As part of
the continuing change in business to employ more and more technology, the banks have turned to automated valuation applications.
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.
In it, he outlines the initial changes that were made by his COO, noting, «These were all core elements of the business that needed to be updated in order to foster continued growth.&raqu
In it, he outlines the initial
changes that were made by his COO, noting, «These were all core elements of the
business that needed to be updated
in order to foster continued growth.&raqu
in order to foster
continued growth.»
«
In this era of disruption,» she
continued, «these skills — from artificial intelligence to data visualization and more — are constantly
changing and becoming increasingly specialized, which means
businesses can't just rely on periodic training and traditional work experience to keep employees up to speed.»
Net written premiums of $ 574 million increased 6 %, reflecting an increase
in domestic surety premiums,
continued strong retention and an increase
in new
business in domestic management liability, while renewal premium
change remained consistent with recent quarters.
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.
In Personal Insurance, net written premiums grew 8 %, benefiting from renewal premium change of 10 % in agency auto and continued momentum in our leading homeowners business where we grew policies in force by 5
In Personal Insurance, net written premiums grew 8 %, benefiting from renewal premium
change of 10 %
in agency auto and continued momentum in our leading homeowners business where we grew policies in force by 5
in agency auto and
continued momentum
in our leading homeowners business where we grew policies in force by 5
in our leading homeowners
business where we grew policies
in force by 5
in force by 5 %.
One of the most challenging things to deal with
in business is handling difficult customers who are never satisfied and who
continue to
change the game as the relationship progresses.
The Frederictoncampus
continues tooffer its Activator program,
in which studentswork with anentrepreneur to cultivate a
business idea.Meanwhile, a new entrepreneurship streamis available to students on the Saint John campus, which also added skills developmentcourses and a social entrepreneurship course.Big
changes have come to the Saint John campusthrough some big donations recently.The Pond - Deshpande Centre for Innovationand Entrepreneurship offers courses andmentorship opportunities for students, whilea donation from the Irving family helped funda new library facility.
We will
continue to train you on a monthly basis for the life of your
business on
changes in this fluid industry and new marketing techniques to ensure growth and long - term success.
But the Canadian government and many
businesses in all three countries
continue to work to
change this accord.
While North American retailers and manufacturers are wary of the
continued volatility and accelerated pace of
change in their
business, OSL Retail Services CEO Brett Farren sees them as the key to
continued success.
As I've mentioned before
in previous articles, we need more female - led
businesses and to start
changing our and I hope these female «treps
continue to pave the way for years to come.
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.
As part of 3M's
continuing effort to improve the alignment of its
businesses around markets and customers, the Company made the following
changes, effective
in the first quarter of 2018, and other revisions impacting
business segment reporting:
Your competition will
continue to
change and your
business's position
in the marketplace may need to shift.
The rapid growth
in these markets will likely
continue, as financial institutions and health - care - related
businesses embrace
change through their technologies.
This will be an important year for
businesses in all industries, as
changing technologies
continue to capture investors» attention.
Weiss embraces the ever -
changing regulations of the cannabis industry and
continues to establish himself as an industry expert
in the U.S. from a
business, compliance and product perspective.
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.
But machine tool orders drop, the Aruoba - Diebold - Scotti
Business Conditions Index continues to show worse - than - average conditions, and there were still 3.8 million job openings on the last business day of April (little changed from 3.9 million in
Business Conditions Index
continues to show worse - than - average conditions, and there were still 3.8 million job openings on the last
business day of April (little changed from 3.9 million in
business day of April (little
changed from 3.9 million
in March).
I don't think that
in this age of tech we need to
continue sheltering large Canadian companies who are unwilling to
change their
business model to compete with th emore flexible and customer choice oriented services that are being mamde available.
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.
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.
Her first book The Prentice Hall Complete
Business Etiquette Handbook
in 1995 helped set the standard for the field, and her most recent book, The Essentials of
Business Etiquette: How to Greet, Eat, and Tweet Your Way To Success
continues to establish etiquette guidelines for the ever -
changing workplace.
Hear from three experts steeped
in the space to gain perspective and insights into trends, challenges and future visions as the shared economy evolves and how it is affecting and will
continue to
change current
business models.
Volkswagen is thus systematically
continuing to transform its
business and establishing even more efficient Group management
in a phase of highly dynamic
change in the Company and the entire automotive industry.
«These strong year - over-year results were fueled by an acceleration
in our Americas»
business led by the US and Canada, our 25th consecutive quarter of double - digit growth
in Germany,
continued meaningful progress
in Asia - Pacific and
changes in foreign currency exchange rates.
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.
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.
There has been no
change in our capital allocation policy and over the next few years our first priority is to
continue to invest
in our
business, as we have a compelling opportunity to drive sustainable growth and value creation, and we're putting our capital against this opportunity.
Yet it
continues as a core curriculum
in most graduate
business schools because that's what teachers have been taught to teach, and it's hard for this battleship to
change direction» Frank Martin
In the markets of the United Kingdom and the United States, we are constantly seeing «flexibility» and «
change» to our economies; this evidence is
continuing with the «Gig Economy,» the millennials and a new operating
business economy.
«We grew EBITDA 104 per cent to # 17.3 million, the
business continues to grow very strongly and future cashflow forecasts are also strong, but the announcement of substantial investment
in delivery services is a material
change to the original assumptions when it was purchased.,» he said.
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.
We
continued with the significant and necessary
changes we began
in the
business over three years ago to support our strategy and its priorities, and worked hard to return every possible cent of value back to our farmers,» Wilson said.
«While the structural
changes in our industry will
continue, we know what we need to do, and as we said last year, there's a lot
in our
business to be positive about.»
