Sentences with phrase «by month basis costs»

Purchasing the box on a month by month basis costs # 22, and like every other company they promise that the value of the contents will exceed that.

Not exact matches

He also explained that if my score had been just slightly lower to start with, an 80 - point drop would cost even more: «By comparison, from 750 to 670, you'd be looking at an approximate 100 basis points (1.0 %) increase, or $ 60 per $ 100,000 borrowed [per month].»

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

Leaving aside taxes, costs, inflation, etc., I ran the numbers by decade going back to the 1930s to see how much money an investor would have ended up with by investing $ 10,000 each year on a monthly basis (or $ 833 / month) in the S&P 500.

The claims follow the publication of the results from the New Zealand - based cooperative's globalDairyTrade internet sales platform, which suggest that costs for milk powder fell by 8.2 per cent over the same period during the previous month.

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...

Based on the current meta - analysis, 14 % to 20 % of all childhood leukemia cases may be prevented by breastfeeding for 6 months or more, a highly accessible and low - cost public health measure.

A new study by researchers from the University of Chicago Medicine, based on a 6 - month clinical trial, finds that use of a CGM is cost - effective for adult patients with type 1 diabetes when compared to daily use of test strips.

Hopes for a strong U.S. - based solar industry suffered a hard blow last month when Evergreen Solar Inc., a leading solar panel manufacturer, announced it would shut down its manufacturing facility outside Boston by the end of March, at a cost of 800 jobs.

By adding a simple device to other evidence - based measures, Texas Health Dallas prevented 17 CLABSIs during the first 10 months for a total cost savings of $ 410,000.

Membership costs between # 10,000 and # 60,000 per year, and their user base has grown by around 40 % over the past 12 months.

The service, to be launched by the end of this month, will cost $ 10 - 50 / month, with additional revenues coming from picture, video and text - based activity.

It's usually the case that shorter contracts will cost more on a month by month basis, so often you'll find that long term contracts are a better deal.

«One of the major advantages of working with water2business are the usage graphs which the team share with us on a monthly basis; showing comparisons of use and associated costs on a month - by - month and year - by - year basis.

The new formula approved by the House Finance Committee this month would be based on district enrollment, with adjustments for such factors as the local cost of...

Servicing plans are available to spread the cost on a month - by - month basis (although Peugeot's fixed - price maintenance scheme is more expensive than many rival schemes).

Servicing plans are available to spread the cost on a month - by - month basis.

In a Vanguard study (see figure 1) made by averaging for 12 - months compared to one single lump sum and based on rolling 10 - year periods, research showed a 67 % chance of outperforming when investing now compared to only 33 % with dollar cost averaging.

He also explained that if my score had been just slightly lower to start with, an 80 - point drop would cost even more: «By comparison, from 750 to 670, you'd be looking at an approximate 100 basis points (1.0 %) increase, or $ 60 per $ 100,000 borrowed [per month].»

After a portfolio analysis for our client, the client saved approximately $ 250,000 per month in maintenance fee payments by abandoning patents around the world that no longer provided benefits relative to cost, based on lifecycle and importance to core products.

The covered entity may impose a reasonable, cost - based fee for each subsequent request for an accounting by the same individual within the 12 month period, provided that the covered entity informs the individual in advance of the fee and provides the individual with an opportunity to withdraw or modify the request for a subsequent accounting in order to avoid or reduce the fee.

For each additional request by an individual within the 12 month period, the covered entity may charge a reasonable, cost - based fee.

For additional requests by an individual within a twelve - month period, the covered entity may charge a reasonable, cost - based fee.

These sample charts will give you an estimation of life insurance costs per month, sorted by term lengths If you are looking for a more personalized quote, then fill out our quote form and easily compare life insurance quotes that are calculated based on your data.

