Sentences with phrase «does middle market»

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.

The middling - to - poor performance of market - cap leaders didn't escape researchers Robert D. Arnott, Jason C. Hsu and John M. West.

We might be losing $ 50 million per day today because our pipelines feed the middle of North America as opposed to the coasts, but when companies were selling the idea of more pipelines right into the heart of the now - discounted mid-continent market, they did so on the basis that we'd make millions of dollars per day taking advantage of a growing market premium.

When Dick and Mark started City Capital, they admit that they didn't have a concise business plan, but the one thing that they did know was their niche market of middle - market companies and how they were going to bring extreme value there.

According to Clark, the US3 haven't been able to show any direct harm done to them by the presence of Emirates and its fellow Middle Eastern carriers Etihad and Qatar Airways in the US market.

Rajesh Jain is the sort of entrepreneur who didn't invent a new market by devising an innovative product; rather, he had the resolve and the international contacts to jump onto a roaring global food revolution that's being driven by newly middle class consumers in China, India and elsewhere in Asia.

The facts are not right here, energy is cheap that means the cost of manufacturing and transporting of goods is low, food and consumers staples already more affordable, so what if a few American oil companies going out of business.the cost of producing oil in middle east is less than $ 10 / bl and we were paying more than $ 140 / bl for it, with that huge profit margin the big oil companies and oil producing nations became richer and the rest of us left behind, with the oil price this low the oil giants don't want to reduce the price at pump even a penny, because they are so greedy.worst case scenario is some CEOs bonuses might drop from $ 20 million to $ 15 millions I am sure they will survive.in terms of the stock market it always bounces back, after all it's just a casino like game.

He's been doing digital marketing for 10 + years in Europe, Middle East, Central America and the US.

You guys began in the middle of a bear market in the 1970s, in your work in markets, how did that impact your psychology the rest of your career?

The fact that none of these family offices reported targeting direct or co-investments above $ 5 million is also telling, as these California family offices unanimously prefer to make minority and small - to - middle - market deals, rather than executing some of the large deals that have been done by family offices and co-investment groups in recent years.

Together we can do so much,» doesn't apply to middle - market commercial lending.

Not surprisingly, these large banks own and originate most of the commercial loans in the U.S. Unfortunately, despite what they say in their marketing campaigns and in front of the TV cameras, the large national banks don't want to deal with lower - middle - market businesses and don't offer their best products to smaller borrowers.

They failed to take credit or make the case for the economic upturn, and how their policies have much to do with lower unemployment (5.8 %), significant debt reduction, healthy corporate balance sheets, greater financial stability (Dodds - Frank), record stock market numbers, as well as reducing the gap between high earners and the middle class through Obamacare and reducing the Bush tax cuts.

Just because the market has taken a dive because of, say, war in the Middle East, doesn't mean to say that the prospects for «ABC» have worsened, even though the share price has fallen along with the rest of the market.

Middle East banks say they are catching up to the global transaction banks, and in some cases winning greater market share by delivering solutions that meet the specific needs of companies doing business across the region.

«Family businesses show they can still financially outperform middle - market businesses that don't have a family ownership structure.»

Although the United States is Netuno's largest market, the company also does business in Canada, Central and South America, the Caribbean and the Middle East.

A middle market would do well with the Burger & Beer Joint, Johnny Mañana's and City Tap House.»

Matthew Nichols, regional manager Middle East for Vimto international, said, «Vimto is always heavily marketed in the run - up to Ramadan and one of the questions this year was what would we be doing in terms of consumer interaction We wanted to create something different alongside the usual 710 ml bottle of Vimto, and one idea was a miniature bottle that would be perfect for a gifting pack.

Country Fresh Farm Market on Beechmont Ave.. It doesn't look like it when you walk in, but scattered throughout the store on random shelves are treasure troves of Indian, Thai, Chinese and Middle Eastern ingredients.

However, there is more work to do, especially in low - and middle - income markets.

