Sentences with phrase «as a cost of doing business for»

To do that, we would have to have managers expense maintenance capex, and we would have to reflect the capital requirements of financial regulators as a cost of doing business for financial companies, and there are many more adjustments like those.

Credit card rewards that pay you points for your spending are now seen as a cost of doing business for credit card companies necessary for gaining the business of people who tend to put most of their purchases on credit cards and tend to pay off their balance each month.

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.

The amount that you can deduct, however, does include the cost of travel to and from the destination — as long as the trip was primarily for business reasons (In other words, you can prove the motivation for taking the trip was business.

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.

«They'll export, they'll pay the minimal duty, and see that as a cost of doing business in the U.S.» That sense of business as usual extends to Canada's energy sector, which accounted for 16 per cent of total U.S. - bound exports in 2016.

Also do a comparison of rewards offers and any fees attached to utilizing those services, which can be an integral piece of managing aspects of your business, such as paying for products and services, travel costs, as well as cash back.

There is no need for going to business trips all that often, as much of the communication can be done over the internet more quickly, and at a lesser cost to both the company and to Mother Earth.

As operations become more complex for companies doing business both online and in store, out - of - stocks, overstocks and returns are costing retailers $ 1.75 trillion a year — a number that's only moving higher.

Other risks and uncertainties include the timing and likelihood of completion of the proposed transactions between ILG and MVW, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals for the proposed transactions that could reduce anticipated benefits or cause the parties to abandon the transactions; the possibility that ILG's stockholders may not approve the proposed transactions; the possibility that MVW's stockholders may not approve the proposed transactions; the possibility that the expected synergies and value creation from the proposed transactions will not be realized or will not be realized within the expected time period; the risk that the businesses of ILG and MVW will not be integrated successfully; disruption from the proposed transactions making it more difficult to maintain business and operational relationships; the risk that unexpected costs will be incurred; the ability to retain key personnel; the availability of financing; the possibility that the proposed transactions do not close, including due to the failure to satisfy the closing conditions; as well as more specific risks and uncertainties.

I think that you've done a great job of adjusting the cost structure for the lower volumes in the business as a result of the contract loss with Express Scripts.

For example, customers believe that retailers have a greater responsibility to absorb return shipping costs as part of the cost of doing business.

And many of those relationships investment banks have worked so hard for have proven to be less lucrative especially compared to the growing fixed costs of supporting them... In the marketable securities portfolio, do you feel good about the going forward prospects of the investment banking companies, especially as Wells Fargo moves into that business?

«Certainly consolidation must appear to be an increasingly viable solution for smaller funds as barriers to entry and the costs of doing business have increased for hedge funds across the AUM spectrum,» added Altman.

If you've seen the previous videos in the Google Adwords Keyword planner training series you know that we're now getting four times as many keywords back using the very same input terms just by understanding exactly how the Google Adwords Keyword planner works but once you click this download button here and you downloaded the csv files what do you do with all these files because they each contain about 700 keywords a piece there's some overlap between the different terms and so you got ta work through that so what I've gone ahead and down this I've asked my developers here at MarketBold go ahead and create a tool that will merge and remove the duplicates from the csv files that google adwords gives you so if you head over to marketbold.com/GAKP/ i'll put the link below in the description and you'll see a tool that looks just like this all you need to do is click on this browse button here and you'll need to navigate to the folder where these files are that you downloaded from the Google Adwords Keyword planner you can just simply click and select them all the same time and click open you'll see here now says 12 files selected because I tell me i selected and then I just simply click here to process and download as soon as I click that this tool is taking all those files taking all the keywords to search volume cost - per - click that all the information that you got back from the Google Adwords Keyword planner and it's actually removing all the duplicates and putting into one single file so you can actually work with it and then you simply just need to save the file to your computer and once you do that we'll go ahead and do it here for a second and then once you save it you can open it up and you'll see here we now have a file here opened up in Excel and you'll see we have all these keywords that we got back there's a total in this list of 3,796 just because i only downloaded 12 files from Google Adwords Keyword planner you can download as many as you want to put it through this tool is just going to save you time and from there you might want to take it into a tool like keyword grouper pro and break it down into the individual groups i hope this has been helpful for you if you like this video and you appreciate the tool we've made for you go ahead and give us a thumbs up or subscribe to the channel for more videos just like this and if you haven't seen the other videos will walk you through all the steps on how to use the Google Adwords Keyword planner you want to check those out as well so go ahead and use this tool to increase the profits of your business and help it grow.

Business credit cards are a popular choice among entrepreneurs who have limited business history and don't qualify for lower cost financing, such as bank lines ofBusiness credit cards are a popular choice among entrepreneurs who have limited business history and don't qualify for lower cost financing, such as bank lines ofbusiness history and don't qualify for lower cost financing, such as bank lines of credit.

