Sentences with phrase «best price policy»

You will also be surprised to know that we have really good price policy.

And for others who don't care about whether or not they have to take an exam there may be a better priced policy with another carrier available.

Our experience in helping others with heart conditions will prove valuable in helping you get the best priced policy.

For example, Mutual of Omaha's Living Promise final expense policy is probably the best priced policy for parents over 80.

Your only concern is obtaining the best priced policy with a financially secure company when getting instant quotes for life insurance policies at 62 years old.

We'll be glad to help you compare strategies, answer your questions, and email you best pricing policies for your age, health and state of residence.

Luckily, NetQuote.com can provide you with everything you need to know, from homeowner insurance basics to Lafayette insurance quotes in seconds, so you can compare rates and find the best priced policy available.

Whether you are searching for a group rate for the first time or want to see if better priced policies are now available, you can benefit greatly by requesting vehicle insurance quotes online and comparing the offers that you receive.

Samsung will be well advised to lower its add on costs and have better pricing policy, otherwise after loss of low end market, it will lose middle end too.

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.

While there is a place for best price guarantees, most startups choose to focus on a price matching policy if they're trying to implement such a strategy.

As a result, their aggressive Best Price Guarantee policy would theoretically result in an increase in conversion rate and buyer confidence.

Before delving into the specifics of developing a strategy, let's begin by highlighting the difference between best price guarantees and price matching policies.

In the grander scheme of things, and as a red flag, this is another asset class that has enormously benefited from asset price inflation, stirred up by the Fed's well - targeted monetary policies since the Financial Crisis.

* But there is also a valid policy argument that companies that own both cable channels and cable wires have excessive power over pricing, and that blocking such a merger is a good use of anti-trust power — even if it's an argument you'd usually hear from the left side of the aisle.

Will it be better service, a longer warranty, better selection, longer business hours, more flexible payment options, lowest price, personalized service, better customer service, better return and exchange policies or a combination of several of these?

Wireless carriers get much flak for their prices, policies and customer service — some of it is undoubtedly well earned — but some sympathy in this case is also deserved.

In other words, if you tighten monetary policy, certainly by more than is discounted in the market — and what's discounted in the market is very minor rising market — that will reverberate through asset class prices, as well as then you can have a situation in terms of the economy.

Suppose this slate of policies works better than expected and retail prices fall, on average, by 5 %.

However, the Pan Canadian Framework on Clean Growth and Climate Change lays out a number of policies that will compel more clean tech innovation in Canada, he said, including a price on pollution with a carbon price, to be in place across Canada by the start of next year, as well as a promised national clean fuels strategy, better energy efficiency standards and limits on greenhouse gases like methane.

Best Buy implemented a price - matching policy, both in - store and online, while also lowering its prices to be more competitive against both online retailers and discount retailers such as Wal - Mart.

That experience, together with influential research on monetary policy, convinced the economics profession that maintaining price stability is the best — or even the only — contribution monetary policy can make to promoting a country's economic and financial well - being.

The question of whether central banks can use monetary policy to promote financial stability as well as price stability has re-emerged from time to time.

Thus, monetary policy can best help to foster economic growth by ensuring the continuation of a stable price environment.

Compared with previous episodes of booming commodity prices, a floating currency, a sound but flexible medium - term framework for monetary policy and a flexible labour market mean we are doing much better this time than in the mid 1970s or early 1950s.

August 30, 2016 — The effects of large oil price shocks on the Canadian economy are complex, as is the best response of monetary policy, but getting it wrong can be very costly, according to a new...

If wage negotiations, for example, were to build in current low expected price increases — of the order of 2 to 3 per cent — that kind of behaviour would clearly produce better national outcomes than if larger increases (not backed by genuine productivity gains) were pursued and granted, only to be followed by a tightening of policy.

Level term policies are usually more affordable since premiums can vary based upon factors other than age, and the insurer can better price your risk profile.

Men of good will should therefore be hoping for an outbreak of «price inflation», it seemingly being the only way to end the destructive policy - making.

We hypothesize that, having learned from the misadventures of the 1960s, the policy elites, well versed in the practice of financial engineering and market manipulation, would have seen no need to dump stocks of government gold reserves onto the market, 1960s style, to keep the price in check.

It follows from this that monetary policy has implications for activity as well as prices, and that central banks should have regard to both.

