Sentences with phrase «did under price»

Especially with the timing of this one, the front office can pretty safely assume that the team is going to play better the rest of the season than they did under Price.

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.

«As they expand or broaden the amount of services that are provided under a subscription, we do think they do continue to raise prices a little bit.»

«We were a bit late recognising that one, but it's done wonders for our cash flow,» Mr King said.The company recently appointed business development manager Chris Temov, who has been working closely with Austrade and the WA government, which are currently providing free market research, with an emphasis on comparative pricing and delivery in the UK.The research is provided under the company's status as a new exporter.

AgileHealthInsurance.com, which sells short - term health insurance plans that are allowed to exclude benefits guaranteed under the ACA, expects the law to allow more choice so that insurers can design cheaper plans to hit a certain price point of $ 100 per month or $ 200 per month, as they did before the ACA, according to executive director Sam Gibbs.

«We've operated under price controls, we've had 52 % federal taxes applied to our earnings... we've had regulations come along,» Buffett said says, «I will predict that if either Donald Trump or Hillary Clinton become president Berkshire will do fine.»

One is an agreement with Harvard Pilgrim, a nonprofit health plan covering 1.2 million people, to pay rebates if a patient's vision doesn't meet certain thresholds in 30 to 90 days, and then 30 months after treatment, under a model known as outcomes - based pricing.

In effect, the new middle price plan lets a customer who wants higher - quality video but doesn't need high - speed tethering pay $ 10 less than under the old Plus plan.

I tested different price points for the giveaway and found if it's under $ 10, people don't care.

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.

Then Casale, with her husband and business partner, Dave Croton, will take you under her wing for a one - to three - day «vacation» of baking, pricing, taking inventory, and other ins and outs of the business It costs roughly $ 1,000 for one of these vacations, and they don't include spa treatments.

«In fact one reason why we set up the business in 1929 is [because] tea is one of the global commodities that didn't come under big pricing pressure.

I say «curious» because Marathon came under intense scrutiny for its initial plans to hike the drug's price to $ 89,000 per year even though it's available for a mere pittance in other countries (and doesn't actually address the root causes of Duchenne, but rather just some of its muscle - wasting symptoms).

However, Shares used to pay the exercise price or purchase price of an option or stock appreciation right or to satisfy tax withholding obligations relating to such awards do not become available for future issuance under the 2013 Plan.

Under our standard pricing model, we do not pass through these costs directly to our sellers.

Home prices have increased 250 % since 1980 and Millennials under 25 are spending 7.7 % more of their wallet on housing than the Boomer generation did at that age.3 As a result, the number of non-married people under 35 sharing a home or apartment has grown.

They're not always a good neighbour — they poach clients, under - cut on price and step on too many toes — but they're showing the world what flexible space can do.

As US consumer prices declined unexpectedly on a month - to - month basis, Treasury yields retreated, while the Dollar remained under pressure against the Euro (although a break above 1.24 didn't happen in the EUR / USD), while the safe - haven Yen regained some of its recent losses against the Greenback.

If you are truly confident, all you've got to do is negotiate with the seller with staggered commission levels based on the selling price e.g. flat fee of $ 20,000 under $ 2M, $ 100,000 commission if sold for $ 2.1 M, etc..

Regulated stocks and bonds get underwritten through rigged cartels - they almost never under - price and really don't need much capital.

There are only nine UK companies on my list that come under being an «attractive» price for my personal taste, I own three, and four of them I don't fancy without further price reductions.

-- the current price at 12,35 EUR is ~ 1/3 lower than the expired take - over offer from Deutsche Annington 6 weeks ago — although the share will be delisted by the end of the year, I do believe that a squeeze - out under Luxembourg law is very likely within the next 12 - 18 months close to the initial offer price (~ 50 % upside from current price)-- the downside is that following November, the stock will be unlisted and hard to sell and that for some reason the Acquirer Deutsche Annington will not squeeze out the remaining minorities

Doing it this way, I can calculate the worst possible price and anything under will be a nice to have!

