Led a cross-divisional effort to consolidate and analyze the year - over-year
change in product costs and communicate to senior management.
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
changes point more towards the creation of a «leaner
cost structure»
in getting Bombardier aerospace
products ready for their eventual debut.
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.
Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate
change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its
cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations
in those rates; (5) the timing and market acceptance of new
product offerings; (6) the availability and
cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur
in the legal and regulatory proceedings described
in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).
These risks include,
in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our
products will not generate sales that are commensurate with our expectations or that our
cost of revenue or operating expenses may exceed our expectations; the mix of
products and services sold
in various geographies and the effect it has on gross margins; delays or decreases
in capital spending
in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced
products in a timely manner and market acceptance of our new or existing
products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies
in which we conduct business; risks associated with our CableOS ™ and VOS ™
product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our
products; the impact of increases
in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological
changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.
«Our cities are
changing so fast, there's not really any good solution that is a short - term viable
product that can really help the ebbs and flows
in economy or
changes in cost of living,» he said.
Many supporters of delay also argued that the President's Memorandum has rendered the ultimate fate of the Fiduciary Rule and PTEs uncertain and that proceeding with the April 10, 2017 applicability date
in the face of this uncertainty would impose unnecessary
costs and burdens on the financial services industry and result
in unnecessary confusion to investors inasmuch as
products, services, and advisory practices could
change after completion of the examination.
As I wrote
in my blog over a year ago, («Oil Price Spread
Costing Canadian producers big bucks,» November 10, 2011), oil sands producers have been continually getting short -
changed for their oil by refineries
in Cushing, Oklahoma, where most of the
product from the oil sands flows.
The plaintiffs note that, as DOL has estimated, «startup
cost of compliance for affected industries will be $ 5 billion,» adding that «achieving compliance» with the April 2017 and subsequent January 2018 deadlines «requires affected entities to institute
changes now
in their systems, practices and
products.»
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.
Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current
products and services, or develop new
products and services
in a timely manner or at competitive prices, including risks related to new
product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline
in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid
change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments
in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including
costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;
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.
Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current
products and services, or develop new
products and services
in a timely manner or at competitive prices, including risks related to new
product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline
in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid
change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments
in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including
costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its
products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management
changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities
in BlackBerry's
products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties
in forecasting BlackBerry's financial results given the rapid technological
changes, evolving industry standards, intense competition and short
product life cycles that characterize the wireless communications industry.
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.
The investment industry is undergoing its own
changes — namely the massive growth
in index funds, ETFs, and low -
cost investment
products.
Not only does this system increase efficiency and achieve economies of scale (both of which lead to a drop
in costs), but it lays the groundwork for even more pathbreaking technological
changes in processes and
products.
this could be fazed
in over a few years, to avoid excessive
cost to producers, as its not cheap to
change package designs, but for all new logo holders, it would then become standardized and easy to find on all vegan
products.
Mr Pelle pointed to The Coca - Cola Company annual report for 2012, which states that if requirements like «beverage container deposits, recycling, eco tax and / or
product stewardship» are adopted
in any major markets
in which Coca - Cola operates, «they could affect our
costs or require
changes in our distribution model, which could reduce our net operating revenues or profitability».
Among the important factors that could cause Rio Tinto's actual results, performance or achievements to differ materially from those
in the forward - looking statements include, among others, levels of actual production during any period, levels of demand and market prices, the ability to produce and transport
products profitably, the impact of foreign currency exchange rates on market prices and operating
costs, operational problems, political uncertainty and economic conditions
in relevant areas of the world, the actions of competitors, activities by governmental authorities such as
changes in taxation or regulation and such other risk factors identified
in Rio Tinto's most recent Annual Report on Form 20 - F filed with the United States Securities and Exchange Commission (the «SEC») or Form 6 - Ks furnished to the SEC.