«We believe any transition period should ensure that domestic regulatory frameworks remain certain, and that UK
businesses continue to benefit from EU free trade agreements (FTAs) with third countries; as well as ensuring that
businesses have the time to prepare
in advance for any
changes to exporting procedures and other regulations that will be required once the UK is fully outside the EU.»
Andriy Yarmak, FAO (Italy) Structuring your export
business to attract investment How can fresh produce companies
in south - east Europe attract institutional investors
in what
continues to be a rapidly
changing international
business?
This could be good
business by United, with manager Van Gaal
continuing to ring the
changes after overseeing a number of high - profile
ins and outs at the club last summer.
There was wisdom
in the»03
change, but it's perilous — borderline foolish — to
continue doing
business with a rule that could result
in losing the sport's only crossover attraction before he gets a chance to perform.
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...
Although it will be incredibly difficult to ever match his contributions on the pitch, it's vitally important for a former club legend, like Henry, to publicly address his concerns regarding the direction of this club... regardless of those who still feel that Henry has some sort of agenda due to the backlash he received following earlier comments he made on air regarding Arsenal, he has an intimate understanding of the game, he knows the fans are being hosed and he feels some sense of obligation, both professionally and personally, to tell it like he sees it... much like I've continually expressed over the last couple months, this team isn't evolving under this current ownership / management team... instead we are currently experiencing a «stagnant» phase
in our club's storied history... a fact that can't be hidden by simply
changing the formation or bringing
in one or two individuals... this team needs fundamental
change in the way it conducts
business both on and off the pitch or it will
continue to slowly devolve into a second tier club... regardless of the euphoria surrounding our escape act on Friday evening, as it stands, this club is more likely to be fighting for a Europa League spot for the foreseeable future than a top 4 finish... we can't hope for the failures of others to secure our place
in the top 4, we need to be the manufacturers of our own success by doing whatever is necessary to evolve as an organization... if Wenger, Gazidis and Kroenke can't take the necessary steps following the debacle they manufactured last season, their removal is imperative for our future success... unfortunately, I strongly believe that either they don't know how to proceed
in the present economic climate or they are unwilling to do whatever it takes to turn this ship around... just look at the current state of our squad, none of our world class players are under contract beyond this season, we have a ridiculous wage bill considering the results, we can't sell our deadwood because we've mismanaged our personnel decisions and contractual obligations, we haven't properly cultivated our younger talent and we might have become one of the worst clubs ever when it comes to way we handle our transfer
business, which under Dein was one of our greatest assets... it's time to get things right!!!
And unless their basic attitude
changes and they see fans whom they profess to idolise as shareholders
in their
business, fans will
continue to be treated as customers and when the time comes asked for more money and ever more money.
I / we agree that if any material
change (s) occur (s)
in my / our financial condition that I / we will immediately notify BSHFC of said
change (s) and unless Baby Safe Homes Franchise Corporation is so notified it may
continue to rely upon the application and financial statement and the representations made herein as a true and accurate statement of my / our financial condition.nI / we authorize Baby Safe Homes Franchise Corporation to make whatever credit inquiries / background checks it deems necessary
in connection with this application and financial statement.nI / we authorize and instruct any person or consumer reporting agency to furnish to BSHFC any information that it may have to obtain
in response to such credit inquiries.nIn consideration of the ongoing association between Baby Safe Homes and the undersigned applicant (hereinafter u201cApplicantu201d), the parties hereto have entered into this Non-Disclosure and Non-Competition Agreement.nWHEREAS,
in the course of its
business operations, Baby Safe Homes provides its customers products and services which, by nature of the
business, include trade secrets, confidential and proprietary information, and other matters deemed material or important enough to warrant protection; and WHEREAS, Applicant, by reason of his / her interest
in Baby Safe Homes and
in the course of his / her duties, has access to said secrets and confidential information; and WHEREAS, Baby Safe Homes has trade secrets and other confidential and proprietary information, including procedures, customer lists, and particular desires or needs of such customers to which Applicant has access
in the course of his / her duties as an Applicant.nNow, therefore,
in consideration of the premises contained herein, the parties agree as follows Applicant shall not, either during the time of his / her franchise evaluation with Baby Safe Homes or at any time thereafter either directly or indirectly, communicate, disclose, reveal, or otherwise use for his / her own benefit or the benefit of any other person or entity, any trade secrets or other confidential or proprietary information obtained by Employee by virtue of his / her employment with Baby Safe Homes,
in any manner whatsoever, any such information of any kind, nature, or description concerning any matters affecting or relating to the Baby Safe Homes
business, or
in the
business of any of its customers or prospective customers, except as required
in the course of his / her employment by Baby Safe Homes or except as expressly authorized Baby Safe Homes Franchise Corporation,
in writing.nDuring any period of evaluation with Baby Safe Homes, and for two (2) years thereafter, Applicant shall not, directly or indirectly, induce or influence, divert or take away, or attempt to divert or take away and, during the stated period following termination of employment, call upon or solicit, or attempt to call upon or solicit, any of the customers or patrons Baby Safe Homes including, but not limited to, those upon whom he / she was directly involved, or called upon, or catered to, or with whom became acquainted while engaged
in the franchise evaluation process of a Baby Safe Homes franchise
business.
It's true we've knocked down a few walls since then, and the
business has
continued to grow along with Lincoln Square — but
in another sense, things haven't
changed all that much.
Commenting on the figures, Steve Elliott, Chief Executive of the Chemical Industries Association said «These expectations show
business leaders and their workforces across the sector
continuing their hard work
in making sure they can compete
in an ever
changing world.
My role as a retailer is to evolve my
business so that I
continue to supply what my customers want
in a
changing world.
We are also deeply disappointed to have to take a further substantial write - down
in our aluminium
businesses, albeit
in an industry that
continues to experience significant adverse
changes globally.