Sentences with phrase «business assets returned»

Bonus depreciation on purchases of new business assets returned and will remain at 50 percent of the value of assets placed into service.

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.

Furthermore, a government crackdown on corruption late in 2017 that saw numerous Saudi business people, including notable royals, detained and imprisoned (infamously, in the Riyadh Ritz Carlton hotel) and assets handed over to the authorities in return for freedom could also spook investors.

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.

The HRC considered the fact that, despite credit write - downs in its home equity loan portfolio and a Visa - related litigation expense accrual, the Company's business performance for 2007 was strong, as exemplified by one of the highest returns on equity and returns on assets in our Peer Group.

Those returns were incredibly volatile — a stock might be down 30 % one year and up 50 % the next — but the power of owning a well - diversified portfolio of incredible businesses that churn out real profit, firms such as Coca - Cola, Walt Disney, Procter & Gamble, and Johnson & Johnson, has rewarded owners far more lucratively than bonds, real estate, cash equivalents, certificates of deposit and money markets, gold and gold coins, silver, art, or most other asset classes.

Business run by diverse boards are generating greater returns on the assets they employ.

Under the Bonus Plan, our compensation committee, in its sole discretion, determines the performance goals applicable to awards, which goals may include, without limitation: attainment of research and development milestones, sales bookings, business divestitures and acquisitions, cash flow, cash position, earnings (which may include any calculation of earnings, including but not limited to earnings before interest and taxes, earnings before taxes, earnings before interest, taxes, depreciation and amortization and net earnings), earnings per share, net income, net profit, net sales, operating cash flow, operating expenses, operating income, operating margin, overhead or other expense reduction, product defect measures, product release timelines, productivity, profit, return on assets, return on capital, return on equity, return on investment, return on sales, revenue, revenue growth, sales results, sales growth, stock price, time to market, total stockholder return, working capital, and individual objectives such as MBOs, peer reviews, or other subjective or objective criteria.

And if you read through Buffett's letters it's very clear that is looking for businesses that are in high returns on tangible capital and I described that is every business needs working capital, every business needs fixed assets, how well does it convert its working capital and fixed assets into earnings?

SBP also works with mid-large size businesses to protect their best asset - their employees - by providing homeowner resilience training so they can return to work sooner and with a clear mind, in the wake of a disaster.

(Reuters)- Murphy Oil Corp (MUR.N) said it will spin off its smaller retail gasoline business in the United States, review options for other assets, pay a special dividend and buy back shares as it seeks to return more cash to shareholders.

And it's simply bad business not to maximize the return on our most important assets.

Return on assets, or ROA, is an indicator of how a business manages existing assets when generating earnings.

«In our search for new stand - alone businesses, the key qualities we seek are durable competitive strengths; able and high - grade management; good returns on the net tangible assets required to operate the business; opportunities for internal growth at attractive returns; and, finally, a sensible purchase price.

«Leaving the question of price aside, the best business to own is one that over an extended period can employ large amounts of free — other peoples money — in highly productive assets so that return on owners capital becomes exceptional.»

Indeed, it's often a mistake to do so: Truly great businesses, earning huge returns on tangible assets, can't for any extended period reinvest a large portion of their earnings internally at high rates of return.

Alessio leads GMAG's macro strategy focusing on business cycle dynamics, global macro regimes, and their impact on asset class risks and returns.

It was also intended to frustrate holders of conservative, low - yielding assets, pushing them to seek higher returns in riskier investments and thereby fund job - generating business activity — and it seems to be working.

A: Our model evaluates five indicators of shareholder wealth and business performance: total shareholder return, earnings per share growth, change in operating cash flow, return on equity and return on assets.

GE, in a move to become a pure play industrial company, is exiting the financial services business by selling the bulk of the assets contained in its GE Capital unit and returning most of the proceeds from that disposition to shareholders in the form of a $ 50 billion share buyback.

I think those are bogus, because inflation and investment returns are weakly related when it comes to risk assets like stocks and any other investment with business risk, even in the long run.

So obviously, shedding that work and then deploying those assets in other pieces of business that provide us with a better return obviously, will help us enhance our margins.

Trading near tangible book value, Goldman offers an attractive price for a business that earns a significant amount of revenue from high return asset management and underwriting and advisory services.

Annual incentive goals include operating income, return on net assets, and business specific goals for each executive.

«Buying a company below its historic average or intrinsic value (as that is how low quality businesses will often be valued when they are close to the nadir of their capital cycle) is a good starting point for any investment and has a track record of producing excess long - term returns» Marathon Asset Management

Reflecting on the second - half of the financial year Fonterra said it returned its Australian operations to profitability by taking out costs, reducing working capital and divesting non-core business assets, including shares in Bega Cheese and Dairy technology Services.