They suffered real traumas, too, both under Stalin's repressions and by paying the greatest price in World War II (or the Great Patriotic War, as the Soviets misnamed it, and as modern Russia still does).

While there is no kids» menu, SWB does offer smaller portions of select à la carte items at half price for kids twelve and under.

«We would have hoped to have done more dairy plants,» he said, «but milk prices are under pressure, which has caused dairy companies to concentrate on their core business rather than production residues.»

Organic produce from the scheme does not receive a premium price (certified products in Lithuania are generally sold at a 10 - 20 percent premium); instead all produce is sold under a Tatula «eco-label» through local markets.

But, he added, in order to close the import - export gap, farmers need help making ends meet during the three transition years in which they must farm organically and often experience lower yields than under conventional methods, but do not yet qualify for the higher price premium of organic to compensate for their losses.

He still believes in his transfer strategy that worked for him in the 90s and early 2000s but he has failed to realize that times have changed and what worked back in the day works no more under current market realities and thats the reason he seconds guesses, delays, waits for the final hour hoping to get some quality for bargain prices and when he doesn't he settles for, according to him the» strong squad we currently have».

Happily for Sakho, he was able to rebuild his playing reputation at Palace, under the guidance of a man who knows a thing or two about doing something silly and paying a considerable price.

We could have been up front... it goes to show that we are not too far but need to add quality and Wenger needs to stop thinking that he will uncover that gem for under the market price that will lead us all the way with WC quality they don't all turn out that way.

Have said it a couple of times now that we don't need carvalho... The epl is way tougher dan d under 21 cup... so he is still a risk at his current price... 37million is just too much for a raw talent!

Why did the Athletics knuckle under to peer pressure instead of signing Gedman at a discount price?

16 million price tag didn't stop wenger coughing up for this youngster and now look at him under Wenger's regime.

However, we will sell way under the market price as we always do.

Gabriel and Monreal have been our most recent January signings... And don't under - estimate either, they were both performing very well as first - team regulars in La Liga and their price - tags were a steal!

Speaking of Auby, does anyone else feel that there is a small chance for some club to almost go in for him under the radar (with the right price) and snatch him quietly / quickly while everyone else is eyeing up all the future French wonders along with Spanish and Italian based players making big splashes.

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...

The Marlins also didn't have many high - priced picks they can sign for under - slot to get extra budget for Garrett, either, as they lost their second - round pick to sign free agent Wei - Yin Chen and traded their Competitive Balance pick.

We all know that is never going to happen to Arsenal, under Wenger and obviously, so does Sanchez, Like many on here I believe he should have been sold last summer while he was still worth a hefty price.

This doesn't have the look of many goals cropping up so go under 2.5 goals at a price of 4/5 with bookmaker Bet Victor.

Wenger I have to admit is very clever in the way he manages to do this every year, putting in insulting bids to other clubs that even us arsenal fans know are way under the asking price so that it looks like an attempt was made, really its just for show, then he talks in extremes about how signing players for 25M will result in a football clubs implosion which is also utter nonsense, the money arsenal have brought in on player sales alone in recent seasons should merit some reinforcement, let alone the emirates revenue, tv money and sponsorship deals.

These two did play out a 2 - 2 draw earlier in the season at Anfield, remarkably but this is more likely to go under 2.5 goals for a price of 11/10.

Plus with the added pressure of that price tag over his head, well we know how «well» he does under pressure.

Because the Saints have been doing alright at the back, under 2.5 goals at bet365 for this clash with the Red Devils returns a price of 3/4.

He'll have to do it under the leadership of Italian boss Paolo Di Canio, who enters his first full season as manager and has antics worth the price of admission

I've never fallen completely in love with a pair of underwear that cost under $ 20 a pair, so don't let the price point of these undies scare you off.

The special one - day $ 5 price applies to adults, seniors and youth ages 3 - 17 (children 2 and under are free), but does not apply to educational groups of 10 or more.

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