Sentences with phrase «change business terms»

Earlier Wednesday, Simon & Schuster CEO Carolyn Reidy testified that after the CBS Corp unit decided to sign Apple's agency agreement, she called Amazon to say her company would «want to change business terms with them.»

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.

The retail business, however, is an ever - changing picture, so whether the company has hit on a long - term formula for success is far from certain.

Will Lunar have to give up a near - certain revenue stream in the short term in the hopes of changing the business model over time?

While there is a «magic factor» to getting a cover story in the New York Times or Forbes — which can change the trajectory of a business and is hard to quantify in terms of exact impact — PR professionals can and must think of creative ways to measure outcomes in a more quantitative way.

The reasons are four-fold: structural changes in the American economy have triggered a long term downward trend in entrepreneurial activity; changes in the banking system have made small business credit more difficult to get; a post-recession shift in attitudes has made Americans less interested in striking out on their own; and a shift in government policies has made entrepreneurship more challenging to undertake.

We will continue to train you on a monthly basis for the life of your business on changes in this fluid industry and new marketing techniques to ensure growth and long - term success.

As a result, businesses need to ensure they are ready for those changes and are prepared to focus on customer engagement to drive long - term success.

The term disrupt, at least as pertains to business, is defined by Dictionary.com as «to radically change an industry, business strategy, etc., as by introducing a new product or service that creates a new market.»

Factors that discourage small businesses from changing banks include a perception that a long - term relationship would make it easier to negotiate loans.

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.

Some ignore the change and stick to their traditional business, which tends to be the most profitable course in the short term but finds them shuttered in three to five years.

Smaller businesses are often resource - starved in terms of being able to make change happen quickly.

Absent these bigger - picture policy changes for now, however, business owners like Fisher of TripShock expect the economy to motor on, at least in the short term.

The small businesses with the greatest long - term chances of survival perform tasks that require social intelligence, creativity and the perception and dexterity to react to a quick - changing environment, Osborne said.

With one eye on my life outside the business and the other on my changing role in it, I came up with the long - term goal of eventually being able to take off four months every year.

When he left his first business on not - so - great terms, that changed.

Even for companies that haven't seen an impact on their business to date, the fear of unknown, and potentially drastic, policy changes makes it difficult to make even short - term plans.

The third category of spending is called variable expenses because items here usually change in real terms, or dollar amounts, as the level of business activity increases.

By pivoting to multiple revenue streams, you reduce the vulnerability of a narrow product line, alter your business with changing market conditions, and create long - term stability for your enterprise.

These risks and uncertainties include competition and other economic conditions including fragmentation of the media landscape and competition from other media alternatives; changes in advertising demand, circulation levels and audience shares; the Company's ability to develop and grow its online businesses; the Company's reliance on revenue from printing and distributing third - party publications; changes in newsprint prices; macroeconomic trends and conditions; the Company's ability to adapt to technological changes; the Company's ability to realize benefits or synergies from acquisitions or divestitures or to operate its businesses effectively following acquisitions or divestitures; the Company's success in implementing expense mitigation efforts; the Company's reliance on third - party vendors for various services; adverse results from litigation, governmental investigations or tax - related proceedings or audits; the Company's ability to attract and retain employees; the Company's ability to satisfy pension and other postretirement employee benefit obligations; changes in accounting standards; the effect of labor strikes, lockouts and labor negotiations; regulatory and judicial rulings; the Company's indebtedness and ability to comply with debt covenants applicable to its debt facilities; the Company's ability to satisfy future capital and liquidity requirements; the Company's ability to access the credit and capital markets at the times and in the amounts needed and on acceptable terms; and other events beyond the Company's control that may result in unexpected adverse operating results.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

«Even if they only get half of what they're proposing done, the change that would drive in terms of how they think about the business and how they manage the business would be pretty material,» Kenric Tyghe, an analyst with Raymond James Securities said by phone from Toronto yesterday.

The poll currently in the field (through April 29, 2011) asks respondents about credit cards — their reliance on credit card financing, credit card debt and recent changes in business credit card terms.

SEO consultants providing ongoing web and social media analytics insight can reveal long term trends, cyclicality and the effect of the many changes mentioned above to an organization's ability to attract new business and manage it's reputation online.

That even our legislators can see through the barrage of well - intended criticism and understand that making it easier for small business owners to raise investment capital is a clear win for logic — and for long - term change.

As Sørensen puts it, «I would change that to say the business of business is business — but with a long - term perspective.»

