Sentences with phrase «demand higher returns»

Among them is the pro-cyclicality of the proposals, where private investors in the proposed new entities would demand higher returns for their risks in times of economic stress, driving up guarantee fees and mortgage rates.

Thus, assuming rational investors should demand higher returns from investing in securities with higher risk, to match a 6 percent return on a NTR a traded public REIT must have a return of 10 percent (6 percent plus 4 percent market risk premium).

First, if investors believe that rates will rise, that affects bond prices because they will demand higher returns.

The only thing you can do is either demand higher returns for investments in riskier countries, or stay away completely.

As is the case for bonds and other fixed income instruments, investors have the right to demand higher returns the longer their money is locked away.

They're not demanding the higher returns to compensate them for those risks.

New bond investors would probably demand a higher return to compensate for the added costs of investing in bond funds.

Interest rates: Rattled investors could start demanding higher returns for lending out their money.

They are less likely to scrutinize every comma and semicolon in your business plan, or to demand a high return on their investment.

America's creditors might demand a higher return for their loans, and the Federal Reserve could be forced to hike up interest rates before the economy is strong enough to do away with cheap money.

There is no share holder buyer of last resort, and so equity buyers can demand a higher return than bond holders.

Usually, angel investors demand a high return on investment because of the high risks involved.

These investors thus demand a higher return from common stocks than the deserved return.

So you can see that high inflation (or even the fear of high inflation) causes bond buyers to demand a higher return on their money to protect their purchasing power.

It is the type of return we want from a staid company operating in a mature industry; we demand a higher return from such companies to compensate for the risk that earnings may stagnate or even fall in future.

If investors are less willing to invest, they demand a higher return for that investment.

Not exact matches

So when it comes to making decisions about how to spend your time, it should all be laser - focused on either doing the things that deliver you the greatest return or investing in marketing efforts that will generate more demand for those high - return tasks.

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.

As institutions, we expect a higher return because of the illiquidity, so you should be prepared to demand that higher return.

For instance, you may find that certain products demand higher markups to compensate for their return rates.

Federal Labor MP Pat Conroy will demand to know why Australian banks have higher returns on equity than those in other countries when he questions bank chief executives attending a Canberra hearing next week.

Today, we are seeing high - growth numbers and more rapid returns on investment with the evolving and in - demand digital health industry that is driving exits such as FitBit, Evolent Health and Teledoc.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

As a result, it is now clear that the U.S. is in the latter stages of the multi-year credit cycle, a period when rising corporate leverage negatively affects returns to corporate debt as investors demand higher risk premiums to compensate for the greater volatility created by increased leverage.

In this environment, the prudent thing to do would be to continue to demand higher, absolute rates of return as compared with WACC.

The key assumptions of price theory are «that demand curves slope downward, that an increase in the price of a product will reduce the demand for its complement, [and] that resources gravitate to areas where they will earn the highest return.»

Admati and Hellwig counter that the only reason stockholders demand such a high rate of return from banks is to compensate for the relative riskiness of banks — and that they are risky precisely because of all the debt they hold on their balance sheets.

Unlike its successful European counterparts, demand for higher risk - adjusted returns, the existence of retrocession fees and stronger desire to retain control, continue to act as headwinds to grow fee - based assets, at a rate that outpaces private banks» robust AUM growth and regional wealth creation.

We could see a return to these valuations over the next couple of years on higher demand, a stronger macroeconomic backdrop and cyclical fundamentals, as shown in the following chart courtesy of DoubleLine Capital:

High risk funds are defined as mutual funds, hedge funds or private investments that operate with a risk to demand a higher rate of profit return.

Our investment - led process has been refined to focus on high - conviction private equity strategies with risk - return profiles that have rewarded illiquidity in the past, and where we believe that a supply and demand imbalance between the need for investment and available capital will persist in the future.

I interpret this as a signal that demand for fixed income will probably stay high — even as the potential return from bond portfolios declines amid rising rates.

Wednesday evening, Justice Sonia Sotomayor, who handles emergency appeals from the 10th Circuit Court, said the company failed to meet «the demanding standard for the extraordinary relief,» and that it could continue to pursue its challenge in lower courts and return to the higher court, if necessary, after a final judgment.

«We made the decision to vertically integrate to capture this demand and capture a greater margin, which in turn allows us to become more profitable and pay growers a higher return,» he adds.

With a high demand for return of Christina's music, February 2012, Lil Wayne said that Christina Milian had joined Young Money, and will release her fourth album through Young Money Entertainment.

Although the organic system initially required higher financial outlays, principally as a consequence of the greater demand for labour, larger returns were made on this labour than in the non-organic system.

Just in time for fall, this limited edition whisky returns as a result of high demand from Friends of Laphroaig, the brand's distinguished loyalty group that gives members a lifetime lease on a numbered, one square foot plot of land in Islay, Scotland.

If reasonable he returns as a key cog to a playoff run — salary demands too high, we have a lot of depth in the OF as well.

You want to trade him when demand is at its highest (in other words, when competitive teams panic) but you also need to move him before the foot issue returns, unless you're willing to risk keeping him for the duration of his contract.