Concerns over energy - induced weakness in headline PCE, as well as non-oil import prices» pass - through impacts on Core PCE had dominated recent Federal Reserve policy deliberations.

This freedom is best achieved by adopting the classical policy of taxing land rent and other natural resource rent, and to regulate the price of basic infrastructure services and natural monopolies to keep their prices in line with necessary costs of production.

In a policy statement last month, Fed officials said they expect inflation «will remain subdued» and that the Fed «sees some risk that inflation could persist for a time below rates that best foster economic growth and price stability in the longer term.»

The below chart illustrates U.S. oil production (in gold) vs. FED's balance sheet (in blue), and how overproduction from accommodative monetary policy resulted in the sharp decline in oil prices, creating a systemic risk that was again transmitted from financial and commodity markets to the real economy (in job losses and slow growth in Texas and other oil producing states, as well as the decline in headline inflation, pushing the Federal Reserve further from the price stability objective):

We place a good deal of weight on the range of financial variables in the economy — monetary policy works, after all, by changing financial prices.

Setting aside the conceptual question of whether sound money is a form of freedom, an institution, or simply good macroeconomic policy, we come to the second major problem with the Fraser and Heritage price stability measures.

In Australia, as well as reflecting the favourable overseas developments, financial markets have been influenced by the run of strong local economic data, with the result that markets had begun to anticipate some tightening of monetary policy ahead of the Board's November decision, though a rise in cash rates had only been fully priced for the December meeting.

Financial markets had stabilised around the region late in January, and by the time of the Bank's Semi-Annual Statement on Monetary Policy in early May, exchange rates and share prices in most of the east Asian economies had recovered a good deal of ground.

Furthermore, the Fed would like to adhere to the so - called «Taylor Rule» (in spite of Professor Taylor's protestations that it is misinterpreting and misusing his concept), a mathematical construct that purports to make monetary policy more «scientific» by establishing an arithmetic rule for varying the administered interest rate according to the variance of «actual from target inflation» (note that «inflation» refers to the change in a price index in this case, not the phenomenon of inflation of the money supply as such), as well as the variance of economic output from «potential output» (i.e, the so - called «output gap» is incorporated in the formula as well).

Indeed, Powell, in his January address to the American Finance Association, argued that, with regard to the impact of «highly accommodative monetary policies,... studies generally show that they lowered rates across the curve and moved other asset prices as well.»

Real estate is local though prices are also impacted by national and global factors — such as monetary policies and offshore investors who consider US housing as an asset class and escape route — as well as by local factors.

If Romney wants a running mate who can explain how Republican policies can lower health care premiums, increase jobs, lower energy prices, get government to work better for less money, and maintain the safety net for our elderly while avoiding huge tax increases, then Jindal is the guy.

But I think MG has looked across to New Zealand where [Fonterra's] dividend policy is contrary to the milk price and has seen this and made sure investor and farmer interest is better aligned.»

A new report from the U.S. Department of Agriculture examine that growth, as well as changes in dairy product markets, growing price volatility, and dairy policy.

The EU policy of digging up vines to end years of surpluses had lead to a reduction of 269,000 hectares between 2008 and 2011, well above the targeted 175,000 hectares, contributing to a recent rise in prices, Castellucci said.

Stable rice prices means rice that can withstand production challenges, well informed rice - based policies, effective and inclusive value chain, minimal losses, and effective education of new generations of rice scientists.

The International Boxing Club, pursuing at last a policy of enlightened self - interest, has opened two small clubs in Chicago, where for 99 cents, less than the price of a movie, the fans have been seeing some live, well - matched action and taking their wives and girl friends to ringside.

Until we change our game style, formation, players that are not good enough, spending policy so that we buy in all the positions we need, not just one, buy players with characters, driven by success with lots of titles behind them, change our ambition to titles, not fourth, reduce immense ticket prices, stop being a business rather than a football club, introduce younger members to the board or unbelievably somehow change the manager, I will not be convinced.

Sometimes I worry that Arsenal have cribbed their transfer policy from an old Tom Vu infomercial about targeting «distressed properties»... scan the obituaries in newspapers to learn about homes of recently deceased and low - ball the grieving families, or find out about recent divorces and take advantage of the acrimony and get a good price on a house you can then flip for profit.