«We actually believe that without significant change to the culture at Yahoo, the core business could just as likely (if not more likely) decline in value going forward, thereby making a near - term sale of the core business even more clearly the correct decision,» Mr. Smith wrote in the letter.

If households and businesses do not have a good notion of how the Federal Reserve will respond to changing economic and financial market conditions, then this would loosen the linkage between short - term rates and financial conditions.

DOL's rule is the latest regulatory threat to the independent BD «legacy business model,» says Matthew Lynch, managing partner of Strategy and Resources LLC, and for BDs with a significant amount of commission business that involves ERISA accounts, «something has to change» in terms of compliance and coming to terms with BICE.

What today's changes do not do is provide any indications that Facebook plans to do anything different in terms of what information it's gathering and using to run its service, and its bigger, profitable business.

«the nature of long - term business plans including plans on climate change preparedness and sustainability»

Making this change allowed the client to produce more leads for a lot less, which saved money in the short term and produced a ton of additional profit for the business.

This prompted me to learn more about how this 26 - year veteran CEO successfully navigated the changing dynamics of the restaurant business, empowered his staff and adjusted to change to maintain a competitive advantage over the long term.

The Oracle of Omaha is a long - term investor, and although he likes to boast that his favorite holding period is «forever,» times, circumstances, and businesses change, and Warren Buffett is still at the helm to ensure the Berkshire adapts to those changes.

While a decline in near - term commodity prices reduced our estimate of value due to lost interim cash flows, the stock's decline has significantly exceeded what we think is the true change in the company's underlying business value.

This is the mistake that 99 % of new investors make, and if you reach a point in your life where you think solely in terms of business performance (and not stock price changes), the world is yours.

We believe that by fast - tracking the development of Canada's most talented young innovators, we will help create industry - changing businesses and grow Canada's long - term prosperity.

«We did hear from a number of business leaders around the country that changes in trade policy had become a bit of a risk to the medium - term outlook,» Mr. Powell said in the question - and - answer session.

The most essential step in leading change like this is creating a sense of urgency that such a transformation needs to take place (which takes us back to the first habit: Know how to put content marketing in business terms).

Its long - term imperatives are beginning to bear fruit in emerging high value segments that has fundamentally changed its business mix while evolving its offerings to align with new age information technology demands.

But even if it is and the outcome is positive, there will still be changes to the terms of the agreement that could affect businesses in certain industries.

Changes in monetary policy might not do much to raise the economy's «long - term» growth potential, but they certainly affect output and employment over the course of the business cycle.

«It's changing the culture of the business because you're not always communicating with the end - user,» he notes, explaining it becomes difficult to maintain long - term relationships this way.

The long term financial consequences of the disruption to its liquid milk division still remain to be seen - the Asda business alone accounted for # 60 million of the company's annual revenues - but for now, the company is focusing its efforts on consolidating its position in a rapidly changing dairy sector by streamlining its management.

Understanding, continually monitoring and making strategic decisions based on long - term changes in global markets will be critical for the sustained success of export focussed businesses.

Most importantly, Banducci has delivered much - needed cultural change — putting customers rather than shareholders first to underpin long - term growth, repairing damaged relationships with suppliers, rebuilding the confidence of staff and creating a less centralised structure by giving Woolworths» business units more control over their own destinies.

Changes to competition laws (milk wars discussion and recommendations relating to MMP (introduce effects test), predatory pricing (recommend Minister direct ACCC to investigate Coles for breach of s 46 relating to predatory pricing), unconscionable conduct (suggest it be defined), statutory duty of good faith, unfair contract terms (seeks «recognition of the competitive disadvantage faced by farmers» and extension of unfair contract terms protection to small business), collective bargaining (seeks relaxation of public interest test for boycott approvals in agriculture markets, increase «ability for peak bodies to commence and progress collective bargaining and boycott applications» on behalf of members - and further dairy specific recommendations, ACCC divestiture power (wants ACCC to have similar divestiture powers to Comp Commission in UK - «simpler process of divestiture», ACCC monitoring powers (wants Minister to direct ACCC to use price monitoring powers to «monitor prices, costs and profits relating to the supply of drinking milk») and mandatory code of conduct (wants mandatory code and «Ombudsman with teeth to ensure compliance»)-RRB-.

«The change is about more than just a brand flag — it's a statement about our long - term commitment to the City of Saint Paul as well as our commitment to delivering excellence in all of our business ventures.»

From small take - aways to range - changing decisions: cost - effectively translating long - term trends to your business strategy for stand - out, exciting products which fly off the shelves