Sentences with phrase «at business losses»

In addition to the income figures, tax documents also give lenders a look at business losses and expenses.

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.

«It's not the run - of - the - mill loss you should be thinking about, but the home run, out - of - the - park catastrophe,» says David Young, a former insurance broker and risk manager now advising at the Small Business Development Center in Seattle.

Rodney Schutt, SVP and general manager of HyperSound business at Turtle Beach, says the problem today is that just 20 % to 25 % of adults who have hearing loss actually buy hearing aids.

These types of companies do not pay federal taxes at the corporate tax rate, but rather pass along profits and losses to their shareholders — in many cases, the business owners themselves — who are then taxed at the individual rate.

Harford will have to help figure out how to turn Uber into a profitable business, or at least stymie the company's losses.

This is how LendingClub's business sounds eerily like the activity that caused several years of losses at Morgan Stanley when Mack was at the helm (he resigned in 2011).

«This was a victory for Dimon, clearly, but you wonder if it was a loss, too, because of all the attention focused on him,» said Charles Elson, a corporate governance expert and a business professor at the University of Delaware.

Toshiba wants to sell its share to offset massive losses in its Westinghouse nuclear power business, and Western Digital is leading a consortium that's bidding for that share, while at the same time engaging in a legal fight to stop the sale from going ahead unless it gets first refusal.

In appropriate cases, small business owners who have been victims of crime can use the power of the criminal judicial system to recover financial losses at little or no additional expense.

SINGAPORE, April 25 - Hong Kong's Cathay Pacific Airways Ltd expects its core airline business, which has been operating at a loss, to swing into the black next year as a turnaround plan bears fruit, the carrier's chief executive said on Wednesday.

«With even more players entering the fray (Apple, Google), and a likely willingness by at least some of them to play a long game of loss leadership in content aggregation to support other business objectives, we expect pressure on content margins.»

Company executives have said their business model would not survive a loss at the Supreme Court.

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.

But because it was a smaller loss than a year earlier, showing the shrinking retailer is at least cutting costs efficiently as its core business dwindles, shares went up 5 % though they remain down 70 % from their 52 - week highs.

Outside of the fact that you happen to be reading one right now, I find that there are lots of smart, business savvy folks out there who when placed in the position of having to explain, strategize or build a blog (or decide if one should be built at all) are at a bit of a loss.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

The study's authors say they used the same methods researchers developed in a 2009 report titled «State and Local Government Sales Tax Revenue Losses from Electronic Commerce,» compiled by business professors at the University of Tennessee.

John Colley, a professor at Warwick Business School, told The Guardian, «Ultimately there has to be job losses and the suppliers will have to pay through lower prices... customers will see reduced choice.»

More important now, he explained, is that after the volatility of the Mack era, including the epic trading losses, and the turf wars between the institutional business and wealth management that forced out Mr. Purcell, something resembling stability reigns at Morgan Stanley.

Employee theft costs U.S. businesses up to $ 200 billion in annual losses, according to one estimate by Tatiana Sandino, an associate professor in accounting and management at Harvard Business School.

The medical loss ratio provision of the Affordable Care Act, or Obamacare, requires most insurance companies that cover individuals and small businesses to spend at least 80 percent of their premium income on health care claims and quality improvement.

Info Edge (India) Ltd has reported a more than doubling of net profit for the fiscal second quarter, as earnings from the Naukri.com hiring services business jumped and losses at its 99acres.com real - estate portal shrank.

Instead of selling it at a loss, the province should make surplus clean energy available to businesses at a discount

Recently, Amazon has started reporting consistent profits, largely due to the success of Amazon Web Services, its cloud computing business.192 Its North America retail business runs on much thinner margins, and its international retail business still runs at a loss.193 But for the vast majority of its twenty years in business, losses — not profits — were the norm.

In Brooke Group Ltd. v. Brown & Williamson Tobacco Corp., 98 the Supreme Court formalized this premise into a doctrinal test.The case involved cigarette manufacturing, an industry dominated by six firms.99 Liggett, one of the six, introduced a line of generic cigarettes, which it sold for about 30 % less than the price of branded cigarettes.100 Liggett alleged that when it became clear that its generics were diverting business from branded cigarettes, Brown & Williamson, a competing manufacturer, began selling its own generics at a loss.101 Liggett sued, claiming that Brown & Williamson's tactic was designed to pressure Liggett to raise prices on its generics, thus enabling Brown & Williamson to maintain high profits on branded cigarettes.

