Sentences with phrase «changes such as selling»

Not exact matches

That section laid out that a change in accounting rules now required Alphabet to include the change in value of any shares it owned in private companies, such as Uber, in its profits even if just held onto to its stake and didn't buy or sell any more shares.

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.

Like the apparel trade before it, the mattress industry is going through deep changes, with a wave of startups, such as Casper, Endy and Yogabed selling mattresses online.

The proposed changes will also look to address the practice of «trademark squatting,» where people misuse the system by hanging onto a trademark they have no intention of using themselves, such as an internet domain name, to sell it at a later date for profit.

As such, the selling was indiscriminate rather than reflecting a change in market fundamentals.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; delays in the completion of project sales; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 20, 2016.

Loeb recently told Third Point fund investors that shares of the oil and gas company could be 60 percent higher, and he outlined changes it could make to add value, such as spinning off its retail business or selling its Canadian natural gas assets.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; cancelation of utility - scale feed - in - tariff contracts in Japan; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

In author and seasoned commodity trader Carley Garner's quest to guide traders through the process of commodity market analysis, strategy development, and risk management, «Higher Probability Commodity Trading» discusses several alternative market concepts and unconventional views such as option selling tactics, hedging futures positions with options, and combining the practice of fundamental, technical, seasonal, and sentiment analysis to gauge market price changes.

Monetary policy is maintained through actions such as modifying the interest rate, buying or selling government bonds, and changing the amount of money banks are required to keep in the vault (bank reserves).

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

One of the most significant changes for the sales department has been the explosion of chain stores such as Meijer, which is opening stores in 2015, and Walgreens, Target and Walmart that sell liquor to be consumed off - premise.

Many Chelsea players have gone out on loan in the past and never returned, but there seems to be a slight change of stance under Conte, who has found a place for Christensen this season and for Victor Moses last term, even if other youngsters such as Nathaniel Chalobah and Nathan Ake were sold a little prematurely.

This is an incredibly difficult question to answer for a variety of reasons, most importantly because over the years our once vaunted «beautiful» style of play has become a shadow of it's former self, only to be replaced by a less than stellar «plug and play» mentality where players play out of position and adjustments / substitutions are rarely forthcoming before the 75th minute... if you look at our current players, very few would make sense in the traditional Wengerian system... at present, we don't have the personnel to move the ball quickly from deep - lying position, efficient one touch midfielders that can make the necessary through balls or the disciplined and pacey forwards to stretch defences into wide positions, without the aid of the backs coming up into the final 3rd, so that we can attack the defensive lanes in the same clinical fashion we did years ago... on this current squad, we have only 1 central defender on staf, Mustafi, who seems to have any prowess in the offensive zone or who can even pass two zones through so that we can advance play quickly out of our own end (I have seen some inklings that suggest Holding might have some offensive qualities but too early to tell)... unfortunately Mustafi has a tendency to get himself in trouble when he gets overly aggressive on the ball... from our backs out wide, we've seen pace from the likes of Bellerin and Gibbs and the spirited albeit offensively stunted play of Monreal, but none of these players possess the skill - set required in the offensive zone for the new Wenger scheme which requires deft touches, timely runs to the baseline and consistent crossing, especially when Giroud was playing and his ratio of scored goals per clear chances was relatively low (better last year though)... obviously I like Bellerin's future prospects, as you can't teach pace, but I do worry that he regressed last season, which was obvious to Wenger because there was no way he would have used Ox as the right side wing - back so often knowing that Barcelona could come calling in the off - season, if he thought otherwise... as for our midfielders, not a single one, minus the more confident Xhaka I watched played for the Swiss national team a couple years ago, who truly makes sense under the traditional Wenger model... Ramsey holds onto the ball too long, gives the ball away cheaply far too often and abandons his defensive responsibilities on a regular basis (doesn't score enough recently to justify): that being said, I've always thought he does possess a little something special, unfortunately he thinks so too... Xhaka is a little too slow to ever boss the midfield and he tends to telegraph his one true strength, his long ball play: although I must admit he did get a bit better during some points in the latter part of last season... it always made me wonder why whenever he played with Coq Wenger always seemed to play Francis in a more advanced role on the pitch... as for Coq, he is way too reckless at the wrong times and has exhibited little offensive prowess yet finds himself in and around the box far too often... let's face it Wenger was ready to throw him in the trash heap when injuries forced him to use Francis and then he had the nerve to act like this was all part of a bigger Wenger constructed plan... he like Ramsey, Xhaka and Elneny don't offer the skills necessary to satisfy the quick transitory nature of our old offensive scheme or the stout defensive mindset needed to protect the defensive zone so that our offensive players can remain aggressive in the final third... on the front end, we have Ozil, a player of immense skill but stunted by his physical demeanor that tends to offend, the fact that he's been played out of position far too many times since arriving and that the players in front of him, minus Sanchez, make little to no sense considering what he has to offer (especially Giroud); just think about the quick counter-attack offence in Real or the space and protection he receives in the German National team's midfield, where teams couldn't afford to focus too heavily on one individual... this player was a passing «specialist» long before he arrived in North London, so only an arrogant or ignorant individual would try to reinvent the wheel and / or not surround such a talent with the necessary components... in regards to Ox, Walcott and Welbeck, although they all possess serious talents I see them in large part as headless chickens who are on the injury table too much, lack the necessary first - touch and / or lack the finishing flair to warrant their inclusion in a regular starting eleven; I would say that, of the 3, Ox showed the most upside once we went to a back 3, but even he became a bit too consumed by his pending contract talks before the season ended and that concerned me a bit... if I had to choose one of those 3 players to stay on it would be Ox due to his potential as a plausible alternative to Bellerin in that wing - back position should we continue to use that formation... in Sanchez, we get one of the most committed skill players we've seen on this squad for some years but that could all change soon, if it hasn't already of course... strangely enough, even he doesn't make sense given the constructs of the original Wenger offensive model because he holds onto the ball too long and he will give the ball up a little too often in the offensive zone... a fact that is largely forgotten due to his infectious energy and the fact that the numbers he has achieved seem to justify the means... finally, and in many ways most crucially, Giroud, there is nothing about this team or the offensive system that Wenger has traditionally employed that would even suggest such a player would make sense as a starter... too slow, too inefficient and way too easily dispossessed... once again, I think he has some special skills and, at times, has showed some world - class qualities but he's lack of mobility is an albatross around the necks of our offence... so when you ask who would be our best starting 11, I don't have a clue because of the 5 or 6 players that truly deserve a place in this side, 1 just arrived, 3 aren't under contract beyond 2018 and the other was just sold to Juve... man, this is theraputic because following this team is like an addiction to heroin without the benefits