Business credit cards are a popular choice among entrepreneurs who have limited business history and don't qualify for lower - cost financing, such as bank lines ofBusiness credit cards are a popular choice among entrepreneurs who have limited business history and don't qualify for lower - cost financing, such as bank lines ofbusiness history and don't qualify for lower - cost financing, such as bank lines of credit.

Well guys it is Hell already here on earth endless killings worldwide... Back here where I am Ye is already heading towards that the whole country is on demonstrations demanding resignation of the ruler but he seems unwilling to resign before the end of his ruling period on 2013, while the streets are demanding immediate resignation and that has caused bloodshed in every city in the country... the streets demonstrations has enforced civil strikes all over the country which is now paralyzed... no cash with the banks all money frozen in the central bank... My business is in the field of services therefore I find my self now obliged to dismiss part of my staff in order to be able to survive this unfortunate thing... Already have reduced working hour to one shift to reduce running cost... so you see am now sitting alone in the whole building of our business office writing here as nothing can be done to carry on business even if there is business... Just I pray these unfortunate events passes over soon before it becomes out of control as had happened in Libya... we have nothing to say but (Ina - Lilah - WaIna - Alih - Ragoon) & (Alhmed - Lilah for every thing)... «Mankind has always been Hasty while God has always been the most Patient»...

As Congress debates whether to mandate health insurance for all Americans, several Christian ministries whose members share each other's medical costs are hoping the final version of health care reform doesn't put them out of business.

Better at attacking than Gibbs and as good as Monreal tracking back... should be a no brainer... Gibbs sold ageing Monreal a good back up and can ease this guy in to EPL... Net cost maybe 10m... but as far as I can tell wenger believes most of his business is done with Shaka jap as holding option for welbecks return wilshere and santi back and «revitalized» giroud and Ramsey like new signings... But anyone basing next years EPL on this euros is beyond football redemption... All the poor performers last year have upped their management and squads... So far the only non mover..

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...

For some time now I have been a massive supporter of Arsene Wenger and his ability to cultivate talent and do it all through a cost - effective business model, but in the past couple of years as a supporter like many others we have been supportive and patient of his methods with no end product.

As a McDonald's franchisee and chairman of the National Leadership Council, a group of franchise - owners elected by our peers, representing more than 2,400 McDonald's franchisees in the U.S., I can say with firsthand knowledge that the article «Coffee leaves»em jumpy; McDonald's owners fret cost of new drinks» (Business, Dec. 3) does not represent the truth regarding franchisee alignment with the company and support for our combined beverage bBusiness, Dec. 3) does not represent the truth regarding franchisee alignment with the company and support for our combined beverage businessbusiness.

«Even doing those groins not to allow the water to break cost a lot of money and then with frozen taxes in the last eight to ten years, there has not been any increase in taxes unlike in the United Kingdom for instance where any young person living there knows that once you start working at the age of 18, your civic obligation is that you must pay tax but here nobody takes it as their business that the new road I am using I need to pay something and so they only pay tax when they are inside the real tax net that is you are paying pay as you earn.

«Any costs the retailer incurs for processing debit card payments should be treated as part of the cost of doing business and should be included in the headline price.

The county comptroller's office reports that the Civil Service Commission rented 500 Apple iPads from Hauppage - based Rent - A-PC, Inc., doing business as Smartsource, from Jan. 13 through 27, for a total cost of $ 38,025, including delivery and pickup.

However, the budget will also add to the cost of doing business by extending assessments on electric, natural gas and steam energy, for a total cost of nearly $ 1.5 billion, half of which will be paid by business, and by increasing the minimum wage — a measure whose impact will be felt by many business, with total cost estimates as high as $ 2 billion per year once fully implemented.

The commission also bemoaned that these fines were seen as «a cost of doing business» — a price worth paying for electoral success.

In some cases, those new, natural processes proved more cost - effective for the company and became a new way of doing business, such as Portland's Prosoco, which completely reworked a formula to eliminate toxic phthalates from its air - tight liquid building wrap.

In order to grow our company without compromising quality, we have to pass some of that cost to our customers, or we will end up as a failed business with a huge heart that did not make meaningful change for people and the planet.

India is still cited as a difficult place for overseas investors to do business, with a lack of transparency in several parts of the economy and a high start - up cost.

In that sense all analysis of stock market based on historical metrics do nt make much sense since composition of stocks is entirely different in different era and as more capital efficient business model evolve and their time to market cycle shrinks stocks likely to command higher valuations and suddenly lower valuations during short period of time like already happening for many technology companies and as influence of technology on overall cost structure of companies increases (for example: robotics replace many of employees cost etc) valuation matrix of most companies likely to get affected dynamically in short duration of time than in the past.