Due to this dynamic, striving to maximize market share at the expense of one's rivals makes predation highly rational; indeed, it would be irrational for a business not to frontload losses in order to capture the market.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

«In general, people are sensitive to losses, and price increases count as losses psychologically,» said Ryan Hamilton, an associate professor of marketing at Emory's Goizueta Business School.

Observation over many years has taught us that the chief losses to investors come from the purchase of low - quality securities at times of favorable business conditions.»

Brokers are rarely at a loss for business, and it is probably one of the steadiest fields to be in, provided you keep up with the market.

This is a rule for all of us; those who aren't afraid of risk or losses at all don't last very long in the business.

Income and Expense Statements — Look at your money like a business with PocketSmith's version of a profit and loss statement, or P&L.

Greenlaw D, J Hatzius, AK Kashyap and HS Shin (2008), «Leveraged Losses: Lessons from the Mortgage Market Meltdown», paper presented at the US Monetary Policy Forum, conference is co-sponsored by the Initiative on Global Markets at the University of Chicago Graduate School of Business and the Rosenberg Institute for Global Finance at the Brandeis International Business School, New York, 29 February.

I was wondering how should shareholders value the 25 percent of the float that's been created by retrocession reinsurance where the business is booked at an underwriting loss and, at times, has adversely developed.

Many financial advisors say relying solely on your savings means you're likely operating your business at a loss.

A method used to determine the point at which the business will neither make a profit nor incur a loss.

The investor looking only at P / E is effectively valuing these businesses at negative $ 136 per share ($ 4 of losses multiplied by the 34x P / E ratio).

«Any failure in our ability to appropriately and timely process and address a large number of identity - related events taking place at the same time could result in a loss of members, harm to our reputation, and other damage to our business.»

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

More commonly, as the business became more profitable and the owner begins making more money, he will leave wages where they are, but try to find a way to cut down on overhead adn production costs (potentially at a loss of worker salary or through layoffs when outsourcing is utilized), and will pocket the increased profits until the business is positioned well enough to be sold to a larger conglomoration for a substantial payout that NONE of the workers will see a dime of.

It isn't about protecting these farmers at all costs but if development saturates markets, loss of existing profitable businesses is possible — threatening the overall strength and sustainability in the long term.

The company, owned by the Menegazzo family, whose wealth is estimated by BRW Rich List at $ 470 million, reported a turnaround in its business from a $ 6.8 million loss to a $ 31.4 million profit.

At its half - yearly report in December 2010, when it posted a $ 1.08 million loss after tax, the company announced it was considering a formal review of its corporate and business operations with a potential corporate restructure at hanAt its half - yearly report in December 2010, when it posted a $ 1.08 million loss after tax, the company announced it was considering a formal review of its corporate and business operations with a potential corporate restructure at hanat hand.

Speaking to BusinessDay from New York, where he is meeting with key US importers and distributors who handle the bulk of the 12 million cases a year the Griffith - based winery produces, Mr Casella hit out at recent reports, including one in The Wall Street Journal, that portrayed the business as mired in financial woes due to its first reported loss in 20 years and a breach of its debt covenants.

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Fonterra said it continued to face challenges with its Australian and international farming businesses, with its China farms operating at a normalised EBIT loss of $ NZ29 million because of lower milk prices.

Premier Foods, the UK's largest food producer, has reported a pre-tax operating loss of # 98m, against a profit of # 42m in 2009, on a continuing basis for 2010 after a # 125m goodwill impairment at its Brookes Avana own label bakery and prepared food business.

I am not persuaded that an increase of between five and ten percent in the price at which goods are supplied by Metcash to independent retailers could be sustained without a resultant significant loss of business.

I'm heartened at the efforts to reduce food loss and waste that have gained traction in the past year, and with even greater action by governments and businesses we can accelerate global progress toward Target 12.3.»