Sentences with phrase «at potential costs»

One last way of looking at the potential costs of finding a great deal is the financial risk it would take.

But first take a look at potential costs.

Both Mercedes and Renault are concerned at the potential cost of the new power units (even though they're pretty similar to the current ones) and have called into question whether it's worth the investment, considering the number of components which are going to be standardised.

Aroldis Chapman would end the threat in the seventh, but at a potential cost.

«European discoveries could be translated into applications elsewhere, at a potential cost to the European citizen,» the researchers write.

Participation comes at a potential cost.

EMIT: What the Bringback Brought reverses that: it finds Hancock's storytelling at its strongest, but at the potential cost of poaching attention from his painting, and leaving behind a rarer sort of earnestness.

The verdict is staring us in the face; we ignore energy from the atom at our own peril, and at the potential cost of a staggering number of lives from our children and grandchildren's generation.

Both of these reasons are perfectly valid reasons to take a Texas defensive driving course, but I would like to examine the cost savings portion of choosing the defensve driving option in a bit more detail, because you will be suprised at the potential cost savings.

Sean O'Toole will provide a retrospective look at the foreclosure market in California and his predictions for the entire property market in 2013 including a look at where home prices are heading and a deeper look at the potential cost of the market recovery.

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.

At first, North tried to work through local partners outside of Ontario, but Pearson and Creally discovered the approach was costing them potential new clients.

If you've been in business longer than a week, you've probably heard this objection from at least one potential new client: «It just costs too much» or «I'm really interested, but I think I can get it cheaper somewhere else.»

As it turns out, people with higher income levels are more likely than those of modest means to opt for HSA - qualified health plans, because they are less concerned by the potential out - of - pocket medical costs and more interested in the tax savings, according to Fronstin at EBRI.

Smartphone apps that track a user's location to identify potential mates nearby are gaining popularity, but at what cost?

Given the potential opportunity cost associated with avoiding the stock market — which could be as much as $ 3.3 million over 40 years, according to NerdWallet — as well as the benefits of compound interest over four decades, the bigger risk may be not investing at all.

If your idea takes the group's fancy — medical products, consumer electronics, and packaging are the in niches — ADLE is prepared to take the up - front risk, by, for example, creating a prototype and shopping it around to potential licensees, or doing a full - blown feasibility study, which can cost ADLE at least $ 200,000.

Some producers, including Canadian companies, who have operating costs in the $ 60 to $ 120 per tonne range, are still «clipping a tidy margin» even at a potential spot price of $ 300, «so it's still very lucrative,» notes Hansen.

Banks are targeting more credit cards at small businesses, but companies must weigh the incentives against the potential costs.

The IG's report accused Shulkin's chief of staff, Vivieca Wright Simpson, of potential criminal conduct by making false statements and altering a document so that the VA could «improperly» pay for Shulkin's wife to travel to with him, at a cost to taxpayers of $ 4,312.

In addition to the operational and cost benefits, improved parts management could speed up safety checks after an accident, industry experts said, and an increasing number of aerospace suppliers are looking at blockchain as a potential solution.

In June, the automaker suggested Hutto buy its potential gigafactory tract outright, at a cost of $ 10 million to $ 20 million — without any promise to put the plant there.

The company did quite a bit of research into prices at other services and did its best to estimate potential costs when creating its price structure, but in the end, some of those decisions were simply educated guesses, Nagele says.

These potential benefits come with at least one cost, however: your personal space.

At All Pro Franchising International, we try to keep start - up costs relatively low, while maximizing the potential for a return on your investment.

Miller also wanted to «keep our financing costs at some kind of fixed interest rate, because then I'd be able to factor that into potential acquisitions to see if they made financial sense for us.»

And that, in a nutshell, is why the New York Times is looking at further restructuring and potential cost cuts, despite the fact that it turned a profit.

«For decades, the failed War on Drugs has locked up millions of nonviolent drug offenders — especially for marijuana - related offenses — at an incredible cost of lost human potential, torn apart families and communities, and taxpayer dollars,» Booker wrote in a Facebook post.

That means owning more stocks, which offer the potential for growth at the cost of higher volatility.

A supply curve is an ordered list of all the oil production opportunities globally, sorted by the cost of extraction or, probably better for this example, the potential free - on - board price at a global trading hub — take every oil play in the world and ask what it would cost delivered to the US Gulf Coast as a starting point.

From there, you've still got to break down your oil sands supply curve, which means looking at all the potential production, and the costs of getting those barrels to market.

The Strategic Growth Fund remains fully hedged, with the same «staggered strike» position we had at the 2007 peak, which strengthens our defense against potential market losses by raising the strike prices of our defensive put options, at a cost of just over 1 % of assets in additional put premium (which is relatively inexpensive with the CBOE volatility index currently at about 17).

Looking back at the cost gap figure above, the potential revenue generated by EOR is only about $ 50 - 60 / ton, and that is in the best plays under the assumption of high oil prices.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Our strategy is to deploy capital from any potential source, whether debt or internally generated cash, depending on the adequacy and availability of that source of capital and which source may be used most efficiently and at the lowest cost at that point in time.

Second, the small size of a typical Wingstop at 1,700 square feet and a singular focus on serving up bold, crispy wings made from fryers means low labor costs, and the potential for juicy profits.

When researching franchise business information, many emerging business owners simply look at the cost to start up their franchise operation and weigh it against the potential income from running the business.

In short, Blockchain technology has the potential to make financial transactions and processes more transparent, resilient and at lower cost.

If potential intelligence sources know that their identities might be compromised when political winds arise, those sources of vital information will simply dry up, at great cost to our national security.

Find a house that has potential to sell for a higher dollar amount if cosmetic changes are made, and then compare the cost of the home and the repairs to the price at which you could sell it in the end.

This potential does come at a higher cost, as the annual expenses of most active funds are generally greater than those of passively managed funds.

The timing and nature of angel investments grant the potential for a large payoff but at the cost of increased risk.

«The downgrade reflects our expectations for limited recovery of credit metrics given continued operating losses at the Canadian division as well as potential costs related to the data breach,» said S&P's credit analyst Ana Lai.

We believe our methodology helps identify the most attractive stocks at the best time to consider buying, helping to avoid value traps and lagging performance due to the opportunity cost of holding a stock with great potential but at an inopportune time.

«Incumbent businesses in countless industries, from finance to energy to health care to food, are peeling back the layers on this budding technology, seeing the potential to trim costs, share and secure information more efficiently, and unleash new products at unprecedented speed,» declared Fortune in a cover story titled «Blockchain Mania!»

How should one understand the seasons of a vocation, including especially the potential cost that sacrifice may be required at precisely the time one most needs to discover a sense of fulfillment?

The recently launched «Make in India» national campaign by Prime Minister Narendra Modi, which aims to transform India into a global manufacturing hub, has the potential to be a game - changer and lead to the manufacture of food testing equipment indigenously in India, at a fraction of the cost.

That the decisive caution involved Logano and cost Busch a potential win was a bit ironic considering the two entangled in a post-race fracas last week at Las Vegas Motor Speedway.

In 2010 Sebastian Vettel won the championship, but he also cost his team a potential win in Turkey by colliding with his own teammate, and at Spa he speared into the side of Jenson Button whilst trying to overtake him, and earned the nickname «crash kid».