Sentences with phrase «business value cost»

As a result, many GCs are looking at the right balance of internal and external support to deliver business value cost - effectively.

Not exact matches

An MBA or Master's in Marketing helps professionals gain a more in - depth understanding of marketing analytics and add value to their marketing careers, but the degree comes at a cost: top business schools such as those at Columbia, USC, and Vanderbilt charge annual tuition fees of $ 50,000 to $ 60,000.

The reason is their (common) misconception that the costs will outweigh any benefit, that there is no bottom - line value in environmentally responsible business practices.

Under Chapter 11 protection, Kanojia said Aereo can «maximize the value of its business and assets without the extensive cost and distraction of defending drawn out litigation in several courts.»

The challenge for managers will be to identify where automation could transform their organizations, and then figure out where to unlock value, given the cost of replacing human labor with machines and the complexity of adapting business processes to a changed workplace.

«When our customers see we do add value to their operations and reduce costs or drive efficiencies, it is a relatively easy sell to offer that client additional services in other areas of their business,» explains Wills.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

According to John Paton, a former Sun Media digital guru who recommended Godfrey to the Post «s new institutional owners, «Two - thirds of all newspaper costs are in infrastructure that adds zero value to the business.

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.

Users can also apply the value of the gift card to reduce the cost of their flight or hotel, a feature Walker says will be particularly appealing for individuals who own small businesses.

«Finally, our market (small - and medium - sized businesses) is very cost sensitive and requires the lowest cost, highest value solution possible.

For insurers, these value - adds not only make their business more appealing to employers, but can help to reduce costs associated with unnecessary hospital visits and expensive services.

As a result, divorcing couples often bring in an appraiser to value the business, an exercise that can cost as much as $ 30,000 and leave both spouses without much to show for it.

«Technology consulting bookings were back up this quarter to a record level and reflected continued demand for network transformation, data center consolidation and IT strategy and transformation services for both driving cost savings and increasing the business value of IT spend.

The value of business school for entrepreneurs is pretty hotly debated with plenty of high - profile names arguing the experience squashes creativity, wastes time, and costs a bucketload of money.

Though there are numerous metrics attractive to potential buyers, all businesses should be closely tracking revenue, gross margin, customer lifetime value and customer acquisition cost.

The combined company will have lower costs, greater economies of scale, and the resources to provide U.S. consumers and businesses with lower prices, better quality, unmatched value, and greater competition.

Inbound Marketing: Using real deal sweat equity to produce content that provides value for your audience is a great way to bring leads through your funnel at minimal cost to your business.

Using real deal sweat equity to produce content that provides value for your audience is a great way to bring leads through your funnel at minimal cost to your business.

If your costs to get the customer through the door are higher than your Customer Lifetime Value (CLTV, LTV) than the business can not be viable.

Their labor theory of value found its counterpart in the «economic rent theory of prices» to distinguish the necessary costs of production and doing business (reduced ultimately to the value of labor) from «unearned income» consisting mainly of land rent, monopoly rent, and financial interest and fees.

While some businesses come with significant issues needing resolution — financial distress, a complex corporate carve out, a transition from family ownership, or a need to make costs competitive through deep operational change — others are simply seeking a capital partner committed to growth with the deep operational and strategic experience to partner with management to execute a business plan and attain sustainable value.

This 236 - page book, published this year by John Wiley & Sons, demonstrates that Green values, strong ethics, and a cooperative philosophy are cornerstones of success, and provides a roadmap on how to not only run your business in alignment with these values, but how to creatively harness the marketing advantages of that stanceoften in ways that cost little or nothing to implement.

Other risks and uncertainties include the timing and likelihood of completion of the proposed transactions between ILG and MVW, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals for the proposed transactions that could reduce anticipated benefits or cause the parties to abandon the transactions; the possibility that ILG's stockholders may not approve the proposed transactions; the possibility that MVW's stockholders may not approve the proposed transactions; the possibility that the expected synergies and value creation from the proposed transactions will not be realized or will not be realized within the expected time period; the risk that the businesses of ILG and MVW will not be integrated successfully; disruption from the proposed transactions making it more difficult to maintain business and operational relationships; the risk that unexpected costs will be incurred; the ability to retain key personnel; the availability of financing; the possibility that the proposed transactions do not close, including due to the failure to satisfy the closing conditions; as well as more specific risks and uncertainties.

How long do you think Forbes or CNBC would stay in business if Monday's headline on the value of low - cost, buy - and - hold investing was followed by Tuesday's headline that low - cost, buy - and - hold investing outperforms?