Under the Caltex franchise agreement, if a franchisee is terminated due to a breach of the franchise agreement (which can occur for wage underpayment as well as other reasons) the value of the business is returned to Caltex with the franchisee receiving only the value of any stock or other owned assets.

The most successful publishers and self - published authors are those who understand that (1) publishing is a business, not a hobby; (2) have been tireless promoters of their books; and (3) fully realized that a book should be considered as a financial «asset» and as such it should gain the largest return on investment as possible.

Highland Capital asserts that it is [NTII]'s Board of Directors» fiduciary duty to the public shareholders to liquidate these assets, wind down business, and return all proceeds to the public shareholders.

The Fund has no sales load (a charge for purchasing the fund), no soft - dollar arrangements (where fund managers receive research, data terminals and other benefits in return for paying higher commissions to brokers), no trailing fees (where funds pay brokerages an ongoing percentage of assets in order to bring business to the fund), and no 12b - 1 marketing fees (where shareholders pay an amount over and above management and operating expenses, so that funds can advertise and attract new shareholders).

Income tax returns, business financials, proof of assets, and strong evidence of business income are all likely to be requested by your bank or loan company if you hope to refinance your student debt.

He used to say that investors should seek protection in the form of margin of safety either through conservatively calculated intrinsic value (usually based on asset value) over market price or superior rate of sustainable earnings on price paid for a business vs a passive rate of return on that money.

Most importantly, Countercyclical Indexing is a low fee and tax efficient form of asset allocation that tries to capture the market return given an appropriate level of risk over the course of the business cycle.

It allowed banks to do more business, while keeping it off of their balance sheets, thus maximizing their returns on assets and equity.

This means that you have total control over this asset and if you choose to treat your whole life policy like a business, the repaid loan interest maximizes the policy return for both the cash value and the death benefit.

Given an understanding of the relationship between the business cycle and security prices an investor or fund manager would select an asset mix to maximize returns.

After all, it's a capital light industry that is highly scalable; relatively small fixed overhead costs can be amortized over vast asset bases, resulting in some very fat margins and returns on shareholder capital as an asset manager's business expands.

If you strip out the «returns» from its merchant banking (it spun off with assets with book value far below actual value and slowly reported profits when these discrepancies were recognized) and just look at the free cash flow of its operating businesses, the returns have been ok but nothing phenomenal.

Indeed, it's often a mistake to do so: Truly great businesses, earning huge returns on tangible assets, can't for any extended period reinvest a large portion of their earnings internally at high rates of return.

I think those are bogus, because inflation and investment returns are weakly related when it comes to risk assets like stocks and any other investment with business risk, even in the long run.

I plan on holding my PRXI shares for at least another year, but if management isn't able to produce a decent return on the Titanic assets, or goes making some crazy investment in a non-core business, I'll know its time to move on, that is, take my capital and run to the nearest exit.

We have many businesses that earn extraordinary returns on equity because there is very little equity involved; e.g., much of our asset management business, our advisory business, parts of our payments businesses and others.

The performance of economically sensitive assets such as stocks tends to be the strongest during the early phase of the business cycle when growth is rising at an accelerating rate, then moderates through the other phases until returns generally decline during a recession.

Prof. Siegel provides financial data from 1802 through 2007 including: the relative performance of asset classes, relative risk of each asset class & style, IPO performance, bubble economies & aftermath, fundamental measures as predictors of future returns, monetary policy, business cycles, technical analysis, calendar anomalies, etc., etc., etc..

He believed that businesses with sustained returns on assets (lasting for years, not months) produce superior investment returns.

I use the credit cycle, and estimates of what various asset classes are likely to return if they were private businesses, but not everyone can follow that.

When shareholders invest in a listed asset manager, they simply want: a) exposure to the asset management business, and b) surplus cash to be distributed, thereby enhancing returns & granting each shareholder the freedom to manage this cash directly, as they see fit.

This would make sense because businesses use liabilities to offset capital intensity and increase return per unit of capital — the asset side of the balance sheet does not tell the whole story.

I don't particularly like these business models, as they tend to produce mediocre returns on capital over the full cycle, but occasionally they do offer opportunities to buy them well below their net asset values.

And he responds by stating that «From the Wall Street Journal, to Forbes Magazine, to Bloomberg, to the Huffington Post, to Affluent Magazine, to many University Studies, like the London School of Business or the Wharton School of business, all sources discuss the 12 % or higher returns this asset class has providedBusiness or the Wharton School of business, all sources discuss the 12 % or higher returns this asset class has providedbusiness, all sources discuss the 12 % or higher returns this asset class has provided.»