Sentences with phrase «acquisition strategy over»

Despite the failed bid for Qualcomm, Broadcom still needs to be in the U.S. to keep its merger and acquisition strategy over the long term «healthy,» says Stacy Rasgon of Bernstein Research.

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.

Michael Dell doesn't talk specifically about the companies he's interested in, but according to an April 2012 Forbes interview, Dell said he, personally, looks at over 250 companies every year that might fit into the company's acquisition strategy, even if the company only acts on a few.

Ever since he took over as CEO, former music critic Mathias Dopfner has pursued a single - minded strategy of using the cash flow from those dying print vehicles (and sales of regional titles and magazines) to fund an acquisition spree.

Macquarie Research lowered its rating to neutral from outperform for Comcast shares, citing concerns over the media company's acquisition strategy.

In its acquisition announcement this morning, Verizon Wireless declared its $ 4.4 billion acquisition of AOL, the Internet stalwart, to be a driver of its «over the top,» or Internet - delivered, content strategy.

It's scalable, focuses on both acquisition and retention, and provides accumulated benefits over time — making it ideal as a SaaS - focused strategy.

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.

Mr. Hunter has over two decades of experience in healthcare finance, mergers and acquisitions, corporate development, strategy and operations.

The three CEOs, over the span of a dozen years, followed a strategy that has become the norm for many big companies during the past two decades: large stock buybacks to make use of cash, coupled with acquisitions to lift revenue.

Over the past 30 years, during which earnings growth hasn't been stellar, market values have instead been driven by Federal Reserve - induced low interest rates leading to corporate share repurchase strategies and merger and acquisition activity.

Much of the mergers and acquisitions movement and its strategy underlying corporate takeovers has followed the pattern developed by real estate investors over the past half century.

It's pretty clear that the optimum strategy for over 99 % of startups today is to design the company, and its corporate DNA, so all the stakeholders are aligned around the idea of a company acquisition in the under $ 30 million range.

Specialised nutrient - acquisition strategies reflect plant adaptations to changing N and P status as soils change over geological time scales.

Both of Searchlight's Oscar - nominated movies reflect an evolution in the company's strategy in recent years, emphasizing in - house productions over acquisitions.

• MRV began a risky acquisition strategy in 2000 that we believe has destroyed well over a billion dollars of stockholder value.

And looking ahead, judging by their respective (prior) growth histories & the current inflection point we've now reached in the UK / Irish economies, both of One51's divisions could enjoy a steady progression in terms of increasing revenues & expanding margins over the next few years — while a measured acquisition strategy would obviously add another powerful growth tailwind.

The acquisition is a key milestone in Leo Trippi's growth strategy, having actively explored means of gaining greater market share in its core ski market and strengthening its senior management team through acquisition over the past 12 months.

Having witnessed a number of acquisitions over the years, I have seen first - hand the absence of logic when adopting a merger or acquisition strategy.

EXPERIENCED HEALTH CARE ATTORNEY With over twenty years of legal experience, Chris represents and counsels numerous hospitals, health systems, physicians, physician practice groups, and other health care businesses on a variety of legal matters such as: STRATEGIC INITIATIVES: Medical practice transactions and acquisitions; joint ventures; integration strategies and models; corporate formation, affiliation and governance.

Over 50 % of the Fortune 5000 will be utilizing social media as a central part of their talent acquisition strategies.

• Worked with team of over 100 people to develop a solid eCommerce strategy that is in alignment with the North American business strategy • Drove dialog that prioritized business opportunities • Built the foundation of business portfolio that identified target clients • Guided clients in creating strong portfolios in digital acquisitions • Established partner relationships with vendors and created go - to - market strategies • Qualified leads and pursued appropriate opportunities for growth • Worked with President and General Managers to develop business strategy

I provide over 15 + years of proven comprehensive experience in providing a full range of pre-award acquisition management support that encompasses pre-award acquisition and post-award cradle to grave support that includes, development of Statements of Work (SOWs / SOOs), documentation acquisition planning (strategy), Independent Government Cost Estimates (IGCEs), Market Research (surveys), Quality Assurance Plans (QASP), Req...

1997 sales volume: $ 2 billion Company size: 18 offices, 1,100 salespeople Increase in profits over past five years: 300 percent (including income from several recent company acquisitions) Best profitability tips: Don't overspend on computers; maximize your telephone system; review your advertising strategy — there may be something you can stop doing.

Since establishing Virtus in 2003, Mr. Gates has been ultimately responsible for the execution of the Virtus investment strategy, which has totaled over $ 3.2 billion in property acquisitions.

While Schlott pointed to acquisitions as the main area of growth among the Randall Family of Companies over the last 10 years, attendees were provided a first - hand glimpse into other growth strategies that have led to success.

He brings a strong CRE skill set that encompasses acquisitions, disposition, debt structuring, leasing, portfolio management, equity and overall capital markets strategy, developed during a career encompassing over 20 years in commercial real estate.