Sentences with phrase «business purchases such»

Special Offer from our Partner: Earn 2X points on everyday business purchases such as office supplies or client dinners up to $ 50,000 a year.

Earn 2X points on everyday business purchases such as office supplies or client dinners.

Also, you now earn 2X points on everyday business purchases such as office supplies or client dinners.

You can use it for all your regular business purchases such as when you buy lunch or dinner for your client or even purchase new office equipment for your office makeover.

Special Offer from our Partner: Earn 2X points on everyday business purchases such as office supplies or client dinners up to $ 50,000 a year.

Business travel cards are much like their consumer - focused counterparts, however, they tend to offer better rewards for common business purchases such as office supplies, advertising and telecommunications services.

Earn 2X points on everyday business purchases such as office supplies or client dinners.

In general, credit cards are most appropriate for everyday business purchases such as supplies, office equipment or monthly vendor payments.

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.

Whenever I am delivering a keynote address or workshop to such a group, I run them through an exercise to simulate a business purchase.

Such systems typically involve a sizable investment of funds, so it is wise for managers and business owners to undertake a careful course of study before making a purchase.

The expansion primarily gives larger businesses such as Google, which purchased.

For example, American Express, MasterCard and Visa business cards all offer annual and quarterly purchase summaries, fraud programs that protect business owners against employee misuse, credit limits as high as $ 100,000, online account management, and discounts on business services such as shipping, car rentals and computer equipment.

Business decision makers, on the other hand, typically consume about 12 pieces of content throughout the purchase process, and they're more receptive to tried - and - true marketing channels, such as email, phone calls and physical mail.

Just as baby boomers took over business, politics, and the consumer economy during the 1980s and»90s, millennials currently in their mid-20s will make up the majority of jobs and big - ticket purchases such as houses and cars, Slok wrote in a recent brief, which was first reported by Axios.

However, homeowners» policies are limited in coverage and you may need to purchase additional policies such as home - based business insurance to cover other risks, such as general and professional liability.

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.

According to Brian Halligan, the CEO of Hubspot and author of the book Inbound Marketing: Attract, Engage, and Delight Customers Online, the way modern consumers shop and make purchases has changed dramatically, and as such, businesses must adapt in order to survive.

The purchase price for Merck's business suggests that the German company climbed down from price demands of as much as 4 billion euros, which sources told Reuters had deterred initial suitors such as Nestle, Perrigo and Stada owners Bain and Cinven.

A business line of credit is a flexible, often low - cost way to cover short - term financing needs such as purchasing inventory and making on - time payroll.

Unlike productive assets such as businesses or farmland, gold is «purchased in the buyer's hope that someone else... will pay more for them in the future,» declares Warren Buffett in an adaptation from his latest shareholder newsletter.

Short Term Debt Financing usually applies to money needed for the day - to - day operations of the business, such as purchasing inventory, supplies, or paying the wages of employees.

Long Term Debt Financing usually applies to assets your business is purchasing, such as equipment, buildings, land, or machinery.

Because of the longer terms, these loans can be used for serious investments in your business, such as long - term equipment purchases, large inventory purchases or business expansion.

In Alberta and B.C., GST is applied on top of the carbon tax on direct consumer fossil - fuel purchases, such as gasoline, as well as on products where a business has added some or all of the cost of the carbon tax to the cost of their good or service.

Best Buy joins other retailers that are feeling the pinch of more shoppers making purchases online and giant e-commerce rivals such as Amazon.com Inc. stealing business.

Life expectancy and retirement aside, if you're purchasing a life insurance policy to protect a specific interest — such as a business loan or mortgage — you may also need to think about the potential duration of that need when considering your options.

When we create content at IDC to support our clients» content - based marketing efforts, we first indentify our clients» target audience (buying persona) plus buyer cycle stage (i.e., general awareness / education, preference, purchase and post-purchase; within each stage there are specific tasks or «jobs» you prospects / customers need to accomplish such as, short list creation, business case development, final recommendation and decision, etc.) We also consider our clients ideal outcome or action they want their target prospect / customer to take once they interact with the content or messaging.