Urinary incontinence (UI) has an effect on quality of life during the postpartum period.1, 2 Fear of UI is one of the most common reasons for maternal demand for cesarean delivery.3, 4 The muscle strength of the pelvic floor returns to the antepartum value 6 — 10 weeks postpartum in most women.5, 6 However, UI symptoms after delivery do not resolve in the long term in some women.7, 8 Studies have variously concluded that the prevalence of UI changed9 or did not change within 6 months or 1 year postpartum.10, 11 A higher prevalence or incidence of UI has been observed in women who had a vaginal delivery than in women who underwent cesarean delivery.10 — 18 In contrast, a recent study found that vaginal delivery was not associated with postpartum UI.19 The long - term protective effect of cesarean delivery has not been determined.20 Validated and reliable questionnaires to evaluate UI, including severity and quality of life, are needed for postpartum evaluation.21 However, comparisons of UI severity and the effect on daily life between women who have had vaginal and cesarean deliveries are scarce.22

«It is time for this institution to return to the high standards that the people of our state rightfully demand and expect,» she said.

The inspection criticised the number of inmates being held at Cookham Wood, which has returned to the highest possible capacity of 143 young men, aged 15 - to - 17, following the previous inspection's demand that the numbers be cut back.

This is because the high expense associated with the project could prompt participating governments to demand guaranteed time as a scientific return on investment, thereby restricting access and leaving little time to nonmembers.

It adds to the high - demand of low - impingement elliptical devices by offering over 150 workouts that magnify your results return while giving minimum impact to your spinal column, hips, joints, and knees.

They include Emily Callahan and Amber Jackson, who are using their skills and intellect to turn oil rigs into coral reefs; Nate Parker, the activist filmmaker, writer, humanitarian and director of The Birth of a Nation; Scott Harrison, the founder of Charity Water, whose projects are delivering clean water to over 6 million people; Anthony D. Romero, the executive director of the ACLU, who has dedicated his life to protecting the liberties of Americans; Louise Psihoyos, the award - winning filmmaker and executive director of the Oceanic Preservation Society; Jennifer Jacquet, an environmental social scientist who focuses on large - scale cooperation dilemmas and is the author of «Is Shame Necessary»; Brent Stapelkamp, whose work promotes ways to mitigate the conflict between lions and livestock owners and who is the last researcher to have tracked famed Cecil the Lion; Fabio Zaffagnini, creator of Rockin» 1000, co-founder of Trail Me Up, and an expert in crowd funding and social innovation; Alan Eustace, who worked with the StratEx team responsible for the highest exit altitude skydive; Renaud Laplanche, founder and CEO of the Lending Club — the world's largest online credit marketplace working to make loans more affordable and returns more solid; the Suskind Family, who developed the «affinity therapy» that's showing broad success in addressing the core social communication deficits of autism; Jenna Arnold and Greg Segal, whose goal is to flip supply and demand for organ transplants and build the country's first central organ donor registry, creating more culturally relevant ways for people to share their donor wishes; Adam Foss, founder of SCDAO, a reading project designed to bridge the achievement gap of area elementary school students, Hilde Kate Lysiak (age 9) and sister Isabel Rose (age 12), Publishers of the Orange Street News that has received widespread acclaim for its reporting, and Max Kenner, the man responsible for the Bard Prison Initiative which enrolls incarcerated individuals in academic programs culminating ultimately in college degrees.

; Scott Harrison, the founder of Charity Water, whose projects are delivering clean water to over 6 million people; Anthony D. Romero, the executive director of the ACLU, who has dedicated his life to protecting the liberties of Americans; Louise Psihoyos, the award - winning filmmaker and executive director of the Oceanic Preservation Society; Jennifer Jacquet, an environmental social scientist who focuses on large - scale cooperation dilemmas and is the author of «Is Shame Necessary»; Brent Stapelkamp, whose work promotes ways to mitigate the conflict between lions and livestock owners and who is the last researcher to have tracked famed Cecil the Lion; Fabio Zaffagnini, creator of Rockin» 1000, co-founder of Trail Me Up, and an expert in crowd funding and social innovation; Alan Eustace, who worked with the StratEx team responsible for the highest exit altitude skydive; Renaud Laplanche, founder and CEO of the Lending Club — the world's largest online credit marketplace working to make loans more affordable and returns more solid; the Suskind Family, who developed the «affinity therapy» that's showing broad success in addressing the core social communication deficits of autism; Jenna Arnold and Greg Segal, whose goal is to flip supply and demand for organ transplants and build the country's first central organ donor registry, creating more culturally relevant ways for people to share their donor wishes; Adam Foss, founder of SCDAO, a reading project designed to bridge the achievement gap of area elementary school students, Hilde Kate Lysiak (age 9) and sister Isabel Rose (age 12), Publishers of the Orange Street News that has received widespread acclaim for its reporting, and Max Kenner, the man responsible for the Bard Prison Initiative which enrolls incarcerated individuals in academic programs culminating ultimately in college degrees.

In a world where 58 % of companies are trimming their learning and development budget or leaving it the same, the demand for return on investment for learning is at an all - time high and so is the budget for learning technology [1].

A focused effort to evaluate curricula and shift demand toward more effective options would yield a higher return on investment than more resource - intensive measures.

This much we know: Mayor de Blasio gave in to the union's demands for sizable raises but got very little in return - no premium sharing of health - care costs, no higher co-pays, no guaranteed dismissals for ineffective teachers who don't even teach full time, no changes to the rigid seniority - based salary schedule, nothing.

that «for all its complexity, the Education Reform Act can be reduced, in essence, to two propositions: We will make a massive infusion of progressively distributed dollars into our public schools, and in return, we demand high standards and accountability from all education stakeholders.»