Sentences with phrase «pricing plans based»

Pricing plans based on behavior may be harder to compare between insurance companies, making it more difficult for consumers to price shop and reducing competition.

Now, as his father was diagnosed with heart disease, the insurer will issue a highly priced plan based on pre-existing condition and again, he will be covered for pre-existing conditions after serving a decided waiting period.

Not exact matches

Share prices move based on announcements of international partnerships and plans to expand production capacity, with little or no consideration of whether companies will be able to follow through.

• Gates Industrial, a Denver, Colo. - based manufacturer of power transmission and fluid power, plans to raise $ 750.8 million in an offering of 38.5 million shares priced between $ 18 to $ 21 a share.

• Advantage Insurance, a San Juan, Puerto Rico - based life insurance provider, plans to raise $ 100 million in an offering 10 million shares at a price range of $ 9 to $ 11.

• Casa Systems, an Andover, Mass. - based software - maker for cable providers, said it plans to raise $ 134.4 million in an IPO of 8.4 million shares priced between $ 15 to $ 17 a share.

However... «if Amazon were successful in changing the brand pricing model to be based on «net» price versus the current gross model, we estimate a portion of rebates and other supply chain discounts currently being retained by plan sponsors, PBMs, and to a lesser degree drug distributors could pass back to consumers.»

• IBEX Holdings, a Hamilton, Bermuda - based customer service company, said it plans to raise $ 60 million in an IPO of 4 million shares priced between $ 14 to $ 16 apiece.

• Menlo Therapeutics, a Redwood City, Calif. - based biotech developing therapies for pruritus associated with dermatologic conditions, now says it plans to raise $ 107 million in an offering 6.5 million shares at between $ 16 to $ 17 a piece, up from a previous stated 5.7 million shares priced between $ 14 to $ 16.

• Sunlands Online Education Group, a Beijing, China - based provider of online education firm, said it plans to raise $ 163 million in an offering of 13 million ADSs priced between $ 11.50 to $ 13.50.

• Solid Biosciences, a Cambridge, Mass. - based Duchenne muscular dystrophy treatment maker, now says it plans an IPO of 7 million shares priced between $ 18 to $ 19 raising $ 129.5 million.

• GreenTree Hospitality, a Shanghai, China - based hotelier, now says its plans to raise $ 143 million in an IPO of 10.2 million ADSs priced at $ 14 a piece.

• Ceridian HCM Holding, a Minneapolis - based maker of human resources software, said it plans to raise $ 420 million in an IPO of 21 million shares priced between $ 19 to $ 21.

• Baycom Corp, a Walnut Creek, Calif. - based banking firm, plans to raise $ 50 million in an IPO of 2.27 million shares priced between $ 21 to $ 23.

His startup, MoviePass, plans to drop the price of the company's movie ticket subscriptions, with the goal of amassing a large base of customers and collect data on viewing behaviors.

The pricing plans for Zapier run from free to $ 150 per month, based on the number of «zaps» (such as automated tasks) that are needed to run.

• Vrio, a Dallas - based satellite TV service spinning out of AT&T, plans to raise $ 609 million in an IPO of 29.7 million shares priced between $ 19 to $ 22.

The Austin - based company offers differentiated products — and pricing plans — for upstarts and high - volume brands, including Camelbak and Martha Stewart.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

A contingency plan is a plan based on the worst - case scenario that you can imagine your business surviving — loss of market share, heavy price competition, defection of a key member of your management team.

One is an agreement with Harvard Pilgrim, a nonprofit health plan covering 1.2 million people, to pay rebates if a patient's vision doesn't meet certain thresholds in 30 to 90 days, and then 30 months after treatment, under a model known as outcomes - based pricing.

• Alzheon, a Framingham, Mass. - based biopharmaceutical firm developing Alzheimer's disease, said it plans to raise $ 70 million in an offering of 5 million shares priced between $ 13 to $ 15 a piece.

«Then, as you get closer to retirement and put a price tag on [the life you want to live] you can adjust your plan based on these costs.»

Pricing: Varies based on number of contact records; $ 1395 / mo for up to 10k records with standard plan; $ 2995 / mo for up to 10k with advanced plan; consultation required for larger enterprise solutions.

• Unity Biotechnology, a Brisbane, Calif. - based biotech tackling aging diseases, plans to raise $ 85 million in an IPO of 5 million shares priced between $ 16 to $ 18 apiece.

• Carbon Black, a Waltham, Mass. - based cloud - based security software maker, plans to raise $ 128 million in an IPO of 8 million shares priced between $ 15 to $ 17 a share.

• Homology Medicines, a Bedford, Mass. - based firm treating rare genetics diseases, said it plans to raise $ 100 million in an IPO of 6.7 million shares priced between $ 14 to $ 16 apiece.

• Inspire Medical Systems, a Maple Grove, Minn. - based sleep apnea treatment firm, o said it plans to raise $ 75 million in an IPO of 5 million shares priced between $ 14 to $ 16.

• Bilibili, a Shanghai - based anime video sharing platform in China, said it plans to raise $ 483 million in an offering of 42 million ADSs priced between $ 10.50 to $ 12.50 apiece.

Asked at the conference about Netflix's tests with new pricing plans, Wells said the company was looking to offer different choices because as the customer base grows larger «one size does not fit all.»

