Sentences with phrase «business performance over»

They focus on live data connections to analyze a company's real - time business performance over credit scores.

Although we're proud of the businesses performance over the last year, we both appreciate why many people believe this is the case, as it has been incredibly hard work.

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.

Many people in business are looking for an edge over their competition and ways to improve their performance.

CVCheck said business performance had exceeded expectations over the quarter on the back of strong top - line growth from corporate clients and its robustly performing consumer division.

Chris is an author, consultant, and speaker with over 30 years of experience assisting leaders of business and government in engendering new and transformative possibilities that drive peak performance cultures.

National hotel performance has been strong over the past several years, driven by solid leisure and individual «transient» business demand, which has risen nearly 40 % since 2007.

«Taken together,» the authors conclude, «our results find little or no evidence of deterioration in the performance of daily deal promotions over the past year (April - May 2011 to May 2012) for small - and medium - sized businesses or with experience as the business operator runs multiple daily deals.

(New York, NY) March 24, 2010 — On Deck Capital (www.ondeck.com), a leading provider of small business financing solutions, announced today announced today that over $ 50 million of loans have now been made to more than 2,000 Main Street small businesses using its proprietary performance lending system which evaluates businesses based on electronic performance data rather than relying solely on the business owner's personal credit score.

Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.

With over ten years» experience, she has worked with clients to develop new operating models, stand up new corporate divisions and optimize cross-functional performance within business units to drive revenue growth.

Ms. Bloxham is also the author of the Governance chapter in The Investor Relations Guide (published by Kennedy publications) and the Board chapter in Business Valuation Resource's Guide to Healthcare Valuation and the author / co-author of over 100 articles published by, among others Corporate Board Member, Directors Monthly, Directorship Magazine, International Finance and Treasury, Bank Accounting and Finance, American Banker, National Underwriter, Valuation Issues, Shareholder Value Magazine, CFO Magazine, Corporate Finance Review, the Wharton Leadership Digest, the Journal of Strategic Performance Measurement, Executive Talent, and the Journal of Cost Management.

Surveyed women business owners indicated more concern than their male counterparts over stock market performance (67 percent vs. 55 percent), inflation (62 percent vs. 55 percent), low interest rate on savings (58 percent vs. 52 percent) and foreign competition (32 percent vs. 26 percent).

Indeed, A123 struggled to compete in an increasingly crowded battery business, and it didn't offer a radical enough performance improvement over established lithium - ion batteries to immediately win over a fledging hybrid - vehicles market (see «A123's Technology Just Wasn't Good Enough»).

With offices in over 50 countries, Right Management partners with companies of all sizes — including more than 80 % of the Fortune 500 — to help grow and engage their talent, increase productivity and optimize business performance.

«Over the intermediate to long - term in the stock market, business performance has been inexorably reflected in share price performance.»

«We believe that the market performance of a share of common stock, over an extended period of time, is likely to follow the business performance of the underlying company» Lou Simpson

Ultimately, underlying business performance is almost certain to hold a major influence over a corresponding stock's long - term performance.

While a rising dollar hurts the near - term performance of non-U.S. investments (when translated back into dollar terms), over longer timeframes weaker foreign currencies can improve the competitiveness of businesses outside of the U.S..

Nowadays over 60 % of businesses allow their employees to work remotely and focus more on overall job performance than specific working hours.

But if one is able to invest in a great business at perhaps an equally - great value, they're setting themselves up for truly outstanding investment performance over both the short term and long term.

Over nearly two centuries of helping businesses understand this dynamic, D&B have honed the expertise of how data and analytics forge the relationships that lead to industry - leading performance.

Past participants - both in the U.S. and from work cultures all over the world - have experienced dramatic performance improvement in sales calls, consulting engagements, technical projects, strategy sessions and crucial business meetings.

Over a 14 - year period, Mr. Moysiuk led the creation and development of a significant institutional private equity business and portfolio, which generated exceptional investment performance.

Australian businesses in the Accommodation, Cafes & Restaurants sectors have recorded better performance than Australian businesses on average over the past 12 months.

• In addition, businesses are also more worried about the performance of the Australian economy over the next year with 47.8 % (down 3.2 ppts) now expecting «good times» for the Australian economy while 45.8 % (up 2.6 ppts) now expect «bad times»;

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...

Over the past 25 years, KPA Elite Performance has studied and worked with hundreds of elite performers in student athletics, sport, business, the military, performing arts and show business.

