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

«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.

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 low cost of doing business in Georgia's capital and Atlanta's uncanny ability to attract corporations, as well as its relatively sane pace of building, are all pluses.

In other words, a risk - averse Pentagon is an ineffective Pentagon, and some cost overruns should be embraced as the cost of doing business.

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.

Both Forbes and CNBC recently ranked Honolulu as having the highest cost of doing business in the country!

If this is the case, use language that suggests they view the cost of doing business with you as more of a reallocation of expendable funds in their existing budget.

In ranking the states, we scored all 50 on more than 40 measures of competitiveness, which were then separated into ten broad categories, such as cost of doing business, workforce and quality of life.

Written by insurance - claims specialists at Coopers & Lybrand, the brochure is chock - full of useful information, such as what your company should do during the first 30 days after a disaster, how you should quantify your losses on work in process and finished goods, how to calculate business - interruption costs, and most important of all, how to wrap up all the paperwork quickly.

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.

«Marcelo has done a remarkable job of turning around the Sprint brand and business, driving enhanced network performance, strong subscriber growth and significant cost reductions leading to the best financial results in Sprint's history,» said Masayoshi Son, Chairman and CEO of SoftBank Group Corp. «Marcelo has also positioned Sprint as a leader in the race to 5G, which promises to revolutionize the communications industry.

Even buyers who do want to conduct business in bitcoin are facing steep transactional costs, which have risen steadily as the price of bitcoin has exploded.

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.

And as long as we can break even in our insurance underwriting - which we have done, on the average, during our 32 years in the business - the cost of the float developed from that operation is zero.

Or are you interested in turning your household's balance sheet into an income fortress that feeds money into your account on a regular basis, and you just accept the 15 % tax rate as 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?

Those in the financial planning business will face increased scrutiny along with higher costs of doing business as a result, they say.

«A cost of doing business as a Canadian exporter include transacting in foreign currency, so a partnership with Canada's most innovative foreign exchange partner, Agility Forex, is natural.»

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.

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»...

Many businesses generate film plastics such as shrink wrap, stretch film, and sheet plastic all of which can be recycled and done so cost effectively when generated in large quantities.

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.

Here in HISD, veritable «food courts» are set up at lunch at various high schools to sell junk food as fundraisers, and principals not only turn a blind eye, they're enthusiastic about them due to the revenue that is brought in — so much revenue that hefty fine from the TX Dept. of Agriculture is just the cost of doing business.

Most OBs get paid by I durance companies and when you factor in the cost of malpractice I surance, student loans and the cost of doing business, you would see it's not nearly as much as you think.

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.

With the government removing fuel subsidies and oil marketers refusing to sell diesel at pump prices, the cost of doing business in Nigeria is expected to double over the next three months especially as oil hits a benchmark price of $ 38 per barrel with the International Monetary Fund (IMF) predicting a further drop to $ 20 per barrel by mid-year.

Alliance executive director Tom Stebbins said trial lawyers have profited handsomely while driving up the cost of doing business in New York by blocking needed reforms to provisions such as the «scaffold law,» which holds contractors and property owners fully liable no matter what if workers are hurt in falls from heights under unsafe conditions.

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.

Drugs are not a problem so much as a way of life; the central black characters in the movie never use drugs themselves, but trade in them, with death as a cost of doing business.

Hiring new staff can cost you a lot of money, not only in terms of salary, but also in terms of the time they spend getting up - to - speed on the way your business works in their first few weeks or days as an employee, as chances are they will be getting very little else done!

«As the videos point out, we don't know the cost of educating a public school student in Michigan, and that's why our group of business leaders and education...

Our digital manga sales have been doing well, but as is the case with any company, there are always increases in the cost of running business.

Yes, all this does cost money and is included in my outline of budget basics in the chapter on doing business as an author.

This will certainly get bookstores involved in ebooks but has to be watched as all other marketplace deals have tended to raise the cost of doing business once they have cashed in on the clients, community and brands.

No one goes to jail, the lender gets off with a slap in the wrist, same with collectors, they get a fine, cost of doing business, then business as the mob usual.

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 pasIn 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 pasin 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 pasin short duration of time than in the pasin 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.

In my small unique book «The small stock trader» I also had more detailed overview of tens of stock trading mistakes (http://thesmallstocktrader.wordpress.com/2012/06/25/stock-day-trading-mistakessinceserrors-that-cause-90-of-stock-traders-lose-money/): • EGO (thinking you are a walking think tank, not accepting and learning from you mistakes, etc.) • Lack of passion and entering into stock trading with unrealistic expectations about the learning time and performance, without realizing that it often takes 4 - 5 years to learn how it works and that even +50 % annual performance in the long run is very good • Poor self - esteem / self - knowledge • Lack of focus • Not working ward enough and treating your stock trading as a hobby instead of a small business • Lack of knowledge and experience • Trying to imitate others instead of developing your unique stock trading philosophy that suits best to your personality • Listening to others instead of doing your own research • Lack of recordkeeping • Overanalyzing and overcomplicating things (Zen - like simplicity is the key) • Lack of flexibility to adapt to the always / quick - changing stock market • Lack of patience to learn stock trading properly, wait to enter into the positions and let the winners run (inpatience results in overtrading, which in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following In my small unique book «The small stock trader» I also had more detailed overview of tens of stock trading mistakes (http://thesmallstocktrader.wordpress.com/2012/06/25/stock-day-trading-mistakessinceserrors-that-cause-90-of-stock-traders-lose-money/): • EGO (thinking you are a walking think tank, not accepting and learning from you mistakes, etc.) • Lack of passion and entering into stock trading with unrealistic expectations about the learning time and performance, without realizing that it often takes 4 - 5 years to learn how it works and that even +50 % annual performance in the long run is very good • Poor self - esteem / self - knowledge • Lack of focus • Not working ward enough and treating your stock trading as a hobby instead of a small business • Lack of knowledge and experience • Trying to imitate others instead of developing your unique stock trading philosophy that suits best to your personality • Listening to others instead of doing your own research • Lack of recordkeeping • Overanalyzing and overcomplicating things (Zen - like simplicity is the key) • Lack of flexibility to adapt to the always / quick - changing stock market • Lack of patience to learn stock trading properly, wait to enter into the positions and let the winners run (inpatience results in overtrading, which in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following in the long run is very good • Poor self - esteem / self - knowledge • Lack of focus • Not working ward enough and treating your stock trading as a hobby instead of a small business • Lack of knowledge and experience • Trying to imitate others instead of developing your unique stock trading philosophy that suits best to your personality • Listening to others instead of doing your own research • Lack of recordkeeping • Overanalyzing and overcomplicating things (Zen - like simplicity is the key) • Lack of flexibility to adapt to the always / quick - changing stock market • Lack of patience to learn stock trading properly, wait to enter into the positions and let the winners run (inpatience results in overtrading, which in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following in overtrading, which in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following it

Instead, manage risk properly and just accept losing trades as a cost of being a trader / doing business in the market.

As more consumers default on credit cards they could not afford in the first place, fewer creditors and lenders will be willing to do business with these consumers, limiting their options and increasing the cost of borrowing at the same time.

Though it isn't really a loan, per se — it will still carry a hefty interest rate in case your sales don't cover the cost of the advance, so it's only recommended as a last resort if your business has already pursued every other funding avenue.

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) costIn 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) costin 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.