KEY ACHIEVEMENTS • Increased the restaurant's customer base from 1500 to 2200 within 6 months, following dedicated customer services which were made famous by word of mouth • Decreased food wastage by 50 % by suggesting appropriate portioning of platter dishes • Handled order taking for 150 customers within 3 hours during an especially busy day • Reduced supplies inventory cost by suggesting liaison with a local supplier

• Cultivated an extraordinary level of company loyalty, achieving a 10 + year tenure amongst 70 % of employees • Introduced a safety system that monitors equipment dynamically to prevent damage to utility lines • Decreased maintenance costs by 55 % by employing preventative maintenance activities on monthly basis • Reined in a colossal project that required complete replacement of landscaping in 7 parks across the city in the limited time of 3 months • Reduced equipment repairing and maintenance cost by 50 % by setting up an in - house maintenance unit • Filled 85 potholes within the city in record time of 2 weeks, following election preparations • Trained 52 newly hired maintenance workers in routine light and heavy labor work, pertinent to construction work and maintenance • Utilized extensive knowledge and skill of maintenance logistics to significantly improve work team's efficiency by 49 %

Accomplishments: → July 2009 EBITDAR forecasted at $ 577K; actual was $ 607k → Reduced inventory from $ 15M to $ 7M → Scrap.7 % of sales from 2.8 % within first 6 months - TQM / SQD → PPM from 3,500 to 148 within first 6 months → Workforce reduction by 50 % based on $ 5.7 M sales P / M → Plant efficiency average of 79 % → Conversion cost of $ 133 in July 2009; lowest ever, from $ 203 → Very flexible union by management style with safety rating above national average.

KEY ACHIEVEMENTS • Reduced food costs by 65 % by suggesting and laying the groundwork for creating own ingredients • Increased customer base by 50 % within a short time period of 6 months through effective marketing • Implemented a cash management system that significantly reduced chances of cash discrepancies • Successfully handled 5 events within the restaurant (simultaneously) without a single untoward incident transpiring

• 82 % increase in member interest in alternative camp activities including kayaking, nature trips and ghost hunting • Incorporation of arts and crafts into an otherwise solely physical activities - based summer camp • Decrease in premises rental costs for camping activities for children under ten years of age, by renting a camping area in advance for 6 months

KEY ACHIEVEMENTS • Troubleshot a particularly difficult transmission issue with a vehicle, which had gone undiagnosed for over 3 months • Implemented a cost estimation process, which automatically made calculations based on provided data pertaining to vehicular problems • Retained a miffed corporate customer (mishandled by another service advisor), by providing him with exceptional follow - up services • Introduced a customer scheduling system which completely diminished chances of overlapping appointments

SELECTED ACCOMPLISHMENTS • Increased the store's customer base by 77 % in 2013 by employing nest customer service practices • Met retail sales goals at a 100 % constantly between years 2008 and 2013 • Decreased the stores fixed costs 50 % by introducing alternative energy sources • Trained 15 sales representatives to successfully achieve the company's sales goals in 2 years • Restructured merchandise display which increased sales per month by 40000 $

ACHIEVEMENTS • Increased customer base by 60 % through novel marketing initiatives • Decreased food wastage costs by 6000 $ per month by introducing «Waste Not Want Not» policy by giving customers choice of portion • Attained Waiter of the Quarter Award 3 times in 1 year following delivery of exceptional customer services • Suggested corporate deals for restaurant patrons which resulted in repeat business in teh form of corporate lunches and dinners

Because of the overwhelming costs to continue to be a licensed Realtor on a month to month basis, I have to assume that these part timers are being supported by other sources of income, either from spouses, pensions or are independently weathy and are simpley doing this job just to have something to do, (the business card looks good).

However, based on the (albeit few) properties I have analyzed, once we purchase a property and rent the other unit, it is likely to lower our monthly housing cost by around $ 200 - $ 300 / month (that's a conservative estimate) compared to our current rental situation - and that's factoring vacancy, saving for future repairs / maintenance, etc..

That would cost you $ 129 less per month following the premium reduction compared with a 3 percent down conventional loan, according to an analysis prepared by Paul Skeens, president of Colonial Mortgage Group, a lender based in Waldorf, Md..

The annual premium FHA charges borrowers in return for guaranteeing loans will rise by 10 basis points on new mortgages, an average cost of about $ 13 per month for borrowers.