Anyway, the three players you mentioned (Mahrez, Chicharito & Mustafi) can be financed by selling the players such as Walcott, Debuchy, Sanago, Chambers, Gibbs, Gnarby, Chamberlain, Jenkinson, (even) Wilshire, and still have change left to buy additionally 3 young at # 2m or so each as deputies for Bellerin, Monreal, Giroud.

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...

As such, real change rarely comes until things devolve to such a level that the owner (s) sees no other alternative but to seek a some sort of remedy through the selling of the club, which doesn't always lead to positive results.

This might work well if sodium were simultaneously reduced in the foods sold at corner stores and fast - food restaurants, but without such changes everywhere, it could actually lead to a drop in participation as school meals become more healthy.

Its cribs, dressers, and changing tables are available wherever baby products are sold, online, and through mass retailers such as Walmart.

Because a U-turn of such a scale would be politically difficult I expect that instead there will be a series of minor policy adjustments over the next few months that will be sold as a change in emphasis rather than substance.

Produced by diverse universities and institutions across the country and world, the supplement investigates the quality of vital, broadly sold drugs, such as anti-malarials and antibiotics; new tests and assays to detect counterfeit drugs; and proposed policy changes and laws to reduce the distribution and sale of falsified medications.

Such risks and uncertainties include, but are not limited to: risks associated with keeping pace with rapidly changing technology and customer requirements; risks associated with competition in marketing and selling products; risks of increased regulatory requirements; risks associated with maintaining and expanding reimbursement coverage for Prosigna; risks related to the Company's intellectual property portfolio, as well as the other risks set forth in the company's filings with the Securities and Exchange Commission.

But German powers that be at Bentley (the British marque is part of the Volkswagen Group) are loath to fundamentally change a car that has been such an undeniable success, as the Continental is the first Bentley ever to sell in significant numbers.

The class - action lawsuit alleged that Trebol Motors Inc. made cosmetic changes to Volvo 200 series cars, such as adding aluminum wheels or leather seats, then sold them for thousands of dollars more than their actual price.

The price will be changing from $ 2.99 to $ 3.99, although comics that release two issues a month such as Batman, Wonder Woman, and Superman will continue to be sold under the old pricing system.

They may also change a part of the book (such as the title or the gender of the characters) and sell it under a different name.

Additionally, changes to any details of your book including list price, selling information (such as your book's product description), or your book's files may take up to six weeks to update in all the Expanded Distribution channels.

In the event there is a change in the corporate structure of The Hartford, such as a merger, consolidation, sale, liquidation or transfer of substantial assets, The Hartford may, in its sole discretion, transfer, sell or assign information collected on and through this Site, including personal information about you, to one or more affiliated or nonaffiliated third parties.

Monetary policy is maintained through actions such as modifying the interest rate, buying or selling government bonds, and changing the amount of money banks are required to keep in the vault (bank reserves).

Covenants can also be «non-financial» in nature, such as providing financial information to bondholders, protecting against the selling of assets, or changes of control, or making sure the assets of the company have adequate insurance.

Significant changes, such as selling out completely of an ETF position within the existing ladder, or significantly restructuring the ladder, will occur infrequently — though active portfolio management includes the responsibility to act on significant opportunities when interest rates move dramatically.