In no case, except due to an adjustment to reflect a stock split or other event referred to under «Adjustments» below, and except for any repricing that may be approved by shareholders, will the plan administrator (1) amend an outstanding stock option or stock appreciation right to reduce the exercise price or base price of the award, (2) cancel, exchange, or surrender an outstanding stock option or stock appreciation right in exchange for cash or other awards for the purpose of repricing the award, (3) cancel, exchange, or surrender an outstanding stock option or stock appreciation right in exchange for an option or stock appreciation right with an exercise or base price that is less than the exercise or base price of the original award, or (4) take any other action that is treated as a repricing under U.S. generally accepted accounting principles.

Fees vary based on the plan, with different pricing schemes for individual users and organizations.

Pursuant to the Offering, we are offering on a continuous basis up to $ 1.5 billion in units of our limited liability company interest, consisting of up to $ 1.25 billion of units in the primary Offering consisting of Class A units at an initial offering price of $ 10.00 per unit, Class C units at $ 9.576 per unit and Class I units at $ 9.186 per unit, and up to $ 250 million of units pursuant to the Distribution Reinvestment Plan.

From January 1, 2008 through December 31, 2010, the Registrant granted to its employees, consultants and other service providers options to purchase an aggregate of 12,566,833 shares of common stock under the Registrant's Amended and Restated 2003 Stock Incentive Plan, or the 2003 Plan, at exercise prices ranging from $ 1.50 to $ 14.46 per share, which includes options to purchase shares of common stock that were repriced on a one - for - one basis to $ 2.32 per share in February 2009.

We expect bullish momentum to carry gold ETFs substantially higher, both in the short term and intermediate - term, but we plan to sell DGP into strength before the first correction occurs, then look to re-enter after it forms a bull flag or a base of price consolidation.

From January 1, 2008 through December 31, 2010, the Registrant granted to certain executive officers, directors and other investors options and rights to purchase an aggregate of 8,196,662 shares of common stock under the 2003 Plan at exercise prices ranging from $ 2.00 to $ 6.20 per share, which includes options to purchase shares of common stock that were repriced on a one - for - one basis to $ 2.32 per share in February 2009.

The Mooresville, North Carolina - based company activated its natural - disaster price suspension plan and didn't raise the cost of emergency goods in affected areas, Cody said.

The board of directors of T. Rowe Price Group approved adding another 10 million shares to it stock repurchase plan, expanding that program to 21 million shares, the Baltimore - based money management firm announced Thursday.

The glut of properties being built in Johor has also affected local developers, Petaling Jaya - based Tropicana Corp. is giving a 25 percent rebate on the list price of homes they are marketing an interest - free, 36 - month deferred payment plan.

Flume Health uses concierges to connect employees with the best healthcare at the lowest price based on their benefits plan, reducing healthcare costs by 20 percent to 60 percent.

Idaho had been vetting plans that would impose annual limits on claims and set prices based on medical history - two things barred by the Affordable Care Act.

in the case of our directors, officers, and security holders, (i) the receipt by the locked - up party from us of shares of Class A common stock or Class B common stock upon (A) the exercise or settlement of stock options or RSUs granted under a stock incentive plan or other equity award plan described in this prospectus or (B) the exercise of warrants outstanding and which are described in this prospectus, or (ii) the transfer of shares of Class A common stock, Class B common stock, or any securities convertible into Class A common stock or Class B common stock upon a vesting or settlement event of our securities or upon the exercise of options or warrants to purchase our securities on a «cashless» or «net exercise» basis to the extent permitted by the instruments representing such options or warrants (and any transfer to us necessary to generate such amount of cash needed for the payment of taxes, including estimated taxes, due as a result of such vesting or exercise whether by means of a «net settlement» or otherwise) so long as such «cashless exercise» or «net exercise» is effected solely by the surrender of outstanding stock options or warrants (or the Class A common stock or Class B common stock issuable upon the exercise thereof) to us and our cancellation of all or a portion thereof to pay the exercise price or withholding tax and remittance obligations, provided that in the case of (i), the shares received upon such exercise or settlement are subject to the restrictions set forth above, and provided further that in the case of (ii), any filings under Section 16 (a) of the Exchange Act, or any other public filing or disclosure of such transfer by or on behalf of the locked - up party, shall clearly indicate in the footnotes thereto that such transfer of shares or securities was solely to us pursuant to the circumstances described in this bullet point;

In no case (except due to an adjustment to reflect a stock split or other event referred to under «Adjustments» below, and except for any repricing that may be approved by shareholders) will the plan administrator (1) amend an outstanding stock option or stock appreciation right to reduce the exercise price or base price of the award, (2) cancel, exchange, or surrender an outstanding stock option or stock appreciation right in exchange for cash or other awards for the purpose of repricing the award, or (3) cancel, exchange, or surrender an outstanding stock option or stock appreciation right in exchange for an option or stock appreciation right with an exercise or base price that is less than the exercise or base price of the original award.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

An indexation allowance may be available to such a holder to give an additional deduction based on the indexation of its base cost in the shares by reference to U.K. retail price inflation over its holding period (but note that, in respect of disposals on or after 1 January 2018, the U.K. Government announced plans in the Autumn Budget 2017 to freeze indexation allowance at the amount that would be due based on the retail price index for December 2017).

Basis does not plan to «peg» its price to the dollar like other successful stablecoins such as Tether (USDT) have done.

If the price of premiums is still too steep and the freelance is healthy, consider a high - deductible health plan and open a Health Savings Account to invest for potential future medical expenses on a pre-tax basis!»

The New York City - based company announced its plans to raise prices during a quarterly earnings call in November.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

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