It is often used as an alternative to earnings, to adjust for the differences of the cost of doing business in different industries.

Business credit cards are a popular choice among entrepreneurs who have limited business history and don't qualify for lower - cost financing, such as bank lines ofBusiness credit cards are a popular choice among entrepreneurs who have limited business history and don't qualify for lower - cost financing, such as bank lines ofbusiness history and don't qualify for lower - cost financing, such as bank lines of credit.

In other words don't count on that cash being returned to shareholders or even invested in passive investments (private or public equity) for the benefit of shareholders; A liquidation valuation really isn't of interest here as Glassbridge is set to be an ongoing business and I can see an operating cash bleed for 3 - 5 years depending on how long it takes the company to attract enough AUM to cover operating (read staffing) costs.

Some of these are costs that only apply when a company starts doing business in the state, such as software changes for something they must or must not do.

As with breeding regulations, this type of law increases the costs of doing business for mill - supplied pet stores by requiring them to provide warranties.

And with puppies selling for $ 50 - 200 each, the fines levied are so low that they are simply seen by unscrupulous breeders as part of the cost of doing business.

In a chat with Kotaku, Riccitiello said that doing business in California costs two to three times as much for them as it does in Montreal, UK, Eastern Europe, or China (where other EA studios are located) and that the proximity of Pandemic to EA's Los Angeles offices wasn't exactly helping matters.

Hi Cory I took for facebook for artist course a little while back and it was insightful, I did a suggestion in the course that said you could convert your personal page into a business page, overall it was a good decision as I would get distracted by reading posts and instant messaging, but the engagement of fans verses friends is much more work, everything you did as friend page now cost to interact as a fan page which I didn't realize before switching and you can not switch back after you convert it over, please include the pros and cons of switching your personal page into a fan page so that everyone is well informed..

For a stark example of the costs attending business as usual, read the following «Your Dot» contribution from Elizabeth Hadly, a Stanford University biologist who's been doing field work in Nepal's Himalayan highlands focused on the impact of climate change on small mammals.

There is a substantial opportunity cost for me in doing this as I am not doing any mining deals due to the time involvement of this work and do not develop any business income as a result.

Unfortunately, a combination of the global downturn and the fact that big business still doesn't see renewable energy as cost - effective means, for the time being, Google is going to have to go it alone.

· Listening to customer requirements and presenting appropriately to make a sale; · Maintaining and developing relationships with existing customers in person and via telephone calls and emails; · Cold calling to arrange meetings with potential customers to prospect for new business; · Responding to incoming email and phone inquiries; · Acting as a contact between a company and its existing and potential markets; · Gathering market and customer information; · Representing the company at trade exhibitions, events and demonstrations; · Negotiating on price, costs, delivery and specifications with buyers and managers; · Advising on forthcoming product developments and discussing special promotions; · Creating detailed proposal documents, often as part of a formal bidding process which is largely dictated by the prospective customer; · Reporting to Senior Management on sales and potential opportunities in your area; · Reviewing your own sales performance, aiming to meet or exceed targets; · Gaining a clear understanding of customers» businesses and requirements; · Following up with customers for payment; · Doing Quality - Control on products delivered; · Attending team meetings and sharing best practices with colleagues in East Williamsburg, Brooklyn.

One of our long - standing corporate partners, Aviva, recently spoke to Business Fights Poverty setting out a business case for the insurance sector to follow its lead and go Climate Neutral, highlighting the benefits of doing so through an integrated Climate + Care programme — that delivers cost effective social impacts as well as cuttingBusiness Fights Poverty setting out a business case for the insurance sector to follow its lead and go Climate Neutral, highlighting the benefits of doing so through an integrated Climate + Care programme — that delivers cost effective social impacts as well as cuttingbusiness case for the insurance sector to follow its lead and go Climate Neutral, highlighting the benefits of doing so through an integrated Climate + Care programme — that delivers cost effective social impacts as well as cutting carbon.

And as far as what we need to do, we could refine more our cost estimates of implications for the business - as - usual track that we're on, which goes well beyond 2 degrees.

MMN11 propose that «air pollution becomes another cost of doing business,» as is the case for some pollutants.

General economic malaise may keep those numbers down for now, but high gas prices seem to be accepted as the cost of doing business.

So they're just a slap on the wrist for the collection agencies, which see this as just a cost of doing business.

In order for the court to punish the wrongdoer and provide incentive to cease the reckless and negligent behavior displayed by the company as a whole, the court would order them to pay an amount that would me more than just the cost of doing business.