Sentences with phrase «business plan does»

The business plan doesn't automatically allow someone to step in and take over, even if they were willing to pay dearly for your business.

Bruce Keith discusses six pitfalls to avoid so your business plan doesn't lose momentum.

A business plan doesn't have to be a heavy burden.

Making a business plan does not need to be a laborious task.

Building a business plan doesn't have to be that scary.

What's better is that the business plan doesn't appear to involve building any new properties (that can take a while) but, instead, Starwood is signing up existing properties and, where necessary, modernising them and bringing them into the fold.

Valley Electronics makes LadyComp and Daysy and BabyComp and Pearly and has been doing so for some 30 years — the business plan does not involve selling data.

Rethinking Your Business Plan Does every business need a business plan?

Creating a business plan doesn't work unless you settle into the process for the long term.

And as you can see from my story, a business plan doesn't have to be a lengthy, well - thought - out proposal — it can be as simple as some notes in a notebook, or a scribble on the back of an envelope.»

One more thing a good business plan does for a startup, it helps to increase confidence of the other stakeholders — whether that be conventional banks or private capital, or even key executives you want to early bring on board.

A positioning statement for a business plan doesn't have to be long or elaborate.

A lean business plan doesn't require an elaborate executive summary or lots of text describing the company, product, market and team.

A successful business plan does not have to be a book.

Personally, I'd rather be sent a demo URL or a prototype than a 50 - page business plan I don't have time to read.

The good news is that while your offering should be different from your competitors», many key elements of your business plan don't have to be.

Business plans don't have to be a lengthy ordeal.

Business plans don't impress venture capitalists.

Yes, business plans don't get them excited because they come across tons of business ideas and plans everyday.

Even though he's very good at painting, his business plan did highlight some areas where his skills are lacking.

This reminds me of a conversation I had with a Japanese executive many moons ago as to why his business plan didn't show a profit for 22 years.

Not exact matches

Effective time management involves planning the amount of time spent you spend on all of the tasks of running a business — and your personal life — to get things done in the most effective and productive manner.

This program, with the creation of the accompanying Growth Plan has revolutionized how I do business at my spa.

A business plan is a written description of your business's future, a document that tells what you plan to do and how you plan to do it.

And this year I plan to lift up the many businesses that have figured out that doing right by their workers ends up being good for their shareholders, their customers, and their communities, so that we can spread those best practices across America.»

If you do decide to go DIY with your PR, you want to build a plan that is realistic and manageable as this is really only one thing you need to do in your business.

Donald Trump's plan calling for six weeks of mandatory paid leave for new moms is a step toward wooing women voters and a step up from current federal law — which doesn't require companies to provide any paid leave — but it's still behind the times for the business world.

With a plan in place and an eagle eye on how things are changing, you can make sure that your business doesn't fall behind.

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.

Being in a selling mindset will be good for your business, no matter when you plan to do so.

And, like all successful small - business owners, Eric concurs with the importance of planning, especially for a startup period where you're not going to make much income and what you do make is likely to be put right back into the business.

Financial data is always at the back of the business plan, but that doesn't mean it's any less important than up - front material such as the business concept and the management team.

If you're going to be doing driving of any kind, whether it's transporting horses or driving a taxi or getting behind the wheel of an 18 - wheeler, it all starts with a valid driver's license, preferably in the state in which you plan to conduct business.

That includes doing market research, developing a business plan, building a team and seeking outside funding — all of which students will do for course credit.

She said she was recently told by her business partner that the leasing agent for AMC had divulged that the movie chain did not plan to renew its lease on the theater when it expires in October 2021 — something substantiated by another source.

A Facebook spokeperson told AllThingsD last week that speculation over a Facebook foray into gaming wasn't on the table, saying, «We're not in the business of building games and we have no plans to do so.»

Everyone knows you need a business plan, yet many entrepreneurs don't realize a marketing plan is just as vital.

When we fall short of that goal, when the world does not look the way it looked like in the business plan, then we have a tendency to fail.

The takeaway is simple: The key to success is to start with a great idea and a solid business plan, hire the right people to help you and let them do their thing.

The plan had the advantage of time, a luxury Newell knows struggling businesses don't have right now.

You don't need a business plan.

While engineering and architecture firms tend to be exposed to development downturns, most private planning companies do a lot of business with municipalities and their agencies.

«Make sure there is a solid business plan as to what they are planning to do with their business and how the financing will support the mission for the company,» says Toth.

Indeed, the bulk of the provisions covering small businesses don't kick in until small business group buying plans roll out at the state level.

Now that you understand why you need a business plan and you've spent some time doing your homework gathering the information you need to create one, it's time to roll up your sleeves and get everything down on paper.

The community rallied, and Kepler's reopened later that year with a new business plan and more than $ 1 million invested by locals who didn't want to see the family - owned business perish.

Writing a business plan may sound difficult and dull — and by «may,» we mean «definitely» — but it doesn't have to be.

Finnegan did not give details on the business's plans, writing that it will operate in stealth for the time being.

Successful people in the business world don't just close their eyes and hope for the best; they assess, plan, and constantly look for new ways to execute that plan.

The article 4 Ways to Protect the Reputation of Your Small Business Online mentioned to best protect your online reputation you will need to do some research and planning.