In a paper published in Science Advances, ICFO researchers Roland Terborg, Josselin Pello, Ilaria Mannelli, UPC Prof. at ICFO Juan P. Torres and ICREA Prof. at ICFO Valerio Pruneri, have built a novel low - cost, compact on - chip microscope, made with consumer electronic products, capable of simultaneously measuring nanometer - thick changes over a large volume (0.5 cm ^ 3) in transparent objects such as glas
In a paper published
in Science Advances, ICFO researchers Roland Terborg, Josselin Pello, Ilaria Mannelli, UPC Prof. at ICFO Juan P. Torres and ICREA Prof. at ICFO Valerio Pruneri, have built a novel low - cost, compact on - chip microscope, made with consumer electronic products, capable of simultaneously measuring nanometer - thick changes over a large volume (0.5 cm ^ 3) in transparent objects such as glas
in Science Advances, ICFO researchers Roland Terborg, Josselin Pello, Ilaria Mannelli, UPC Prof. at ICFO Juan P. Torres and ICREA Prof. at ICFO Valerio Pruneri, have built a novel low -
cost, compact on - chip microscope, made with consumer electronic
products, capable of simultaneously measuring nanometer - thick
changes over a large volume (0.5 cm ^ 3)
in transparent objects such as glas
in transparent objects such as glass.
«The results should be useful to supply - chain managers
in determining whether the
cost savings associated with a
change to a lower
cost source country are worthwhile given possible increases
in risk, and also
in assessing the need for risk - reduction measures such as producer safety training for some
product types and source countries,» according to the authors.
The delightful thing that's happened is that most of the examples we have worked through
in terms of
changing the design of
products have resulted
in cost savings for the producers, because the
products get simpler.
In 1989, the US government's General Accounting Office found that companies tried to pass off such things as cosmetic
changes to
products and the
cost of overheads as research spending.
Of course, it's not just
cost - effectiveness that necessitates making
changes; simply keeping up can mean bringing
in a new
product that incorporates new advances.
Product lines may have
changed since your original units were installed;
in which case, new units could increase your storage density.Technology has also evolved rapidly, with more flexible, adjustable shelving systems and mobile systems available at much lower
cost.
Steven, I've got experience
in a company that made wireless self price tags and we were moving 35k price & new
product changes every night to over 100 grocery stores
in multiple states (each one got different
changes &
products) who were not on the same operating system / using identical databases over 10 years ago and storage, transmission, etc. wasn't that expensive and
cost have come down and sped has gone up, since then.
Hachette argued that the landscape for e-book sales had
changed positively since the adoption of the agency model
in 2010, writing, «Two years ago, Amazon effectively had a monopoly on the sale of eBooks and eReaders, and was selling
products below
cost in an effort to exclude competitors.
Risks and uncertainties include without limitation the effect of competitive and economic factors, and the Company's reaction to those factors, on consumer and business buying decisions with respect to the Company's
products; continued competitive pressures
in the marketplace; the ability of the Company to deliver to the marketplace and stimulate customer demand for new programs,
products, and technological innovations on a timely basis; the effect that
product introductions and transitions,
changes in product pricing or mix, and / or increases
in component
costs could have on the Company's gross margin; the inventory risk associated with the Company's need to order or commit to order
product components
in advance of customer orders; the continued availability on acceptable terms, or at all, of certain components and services essential to the Company's business currently obtained by the Company from sole or limited sources; the effect that the Company's dependency on manufacturing and logistics services provided by third parties may have on the quality, quantity or
cost of
products manufactured or services rendered; risks associated with the Company's international operations; the Company's reliance on third - party intellectual property and digital content; the potential impact of a finding that the Company has infringed on the intellectual property rights of others; the Company's dependency on the performance of distributors, carriers and other resellers of the Company's
products; the effect that
product and service quality problems could have on the Company's sales and operating profits; the continued service and availability of key executives and employees; war, terrorism, public health issues, natural disasters, and other circumstances that could disrupt supply, delivery, or demand of
products; and unfavorable results of other legal proceedings.
Of course, the
change of chipset was expected considering Texas Instruments has now stopped making mobile processors, but the presence of a flagship class processor
in a relatively low -
cost product will really ruffle some feathers back at Mountain View and Cupertino.
Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's
products, low growth or declining sales and net income due to various factors, possible disruptions
in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases
in labor
costs, possible increases
in shipping rates or interruptions
in shipping service, effects of competition, possible risks that inventory
in channels of distribution may be larger than able to be sold, possible risks associated with
changes in the strategic direction of the device business, including possible reduction
in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized
in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation
costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases
in merchandise, component or occupancy
costs, unanticipated adverse litigation results or effects,
product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose
costs on the Company
in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained
in, the delayed filing of, and the material weakness
in internal controls described
in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed
in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected
costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed
in detail
in Item 1A, «Risk Factors,»
in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and
in Barnes & Noble's other filings made hereafter from time to time with the SEC.
Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the effect of the proposed separation of NOOK Media, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's
products, low growth or declining sales and net income due to various factors, possible disruptions
in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases
in labor
costs, possible increases
in shipping rates or interruptions
in shipping service, effects of competition, possible risks that inventory
in channels of distribution may be larger than able to be sold, possible risks associated with
changes in the strategic direction of the device business, including possible reduction
in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized
in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation
costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases
in merchandise, component or occupancy
costs, unanticipated adverse litigation results or effects,
product and component shortages, risks associated with the commercial agreement with Samsung, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses (including with respect to the timing of the completion thereof), the risk that the transactions with Pearson and Samsung do not achieve the expected benefits for the parties or impose
costs on the Company
in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion previously undertaken, including any risks associated with a reduction of international operations following termination of the Microsoft commercial agreement, the risk that NOOK Media is not able to perform its obligations under the Pearson and Samsung commercial agreements and the consequences thereof, the risks associated with the termination of Microsoft commercial agreement, including potential customer losses, risks associated with the restatement contained
in, the delayed filing of, and the material weakness
in internal controls described
in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed
in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected
costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed
in detail
in Item 1A, «Risk Factors,»
in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended May 3, 2014, and
in Barnes & Noble's other filings made hereafter from time to time with the SEC.
However, it is important to understand that
changing financial
products is not always free and balance transfers from one card to another can
cost a lot of money
in terms of interests.
You as the analyst want to know about the next technological
change that will lower
costs or create new
products in order to forecast increases
in growth of profitability.
Plan sponsors who selected off - the - shelf TDFs as their QDIA said these
products have a simple design, provide age - based asset allocations at a low
cost, and create appropriate retirement outcomes for participants who have little interest
in investing and tended not to
change their investment selections over time.
As a
product in demand, real estate appreciation may be a result of inflation or other economic
changes affecting the
cost of living.
Few of the general reasons for the underperformance may be rising production / operational
cost, declining market share, lack of new
product / services,
change in competitive dynamics or inefficient management.
Now, do the same exercise a second time, only this time,
change the assumed number
in question # 3 by making it 1 % lower (to account for
products that
cost 1 % more).
They can undertake the
cost — both
in terms of construction and
changing customer relationships — to convert their stores to a
product - only model.
Judge William Alsup had requested this tutorial to bring him up to speed on the fundamental science before proceedings begin
in earnest
in a case brought by the cities of San Francisco and Oakland, on behalf of the people of California, against a group of major fossil fuel companies, addressing the
costs of climate
change caused, they argue, by
products those companies have sold.
Gates hammered on points reported here for many years: that without a big, and sustained, boost
in spending on basic research and development on energy frontiers, the chances of triggering an energy revolution are nil; that while the private sector and venture capital investors are vital for transforming breakthroughs into marketable
products or services, they will not invest
in the long - haul inquiry that's required to generate game -
changing breakthroughs; that a 1 or 2 percent tax on carbon - emitting fuels could generate a large, steady stream of money for invigorating the innovation pipeline; that a declining emissions cap and credit trading system --- if it could survive America's polarized politics --- would have to raise energy
costs far beyond what would be politically tenable to generate a similar scale of transformational activity.
... the central case we have
in the report is that the
costs in terms of lost (gross domestic
product) GDP from not acting on climate
change can be $ 44 trillion dollars by the time we get to 2060.»