You may find that making small changes, such as downsizing, selling one of your cars, or renting out the basement, could mean retiring earlier.

They may need to update it if there have been any major changes in their life, such as the death of their partner or any beneficiaries, new children or grandchildren, or if they have purchased or sold any property.

Specific details on livestock populations, changing industry demographics, gaps in specific veterinary services currently available, community support, and future outlook for veterinary services (such as solo practitioners retiring or trying to sell a practice) are all valuable criteria in defining the need in a specific area.

In part, this is reflective of the changing way in which competitive video games such as League of Legends are built and sold.

Selling someone on a straw bale house, earth ship or solar passive home can be difficult, but if they could rent one and live in it for a few months they may understand the benefits as well as the life style changes required and be more open to having such a home as their primary residence.

-- Your options when making changes to your living arrangements, such as selling or keeping your home, the costs involved and qualifying for a mortgage on your own

Regular resume samples for Financial Consultants mention duties such as recruiting clients, assessing client financial situation, informing clients on how life changes may affect their financial plans, and selling financial products.

• Welcome customers as they approach the box office counter and inquire into their movie preferences • Provide information on running movies and show timings along with seat availability • Take customers» information (such as name and age) and punch it into the system for verification purposes • Provide customers with information on age - appropriateness of their desired movie and ensure that identification is properly conducted for rated films • Issue tickets to customers and ask them to verify seat, movie and date information on them • Accept credit card and cash payments for sold tickets and tender change and receipts • Handle reservations for shows over the telephone and in person and ensure that any cancellations are managed according to cinema protocols • Balance cash registers against tickets sold and ensure that any discrepancies or problems are immediately handled • Create and maintain reports of sold tickets and cinema income and provide feedback to managers regarding movies» success or failure • Assist in booking entire cinema halls for special screenings and issue tickets / passes to authorized guests and support staff • Ascertain that leaflet racks are fully stocked and that the counter is properly cleaned and maintained • Issue auxiliaries such as 3D glasses and ensure that returned glasses are counted and stored properly

• First - hand experience in developing travel itineraries for clients by determining their travel requirements and budget constraints • Highly skilled in booking complex multiple leg international itineraries by using preferred vendors • Exceptionally well - versed in arranging and coordinating travel schedules and ensuring that appropriate reservations are made • Proven record of efficiently arranging external services such as transportation and extended road travel • Deeply familiar with preparing customized itineraries to suit clients» specific preferences • Highly experienced in modifying existing bookings to suit changes in clients» circumstances and preferences • Qualified to use the Global Distribution System (GDS) to make and confirm bookings • Adept at researching popular holiday destinations and keeping updated about travel industry news • Proficient in using promotional techniques to sell itinerary tour packages to existing and new clients • Competent in handling unforeseen circumstances such as flight cancelations and delays and determining eligibility for money returns • Proven record of booking tickets and accommodation and securing rental transportation from third party vendors, both locally and internationally • Demonstrated expertise in resolving clients» issues in a bid to ensure repeat business from them

• Assist customers in deciding their orders by providing them with information on available deli items and deals • Respond to customers» queries promptly and ensure that their orders are taken accurately • Make sandwiches and put together salads according to customers» specific instructions • Provide customers with information on prepackaged food items such as prices and ingredients • Process credit card and cash payments against sold items and tender change and receipt

Don't rush into making any major decisions, such as selling the house or changing your investment strategy.

The property can not be said to be SOLD, until such time as ownership changes complete and are so accordingly — registered as such.

I've seen new construction homes that didn't sell because the color used to paint out the main floor walls turned buyer's off, and when the color was changed they sold, quickly; likewise for homes that were staged badly — but, having unfiltered ``... access to data such as days on market...» now that's what «is critical» for making «purchasing decisions in an age of comprehensive data access» — before someone heads out on the old buying trail.

That original buyer, for whatever reason — whether it's a change of circumstances (such as a change in a marital situation, job transfer to another city, province or country; birth of children resulting in a home / condominium unit being too small for the buyer), cold feet, or simply the desire to make a profit — has subsequently decided to «sell» that right to buy to the new buyer.

This new report covers core topics that will be tracked on a monthly basis such as views on housing as a good financial investment, whether homeownership is part of the American Dream, if now is a good time to buy or sell a home and perception of home price changes.

If your area has changed in some way, educate yourself on selling to a growing niche, such as seniors or immigrants.

Companies such as Re / Max, Royal LePage and Century 21 already have company owned databases that are corporate intellectual property and can not be changed or accessed by a whimsical Competition Bureau CEO or a judge who wants to sell his home privately.

In a recent ShareNet article, Mark Mayer an investment specialist at Discovery Invest suggests that — if you want to gauge the extent to which the internet has organically changed the process of buying and selling a house — you could try asking a traditional estate agent to find buyers without using a portal such as Property24.