Sentences with phrase «changing your business plan»

After that first fair, we didn't exactly change our business plan — but we clarified and streamlined it.»

As a small company, you change a business plan as you go.

With a younger company, we'd be interested in how the company has changed its business plan in the last 12 to 18 months to respond to toughening conditions.»

Business in Vancouver December 2 - 8, 2008; issue 997 Mining downturn hitting workforce hard Recruitment survey finds 90 % of companies have had to change business plans because of the rapid drop in global demand for raw materials Krisendra Bisetty «Tis the season to be looking for another job?

All very sad, either owner sells or changes his business plan to win things to grow the brand.

Until they do, and until they change their business plans, traditional publishing will continue to struggle.

It will disappear, and those who don't change business plans will be soon forgotten and crumble faster than IBM did when the clone PC and the primitive Windows operating system made through to the market.

Remember, you can always change your business plan later when you actually produce three novels in a year.

But I learned a really important lesson about growing smart and not growing too quickly and not changing your business plan in an attempt to get rich quick.

apple change its business plan (using intel chips, supporting other os for their laptops, new producs with FULL of innovation)..

Yet, none of these companies has accepted the proposition that accepting the science and understanding the risks of climate change implies the need to change their business plans.

When I want to have some fun on a dreary telephone call, I ask the question, «When is the last time you changed your business plan?»

If you step back and look behind the gloom and doom, the strategy needed is pretty clear — change your business plan to the prevailing conditions.

Let's assume an established and successful brokerage changes its business plan and decides to offer rebates to all of its buyers.

«If you don't change your business plan on a regular basis, you'll be out of business,» he says.

Not exact matches

With a plan in place and an eagle eye on how things are changing, you can make sure that your business doesn't fall behind.

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.

And, he argues, «they will add up to a very bold change for the brand and the business... If we execute the plan over the next few years, you will say, «Boy, Target made a huge transformation.»»

That's something David Spandorfer and Michael Burnstein wanted to change when they entered a business plan competition at Washington University.

Fellow Robots has plans to change the retail business with its lineup of customer assistants robots like the OSHbot that's been helping customers buy hammers and nails at a San Jose Orchard Supply Hardware store.

Such factors include, among others, general business, economic, competitive, political and social uncertainties; the actual results of current and future exploration activities; the actual results of reclamation activities; conclusions of economic evaluations; meeting various expected cost estimates; changes in project parameters and / or economic assessments as plans continue to be refined; future prices of metals; possible variations of mineral grade or recovery rates; the risk that actual costs may exceed estimated costs; failure of plant, equipment or processes to operate as anticipated; accidents, labour disputes and other risks of the mining industry; political instability; delays in obtaining governmental approvals or financing or in the completion of development or construction activities, as well as those factors discussed in the section entitled «Risk Factors» in the Company's Annual Information Form for the year ended December 31, 2017 dated March 15, 2018.

True, its business changed somewhat when it unveiled plans to get into the gift - card business, but the Florida action doesn't address that move.

But it's more likely that the real cause is more personal and avoiding some common traps can help you plan for launching a business within your budget and for unforeseen changes in the market.

«With an ever - changing business environment, our economic plan aims to help our businesses adapt to the new technological reality and foster the competitiveness of Quebec to attract investment for leading players,» he said in a statement.

In developing a business plan, keep uncertainty and rapid change in mind.

«Some of the heroes of today's would - be entrepreneurs, such as Steve Jobs, Bill Gates and Michael Dell did not have business plans in hand when they embarked on ventures that changed the world,» the study noted.

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.

A well - crafted business plan can steer you through a changing market successfully.

But while it's true that the format of the business plan has changed, the substance most certainly hasn't.

The fundamentals of business plan writing remain the same, but there are some crucial changes these days that you should keep in mind when crafting your plan.

No startup business plan is so good that it anticipates every twist and change in the market and customer demand.

In all of these business projections, a good business plan has estimated guesses, explaining assumptions and drivers of how these numbers are expected to change in the future.

Too many businesses run into serious problems because they waste time trying to make their circumstances fit their plan rather than changing their plan to fit their circumstances.

In some cases, your business plan goes through more costume changes than Lady Gaga, your company looks nothing like you envisioned, there's a lot more strands of hair in your comb, but it is all OK.

You may choose to update your plan annually, quarterly or even monthly if your business is in an industry that changes quickly.

The company expects the Final Rate Notice to result in a 3.00 percent (e) rate increase for Humana's individual Medicare Advantage business versus CMS» estimate for the sector of 3.50 percent, excluding the impact of Employer Group Waiver Plan (EGWP) funding changes, on a comparable basis.

FRANKFURT, April 11 - Germany's Bayer plans to sell its digital farming business to BASF as part of changes to concessions it has offered to win over antitrust regulators for its proposed takeover of Monsanto.

Is your business succession plan something you actively think about as your business interests and wealth change?

While some research has found that companies with completed business plans are twice as likely to grow their business, busy entrepreneurs might be reluctant to dig in and revise theirs when circumstances change.

With tax season in full swing, now is the perfect time to being planning next year and figuring out if you want to change your business structure to help reduce taxes.

If your business is prone to industry changes, it's essential to bake a strategy right into your business plan.

Failure, at least in those early customers» eyes, can unravel your life - changing product or buttoned - up business plan.

The Business Model Canvas looks beyond those charts and is especially useful because it combines a practical and tangible approach in covering the various areas and aspects of planning a business but emphasizes the need to iterate as conditionsBusiness Model Canvas looks beyond those charts and is especially useful because it combines a practical and tangible approach in covering the various areas and aspects of planning a business but emphasizes the need to iterate as conditionsbusiness but emphasizes the need to iterate as conditions change.

Ultimately a business plan will never be final, as it will continue to change as the business grows and you respond to threats and opportunities in your market.

Even if the marketing landscape doesn't change all that much from one year to the next, it's still vital to refresh a business's marketing plan each year.

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»).

'' [We talked about] how the money management business has changed over the years, what they should be paying attention to and how to plan their future in the business,» he writes.

The minister faced a backlash over his initial plans to change small business taxes last year before backing down on some of the proposed changes and reviving a promise to reduce the small business tax rate.

Facebook had already planned serious changes to its business headed into the first quarter, Zuckerberg said, and plans to continue taking a «broader view» on its responsibility and is focused on «moving forward.»

«Then revisit your estate plan anytime there's a significant change in the tax laws, your family situation, or the condition of your business,» Burkley advises.