Sentences with phrase «doing financial projections»

Not exact matches

Whatever a company decides to do, Tannenbaum says it's important to be prepared with strong, supportable financial projections — and plan well in advance.

Does anyone really know what makes a financial projection exciting and believable to investors?

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five years).

Have you reviewed the financial projections and do they look realistic?

«The best ideas don't always need to have detailed financial projections and complicated business proposals behind them.

Beyond those basics, you'll get approved more readily and with better terms if you give the banks precisely what they need to make a decision: tax returns and audited (if possible) financial statements (P&L, balance sheets and cash flow) for the year to date and the previous three years; monthly statements for the previous 12 months; a business plan explaining what you do, how you do it and why your company would be a good risk; a detailed projection showing how you will generate the funds to pay down the line; and a backup plan (collateral) to repay the bank if the projections don't pan out.

«I don't care if you're selling it to your brother, sister, uncle, or mom, you should be making full disclosures to them: full financial statements, tax returns, projections,» he says.

Teaching business plans and financial projections «may be doing more harm than good.

Since it is impossible to predict outcomes precisely, trying to do so - as in making financial projections to several decimal places is wasteful.

DO: Have realistic and accurate financial projections.

We'll look at financials and projections, and we'll look at valuation, and we'll put all that together in a summary, and then we'll allow the investors to do their own due diligence, and they can ask questions of the company, and the founders will answer.

You do need to make short - and intermediate - term financial projections, based on reasonable and clear assumptions.

«If the legislature is unwilling to do a budget on reasonable financial projections, then the option would be an extender budget, which is, let's just extend the current level of spending until we know what the financial picture actually is,» Cuomo said.

Standard & Poor's criticized Oyster Bay's lack of long - term financial planning, absence of a formal policy to limit borrowing and pay down debt, unrealistic projections and failure to make budget adjustments when actual revenue and expenses don't add up.

[BOX 3: Grants and Contracts] Financial Statements, 1957 - 1959 Financial Reports, 1957 - 1959 Financial Statements, 1958 Financial Reports 1960-1961 1962 1963 1964-1965 1966-1967 Report on Review of Source Data Preparation for Accounting Purposes, Oct. 1961 AAAS Budgets, 1968 - 1969 Financial Reports, 1968 - 1969 Financial Statements and Accountant's Opinion, 1969 Financial Statements and Accountant's Opinion, 1970 Financial Reports, 1970 - 1971 Financial Reports, 1972 Financial Reports from Operations, 1979 Budget Proposal for Fiscal Year 1974 and Projections to 1963 Report for Examination of Financial Statements and Additional Information, 1983 - 1984 Closed out Funds and Stocks AAAS Grants Committee, 1955 AID Audit - Mexico City, 1974 Asia Foundation, 1955 - 1975 Boston Concerts Carnegie Corp. - Grant to AAAS for Science Teaching Improvement Program Graham Chedd - Contract [3 folders], 1973 - 1977 DOS - AID Irene Tinker, 1973 - 1977 RISM Research for the Study of Man, 1973 - 1977 Smithsonian, 1971 - 1977 Audit, 1973 - 1977 Close Out, 1976 - 1978 GE Grant - Regional Consultants on Science Teaching, 1956 Gordon Marshall, Exhibits Contract, 1952 National Endowment of the Arts, 1973 NSF Grant - Soviet Science, 1952 Training Talented Students, 1955 Travelling High School Library, 1956 Gordon Conference on Teacher Education, 1956 Junior Academies Workshop, 1957 Proposal to NSF for Development of Science Teaching Materials for Elementary and Junior High Schools, 1961 Progress Report to the NSF on the Holiday Science Lecture Program, 1963 Proposal to the NSF for 1964 Visiting Foreign Staff Project, 1963 NSF - US - Japan Comparative Science Program, 1963 NSF - US - Japan Cooperative Science Program, 1964 WGBH, 1972 Willis Shapley, Contract Agreement, Oct. 1978 DHEW - Barrier Free Meetings, Oct. 1977 CBS News - Conquest Program Series, 1959 MISCO Contract - original, 1972 Basic Books Publishing - New Roads to Yesterday, 1963 - 1966

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the effect of the proposed separation of NOOK Media, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, risks associated with the commercial agreement with Samsung, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses (including with respect to the timing of the completion thereof), the risk that the transactions with Pearson and Samsung do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion previously undertaken, including any risks associated with a reduction of international operations following termination of the Microsoft commercial agreement, the risk that NOOK Media is not able to perform its obligations under the Pearson and Samsung commercial agreements and the consequences thereof, the risks associated with the termination of Microsoft commercial agreement, including potential customer losses, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended May 3, 2014, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

But if you really want to enhance your long - term financial security — especially in light of projections for subpar investment gains in the years ahead — you'd do better looking for ways to pay less in fees.

Michael Kitces wrote in a recent blog entry that: «Today's financial planning software packages are incapable of modeling regime - based retirement projections — not because it's impossible or even difficult to program but simply because they aren't programmed to do so.»

I personally haven't begun considering this for my own financial planning, but all the retirement goals are easily 15 + years ahead so I do feel comfortable using an average ROR for projections.

A well - thought - out business plan supported by financial projections will demonstrate that you have a strong business mind and have done your research.

There are theories that work in the market over time, but they do not work year after year, the results come in lumps, unlike the projections of the financial planners.

It's a good idea to do some ballpark financial projections to get a rough idea of where you stand.

Pricing power in particular is so important and I think fools a lot of financial projections because growth rates often do not incorporate the immense power in the ability to raise prices, which raises revenue, which raises earnings, without having to increase customer growth.

IMPORTANT: The projections or other information generated by the engine regarding the likelihood of various investment outcomes are hypothetical in nature, do not reflect actual investment results, and are not guarantees of future results.Moreover, even though the tool's estimates are statistically sound based upon the simulations it runs, the tool can not foresee or account for every possible scenario that may negatively impact your financial situation.

Running a rescue is no different than running a business: it requires financial projections at the very least, so you know how much fundraising you need to do.

Please do not continue to accept stakeholders» perspectives without balancing their claims, which are based on projections of huge financial gains for the renewable energy entrepreneurs and investors or on idealistic environmentalists, against solid scientific research (governmental, academic and independent consultants in Ontario, Canada and internationally).

But when those projections don't pan out, policyholders can be left with very little to show for their years of premiums, says Ken Besada, a financial planner at Cook & Associates.

To Do: • Review couple's parenting plan preferences • Discuss unresolved parenting plan issues and create options • Resolve parenting plan issues and negotiate solutions from options • Review documentation and valuation of couple's assets and debt and preferences • Discuss unresolved asset and debt division issues and create options • Resolve asset and debt division issues and negotiate solutions from options • Review couple's estimated future income and expenses • Discuss unresolved issues, develop options for child and spousal support and review financial projections based on various options • Resolve support issues and negotiate solutions from options

You can show specific plans, stats, proforma accounting, projections, financial statements, contracts and basically «the deal» but I don't even allow any money folks to speak of themselves as investors in my deals, they are lenders, owners, partners, or something else.