This market is thin, but I do think you need a guy who can complement Kendricks over the middle of the field

Most Liverpool fans would agree that we could still do with injecting some quality into the middle via the transfer market — but until the end of the season — Henderson and Can can do a potentially very good job.

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...

I can no longer shop at markets that don't have a pint sized shopping cart for him, because he enjoys it so much (or throws a complete temper tantrum in the middle of the store, -LSB-...]

I can no longer shop at markets that don't have a pint sized shopping cart for him, because he enjoys it so much (or throws a complete temper tantrum in the middle of the store, which, who am I kidding, I don't want to deal with).

I don't think that necessarily means both parties disregard that demographic in practice, but rather, they're just focusing their marketing dollars on what they feel is the bigger ROI (middle class).

To fix the county's property assessment system, which they blame for shifting more of the tax burden onto middle - class homeowners who don't file grievances, Curran and Maragos want more frequent reassessments to better reflect market values.

Does Airbnb benefit middle class renters, or is it enabling de facto slumlords to buy up apartments and distort rental markets?

So why would David Nussbaum, an unassuming middle - aged trader from New Jersey, switch from this steady market to one that doesn't even really exist yet in this country or, more frequently, is completely voluntary?

Perhaps it has to do with my upbringing in the Middle East where buying fresh, whole spices at the market and making curry from scratch is the norm.

«IBISWorld is the first place I go for research... especially information on middle market and niche industries that just doesn't exist anywhere else.»

The short - statured, middle - aged Haven, who throughout the film is always dressed in white with rhinestones and gaudy designs, is distracted by the unauthorized entrance into the control room audience of a BBC journalist Opal (Geraldine Chaplin), a flea - market dressed, tattered, nit - wit, opinionated reporter who is «doing a documentary on Nashville» and lugging a tape recorder at her side.

Oil market analysts say recent price hikes have more to do with turmoil in the Middle East than with administration policies.

Instead, it is marketed as a kind of middle - of - the - road comedy - romance with horror elements, and while it does contain some rom - com and sitcom elements, the increasingly bleak nature of the storyline will probably turn off audiences for that kind of black material.

As part of this research effort, Fuller analyzes America's middle - skills jobs market focusing on what employers, policymakers, and educators can do to close the skills gap, especially in areas critical to U.S. competitiveness.

For a bill that the G.O.P. is trying to market as a «boon» to the middle class, the House bill does not just tax graduate student tuition waivers, but also it takes aim at tuition benefits for higher education employees and their children.

Royal Purple is also active in Australia and doing business in emerging markets, such as the Middle East and China.

Although the beefed - up sedan did get a similar refresh, Pentastar decided to sell it only in markets such as Japan, South Korea, New Zealand, and the Middle East.

Not surprisingly, as the LSE costs more than twice the standard RRS, a big market place is the Middle East, where they really do like unique cars.

How well the Vibe and Matrix do at the low end of the market, the Chrysler Pacifica in the middle of the market, and the Infiniti FX45 and Cadillac SRX at the higher end, will likely determine how many of the concepts we saw at the North American International Auto Show become reality.

Discover four tips on what it takes to succeed on the Kindle and in the digital publishing market from two authors who've done it, one at the start of her career and another in the middle of it.

But one reason I won't be publishing a lot more middle grade is because I also like to sell books... and it's just very hard to do that in indie MG (or trad - pub MG, to be honest — the market is simply smaller).

If you don't have lot of time to be marketing or if you're in the middle of writing a book, maybe your number is only five or seven or ten.

However, I do see a place for these middle men / people, as one writer told me, her feelings were too close to her books and therefore she could not market them by herself.

If middle - aged readers of faith - based fiction are not your market and never will be, don't worry if they find your website and then leave.

In the last few weeks many new e-readers have hit the market, and will continue to do so until the middle of this year.

For those in the middle, who might be getting traction on other outlets, the increase in sales does not seem to outweigh the percentage of the market given up.

I'm thinking my market is already there judging by my Facebook response and that I really don't need a «middle man» to be published.

Do young adult writers have an edge over middle grade writers because their core audience is more likely to live online, and their work has the potential to crossover to the new adult and adult markets?