Gasoline indirect
cost calculated based on International Center for Technology Assessment (ICTA), The Real Price of Gasoline, Report No. 3 (Washington, DC: 1998), p. 34, and updated using ICTA, Gasoline Cost Externalities Associated with Global Climate Change: An Update to CTA's Real Price of Gasoline Report (Washington, DC: September 2004), ICTA, Gasoline Cost Externalities: Security and Protection Services: An Update to CTA's Real Price of Gasoline Report (Washington, DC: January 2005), Terry Tamminen, Lives Per Gallon: The True Cost of Our Oil Addiction (Washington, DC: Island Press, 2006), p. 60, and Bureau for Economic Analysis, «Table 3 — Price Indices for Gross Domestic Product and Gross Domestic Purchases,» GDP and Other Major Series, 1929 — 2007 (Washington, DC: August 2007); U.S. Department of Energy (DOE), Energy Information Administration (EIA), This Week in Petroleum (Washington, DC: various issu
cost calculated based on International Center for Technology Assessment (ICTA), The Real Price of Gasoline, Report No. 3 (Washington, DC: 1998), p. 34, and updated using ICTA, Gasoline
Cost Externalities Associated with Global Climate Change: An Update to CTA's Real Price of Gasoline Report (Washington, DC: September 2004), ICTA, Gasoline Cost Externalities: Security and Protection Services: An Update to CTA's Real Price of Gasoline Report (Washington, DC: January 2005), Terry Tamminen, Lives Per Gallon: The True Cost of Our Oil Addiction (Washington, DC: Island Press, 2006), p. 60, and Bureau for Economic Analysis, «Table 3 — Price Indices for Gross Domestic Product and Gross Domestic Purchases,» GDP and Other Major Series, 1929 — 2007 (Washington, DC: August 2007); U.S. Department of Energy (DOE), Energy Information Administration (EIA), This Week in Petroleum (Washington, DC: various issu
Cost Externalities Associated with Global Climate
Change: An Update to CTA's Real Price of Gasoline Report (Washington, DC: September 2004), ICTA, Gasoline
Cost Externalities: Security and Protection Services: An Update to CTA's Real Price of Gasoline Report (Washington, DC: January 2005), Terry Tamminen, Lives Per Gallon: The True Cost of Our Oil Addiction (Washington, DC: Island Press, 2006), p. 60, and Bureau for Economic Analysis, «Table 3 — Price Indices for Gross Domestic Product and Gross Domestic Purchases,» GDP and Other Major Series, 1929 — 2007 (Washington, DC: August 2007); U.S. Department of Energy (DOE), Energy Information Administration (EIA), This Week in Petroleum (Washington, DC: various issu
Cost Externalities: Security and Protection Services: An Update to CTA's Real Price of Gasoline Report (Washington, DC: January 2005), Terry Tamminen, Lives Per Gallon: The True
Cost of Our Oil Addiction (Washington, DC: Island Press, 2006), p. 60, and Bureau for Economic Analysis, «Table 3 — Price Indices for Gross Domestic Product and Gross Domestic Purchases,» GDP and Other Major Series, 1929 — 2007 (Washington, DC: August 2007); U.S. Department of Energy (DOE), Energy Information Administration (EIA), This Week in Petroleum (Washington, DC: various issu
Cost of Our Oil Addiction (Washington, DC: Island Press, 2006), p. 60, and Bureau for Economic Analysis, «Table 3 — Price Indices for Gross Domestic
Product and Gross Domestic Purchases,» GDP and Other Major Series, 1929 — 2007 (Washington, DC: August 2007); U.S. Department of Energy (DOE), Energy Information Administration (EIA), This Week
in Petroleum (Washington, DC: various issues).
We can do that by internalizing the known
costs of global warming and climate
change and sea level rise that are not currently reflected
in the price of the
products that are causing them.
Petroleum and coal companies are allowed to sell their
products which, when consumed, cause untold trillions of dollars
in costs in human health and environmental damage, and governments pay those
costs in the form of medical benefits, and eventually measures to deal with the effects of global climate
change.
In terms of climate change, there is no more practical approach than implementing a carbon pricing system so that the costs of climate change are reflected in the price of the products which cause the
In terms of climate
change, there is no more practical approach than implementing a carbon pricing system so that the
costs of climate
change are reflected
in the price of the products which cause the
in the price of the
products which cause them.
A highly granular assessment of the impacts of climate
change on the US economy suggests that each 1 °C elsius increase
in temperature will
cost 1.2 percent of the country's gross domestic
product, on average.
«Our
products are becoming increasingly more efficient, the latest design
changes resulting
in savings of 4.4 million tonnes of CO2 or # 5.5 million
in terms of avoided energy
costs per million
products alone.
In this case, your unsupported generalization that «the electorate could not care less» about climate change was rebutted with actual opinion polls showing that significant majorities of «the electorate» do, in fact, care a good deal, and consider the issue a priority for the President and the Congress, and support policies to regulate GHG emissions and to hold fossil fuel corporations responsible for the full costs of their product
In this case, your unsupported generalization that «the electorate could not care less» about climate
change was rebutted with actual opinion polls showing that significant majorities of «the electorate» do,
in fact, care a good deal, and consider the issue a priority for the President and the Congress, and support policies to regulate GHG emissions and to hold fossil fuel corporations responsible for the full costs of their product
in fact, care a good deal, and consider the issue a priority for the President and the Congress, and support policies to regulate GHG emissions and to hold fossil fuel corporations responsible for the full
costs of their
products.