists with good communication skills, 2) a partnership with the Canadian Association of Science Centres, and 3) internal collaboration among different sectors within NRCan.

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