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

And with all the cost - cutting that's going on, can a business really afford to put values above value and worry about the environmental well - being of our planet?

Simplified acquisitions, small business credit, low cost fees, and flexible ordering types mean better solutions, better value, and better government.

Economic Value Management has been selected as a Featured Book Recommendation or «Recommended Read» by numerous publications including, among others, Harvard Business School's HBS Working Knowledge, CEO Refresher, Directors Monthly, Global CEO, The Corporate Board, The Institute of Chartered Accountants in Australia, Valuation Issues, On Philanthropy, Accounting Today, Cost Management, and The Journal of Accounting and Finance.

Planet Pharma's approach to outsourcing helps businesses manage development costs by focusing on scalability, flexibility, sustainability, expertise, and value.

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.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

Is that investment worth its value, and are there hidden costs or risks associated with this new business relationship?

Dell's net cash, its finance business at book value and the cost of recent acquisitions, which Dell says are doing well, add up to almost $ 13 a share, as Southeastern points out.

This scenario occurs when a customer's value is less than the cost of acquiring that customer, which could mean your business model isn't viable.

Aereo said on Friday that bankruptcy protection would allow it to «maximize the value of its business and assets» without the costs and distractions of litigation.

With the precautionary measures outlined in this piece, traders can find ways to free up their cash, create new forms of value, minimize transaction costs, and to boost their business processes.

However, Buffett has noted that the metric has underrepresented Berkshire's intrinsic value because of the number of operating businesses Berkshire has acquired, which are held on the books at cost.

Funding for the operational costs of the program has been donated by a committed group of entrepreneurs, business leaders and National Partners who recognize the value of developing entrepreneurial talent in the next generation of Canadians and want to help teach and mentor you.

By Josh Sookman on Business Models, Gaming, Marketing, Startups, Venture Capital tagged ARPU, business model, CAC, companies, customer acquisition cost, customers, entrepreneurs, Facebook, k - factor, lifetime value, LTV, Marketing, metrics, SaaS, startup, subscription, VC, viral growth, virtual currency, web serviceBusiness Models, Gaming, Marketing, Startups, Venture Capital tagged ARPU, business model, CAC, companies, customer acquisition cost, customers, entrepreneurs, Facebook, k - factor, lifetime value, LTV, Marketing, metrics, SaaS, startup, subscription, VC, viral growth, virtual currency, web servicebusiness model, CAC, companies, customer acquisition cost, customers, entrepreneurs, Facebook, k - factor, lifetime value, LTV, Marketing, metrics, SaaS, startup, subscription, VC, viral growth, virtual currency, web services, Zynga

Educational Session # 1: When: June 3rd, Wednesday, 3:15 PM — 4:00 PM Where: Institute 2015 Pre-conference Cybersecurity, Technology and Infrastructure Advancements Forum What: Optimize PBM Value Proposition to Payers through Disruptive Innovation by Terry Ramey, EVP, Business Development and Client Engagement Session Details: PBMs that manage over $ 300 billion of pharmacy benefits for plan sponsors have historically been challenged to support plan sponsors» goals to reduce avoidable drug - impacted medical costs and optimize overall pharmacy costs.

As the treasury and insurance manager at Western Power, Kurt changed the treasury and insurance business from a transactional cost centre to a centre of strategic value - add.

«All our dairy foods assets, UHT, fresh milk, cheese, consumer powders, nutritionals are flat chat producing value add to capacity, as well as disciplined cost control in the business.

Enhancing the proportion of on - shore value - adding will be key to these businesses, whether it be through the creation of unique products for niche markets or through developing varieties of commoditised goods with unmatched quality attributes and competitive production costs.

What should have been presented is decade long trends about: farm and processor bank debt; return on equity; full and part - time employment trends; farm and processor business numbers; domestic versus overseas value adding to commodities; volume and value of imported ingredients and products; international versus Australian processing costs comparisons for major foods like meats, flour, oils, milk products; and the farm gate price share of the consumer dollar for fresh foods like fruit and vegetables, milk, meats, bread, juice, eggs.

SupplyOne has built an impressive platform over the past two decades, with a strong geographic footprint across the United States, and a unique ability to add value to its customers» businesses by lowering total packaging costs.

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...

For what Zaha wil cost in the British transfer market, I think that Arsene Wenger would be better advise to steal a march on all the other cubs watching Isco of Malaga, valued at about # 12m - # 15m I think it would be excellent business and hopefully with Carzola already at Arsenal it could influenece his choice.