Sentences with phrase «do businesses need»

Why do businesses need to consider seeking specialist advice at the earliest sign of difficulty?

Not that that should discredit the admirable response, however; as Phillip Haid of PUBLIC Inc. explains in this interview with Canadian Business, doing good and doing business needn't be exclusive.

To take it a step further, not only does every business need internet, but they need a service that enables them to process things extremely quickly and efficiently.

Does your business need a wireless network?

«To a large degree, if Facebook wants to do business they need to follow local laws, even if those go against their policy in other regions,» said Brian Blau, an analyst for Gartner.

Does your business need a company vehicle?

Rethinking Your Business Plan Does every business need a business plan?

Does your business need to be registered?

Everything about you and the way you do business needs to let people know that you are a professional running a serious business.

Does your business need a continuous source of financing to cover an ongoing project or make up for a drop in sales during an off season?

And more to the point, does your business need flex space of its own?

Does your business need a powerful pick up to tackle all of your towing and hauling needs?

Does your business need a continuous source of financing to cover an ongoing project or make up for a drop in sales during an off season?

The winner of the Best Stand for Doing Business needed to create a busy B2B atmosphere and present a well - planned and easily navigable layout with a good presentation of the stand and its services.

«The benefits of this new way of doing business need to be made more widely known,» FAO says, «so more alpaqueros can enjoy premium prices for higher quality fiber.»

Does your business need a trademark?

Does your business need a high limit accident plan for an executive who travels internationally?

Does your business need Kentucky commercial flood insurance?

Does your business need Delaware commercial flood insurance?

Does you business need an umbrella excess liability policy?

IfRead more about What kind of insurance does your business need?

Does your business need a new content strategy?

Not exact matches

Systems are very important, however, the first thing we would do when taking over a business would be to understand its Human Capital - we need to know what type of people we have in the organization.

Most business owners know what they need to do to move their business ahead.

«If successful, we believe this initiative will make it easier for customers to do business with Dell, eliminating friction and complexity and enabling more rapid response to customer needs.

To start, he needed both people and funds — futuristic home doodads don't invent themselves — so he secured $ 12.5 million in subordinated debt financing from the Business Development Bank of Canada and Quebec's Fonds de solidarité FTQ, with flexible five - year payment terms (the latter a reward for years of solid financial management).

If a conventional business loan doesn't meet your specific needs, you may want to explore an SBA 7 (a) loan.

If you do decide to go DIY with your PR, you want to build a plan that is realistic and manageable as this is really only one thing you need to do in your business.

But if you expand enough, you'll end up with employees, whether they're drivers or a bookkeeper or a scheduler or whatever peripheral duties need to be done to keep your business going.

Mr. Guillebeau has many points to make, but I will sum up a few of them below: You don't need a lot of money to start a business.

Business just doesn't work that way — if it did, there'd be no need for startups.

They typically react (slowly at best) to three outside drivers: (a) their competition brings a new offering to market, and they need a quick competitive response; (b) their customers see and begin to adopt new processes and solutions, and the customers demand that their products and services conform to the new ways of doing business; or (c) they see a new tool, product, or service in the market offered by a new player and they quickly determine that this is a game - changer which they need to own (rather than try to build themselves) because they lack the internal capacity to do otherwise.

If you're not OK with that, you'll need to find someone to do that part of the business for you.

They accomplish that by encouraging new businesses to locate in their area, and to do that, they've gathered all the statistics and information you'll need to make a decision.

If nothing else, you need to know when people are mentioning your business, liking it, sharing it and blogging about it.There are plenty of apps out there that do just that so there's no excuse for staying in the dark.

So, there's a tremendous amount of standard business wisdom about how you need to have an elevator pitch, a small nugget that will encapsulate what it is you do with the amount of time it takes to pitch your business to a theoretical once - in - a-lifetime investor in a chance elevator encounter.

Businesses need outside experts who can do the work, as well as provide training on what needs to be done.

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.

What you need to do is think critically, and develop a business strategy.

And when I say procto - parents, I mean parents who are totally into minding their kids» and everyone else's business, but don't know the first thing about effective education, or how to build the kind of self - sufficient, self - starting students that we actually do need to compete in the global marketplace.

If you are a small - business owner with immigrants on your staff, here's what you need to do to protect your workers and your business from the special challenges these new enforcement policies present.

Just because you're a business doesn't mean you need to sound like one.

Depending on where you're located (for example, a medical transport business in downtown Boston where there are numerous large medical facilities opposed to a small town in southern Indiana) will dictate whether you can do this business yourself or need employees.

After all, you don't want to waste your time building a business no one needs.

You'll then be able to focus on what needs to be done, which is growing your business.

This data was taken from loan applications, so it's possible that the workers in the study aren't making as much as other people — notably, those who don't need loans — doing business on these platforms.

However, in businesses where there doesn't need to be that sort of relationship, if your transactions go smoothly, there will be people who return to you on a regular basis.

Your business model while you are ramen profitable doesn't even need to resemble your ultimate business model.

Unless you create something entirely new — which is really hard to do — your business or profession is based on fulfilling an existing need or solving a problem.

Everyone knows you need a business plan, yet many entrepreneurs don't realize a marketing plan is just as vital.