You can purchase a franchise, such as Unishippers or BlueGrace Logistics, which will give you access to hundreds of logistics carriers and pricing tools as well as give your business credibility even before you find your first client.

«FINRA is issuing this Alert to warn investors to be cautious when considering the purchase of shares of companies that tout the potential of high returns associated with cryptocurrency - related activities without the business fundamentals and transparent financial reporting to back up such claims.»

The company offers private label credit cards, dual cards, and small and medium - sized business credit products; and promotional financing for consumer purchases, such as private label credit cards and installment loans.

Equipment financing refers to a loan used to purchase business - related equipment, such as a restaurant oven, a vehicle or a copier scanner.

Expenses such as the cost of providing a pension plan, purchased research and development, and employee stock option grants - all obvious ongoing business expenses - are deducted when calculating profits.

Today the House passed a bill which would completely exempt from capital gains taxes (subject to per taxpayer limitations) the gain on the sale of qualified small business stock held for more than 5 years, if such stock was purchased... Continue reading →

Today the House passed a bill which would completely exempt from capital gains taxes (subject to per taxpayer limitations) the gain on the sale of qualified small business stock held for more than 5 years, if such stock was purchased after March 15, 2010, and before January 1, 2012.

If things work out as planned, then you go on a long — term lease or outright purchase of the property but if not, then move on and source for other ideal location / facility for such business.

Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.

Purchase business insurance such as general liability, workers» compensation if hiring employees, product insurance or home - based business insurance to protect business assets in the event of a lawsuit or settlement.

It proposes harsh new tariffs and import quotas on all foreign - made steel and aluminum, regardless of country of origin, that will then theoretically compel American steel and aluminum users to purchase those products from domestic steel and aluminum producers to match such minimum output levels and prevent US producers from going out of business.

«Over the last five years, we have watched organizations attempt to achieve a complete security transformation by applying Band - Aids - such as the purchase of peripheral products or dismantling of solutions - only to find poor results and poor business alignment,» said Matthew Shriner, vice president, Security Professional Services for Micro Focus.

This site is designed in the interest of the individual whose responsibility includes attending to business cash flow or anything that has to do with the financial survival and growth of a business such as accounts receivable, payables, sales, purchasing, assets, and general business management.

If you purchased any new equipment, such as a new computer or a printer, you can also deduct some or all of the cost of that equipment depending on how much you use it for your business.

At the same time, the company has made investments to support growth in the past, such as the November 2011 it has purchase of Super Ingredients and its gelatin and Hydrocolloid business.

While it still operates a substantial cask wine business and many of its brands are in the «commercial» wine segment, it has also moved further upmarket with acquisitions such as the Grant Burge Wines purchase in late 2014.

While it still operates a substantial cask wine business and many of its brands are in the «commercial» wine segment, it has moved further upmarket with acquisitions such as the Grant Burge Wines purchase in late 2014.

Mr Clarke said if the company made another large acquisition such as its $ 754 million purchase of Diageo's US wine business in late 2015, he would seriously contemplate permanently shifting Treasury's head office to the US.

Tea Business Boot Camp — A one - of - a-kind, two - day, intensive and hands - on program that covers critical topics facing the tea entrepreneur, such as the basics of a tea business, financial management considerations, marketing, purchasing and inventory, and Business Boot Camp — A one - of - a-kind, two - day, intensive and hands - on program that covers critical topics facing the tea entrepreneur, such as the basics of a tea business, financial management considerations, marketing, purchasing and inventory, and business, financial management considerations, marketing, purchasing and inventory, and Tea 101.

OnDemand enables a company's supply chain organization to integrate key business functions, such as purchasing, marketing, and operations using a single technology solution.

OnDemand enables a company's supply chain organization to collaborate with key business functions, such as purchasing, marketing and operations using a single solution.

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...