And with that entirely predictable performance from either side, the prime minister went back to the business of government (quibbling over the semantics of benefit reform) and the Labour leader returned to the good work of opposition (donning a charming little tux with a maroon metallic sheen, dealing out the cards, and raking in the chips).

This year's Cities Outlook reflects on the performance of city economies over the last 10 years based on four main indicators, population, businesses and housing affordability, the approach of policy over this period (both under Labour and the Coalition) and its implications for further devolution.

Short - and long - term impacts The American economy is already beginning to feel the effects of climate change, the report says, and «these impacts will likely grow materially over the next 5 to 25 years and affect the future performance of today's business and investment decisions.»

NY Times best - selling author and cardiologist Dr. Steven Gundry Nutrition expert and six - time NY Times best - selling author Dr. Joel Fuhrman Former business strategist / Washington think tank exec and best - selling author Danielle LaPorte Jim Kwik, brain performance and accelerated learning expert Relationship expert and best - selling author of Men Are From Mars, Women are From Venus Dr. John Gray Best - selling author and nutrition expert David Wolfe Beauty and essential oil expert Nadine Artemis Celebrity vegan chef Jason Wrobel Billy DeMoss, a chiropractor and powerhouse within the profession for over three decades Raw chef and Longevity Now Conference favorite Raw Solla

A Towers Watson study of over 300 employers with greater than 1,000 employees showed that companies treating health and performance as a strategic business advantage achieved significantly better market premiums and reduced employee turnover rates — from 21.0 % to 14.8 %.

Together, they have brought a community of local venues, producers, artists and businesses together through the presentation of over 100 performances of 50 + different shows in 10 iconic venues across Fremantle.

We surveyed over 1,100 entering college freshmen, majoring in business and engineering at a public university in the US, and combined this information with administrative data to create a comprehensive data set that, in addition to the usual academic performance data, cognitive ability measures, and demographics, also included measures of non-cognitive skills, personality traits, and student expectations about college success.

I propose that states get out of the business of licensing and invest instead in robust data dashboards that measure principal performance over time on a range of agreed - upon metrics with links to their preparation program of choice.

Along with parents, students, educators, and other citizens, we need policy, education, business, community, and faith leaders all over the state to share responsibility to expand opportunities and lift performance of all students.

For example, in the business world, individual and organizational bottom lines are commonly shaped by events that advance or retard performance in a given year but average out over time.

As we demonstrated in our 2015 analysis of the Common Core debate on Twitter, the dispute about the standards was largely a proxy war over other politically - charged issues, including opposition to a federal role in education, which many believe should be the domain of state and local education policy; a fear that the Common Core could become a gateway for access to data on children that might be used for exploitive purposes rather than to inform educational improvement; a source for the proliferation of testing which has come to oppressively dominate education; a way for business interests to exploit public education for private gain; or a belief that an emphasis on standards reform distracts from the deeper underlying causes of low educational performance, which include poverty and social inequity.

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William Bayers, company general counsel said today that «The global financial crisis over the past several years has negatively affected» Houghton Mifflin's financial performance, in a business that «depends largely on state and local funding» for the schoolbook market.»

«Premium customer care was one of the three pillars of the original business model for Velocity Micro over 15 years ago at our inception, along with powerful performance and mainstream value,» says Randy Copeland, Velocity Micro Founder and CEO.

Over years of talking to people who have seen their company pensions reduced as a result of poor business performance, the economy, or [insert whatever reason you like], we've seen far too many people who relied primarily on their pension for retirement income.

Jensen's approach to investing focuses on those companies with a record of achieving high returns over the long term and which the firm believes are undervalued relative to their business performance.

Over a period of anything less than a few years, underlying business performance — which is what we're focused on — is drowned out by market «noise».

Both the Australian and International funds are concentrated portfolios of businesses that should deliver us healthy investment performance over long periods of time.

Your actual performance will depend on your personal needs and which strategy we implement for you, but this approach helps to align the client's perception of risk with that of the underlying portfolio over the course of the changing business cycle.

This approach is designed to smooth out the performance of a portfolio over the course of the business cycle and match your need for financial stability with the way your portfolio of savings actually performs.

Over the past several months, we have had in - depth discussions with the Company's former Chief Executive Officer, Harald Braun, as well as the Company's Chief Financial Officer, Tom Cronan, regarding our concerns about the deteriorating financial performance of the Company and the lack of action to adjust operating expenses in - line with the Company's current business prospects.

(Investor's Business Daily: Jan 3, 2017) Investor's Business Daily's Aparna Narayan did an overview of the performance of exchange traded funds over the past year.