Sentences with phrase «factor in the life of»

It is seldom that the same person has his peace of mind upset in all of these ways, but the convergence of these factors in the lives of some individuals is appalling.

(e) The historical - critical method is an important factor in the life of dialogue.

«But the legacy of discrimination is a very real factor in the lives of women who are currently in the workforce.

The most important factor in the life of a postgraduate student is your relationship with your group leader, many of whom appear to be unable to strike a balance between inadequate and over-controlling supervision.

Cost is a factor in the lives of many people so we mention it right up front.

Not necessarily, but the player base is going to be limited on that front and the competitive fighting game circuit / community will probably be the deciding factor in the life of this game (long term).

Dr Lyn O'Grady, National Project Manager, KidsMatter, speaks about the risk factors in the life of a bully and some intervention strategies for engaging their families.

Divorce and family law matters are significant factors in the lives of parents, children and families.

There are too many factors in the life of a child for any default position to be prescribed, even just as a starting point.

Not exact matches

You can estimate your longevity using online calculators, such as the ones from the Social Security Administration (which simply asks your gender and date of birth), Living to 100 and financial services firm Blueprint Income (which factors in other details including your weight and how much you exercise and drink alcohol).

The single biggest difference between now and a year ago, when Dauman appeared to be in full control of Viacom, is the resurgence of Shari Redstone as a factor in her father's life.

The cost of living today is very high, especially when you factor in housing costs.

Housing is a big part of the cost of living in Washington, D.C. but it's not the only factor.

However, there may be factors unrelated to income that have caused a decline in quality of life.

And there's this interesting tidbit too: One quarter of business executives surveyed said they are simply more effective communicating in their businesses than in their personal lives, which may factor into why so many have trouble communicating plans for passing on their businesses to family members.

Tampa is the seventh - best U.S. city in which to flip houses (factoring in renovation costs and quality of life), and it is also the seventh - best city in terms of house - flipping market potential (independent of those factors).

And while various troubling social factors, including unequal access to health care and the impact of the opioid crisis, have stalled the growth of the average U.S. life expectancy in recent years, odds are that America's higher earners will live longer — maybe much longer — than they expect.

It depends on a lot of factors, from technical skill to years of experience to size of firm to what country you live in.

Housing and utilities are the main factors driving the over-the-top cost of living in Los Angeles, so entrepreneurs willing to share space with roommates might be able to keep this expense to a minimum.

«The real success factor of my life is not how I manage planned situations that come along but how I've adapted my plans, ideas or certainties in new scenarios.

The four critical factors are: (a) businesses with recurring revenue bases — like a renewable subscription — are far better than ones dependent on constantly securing new customers; renewals are much easier and less expensive to secure than new sales; (b) customer retention is absolutely critical — all customers are very costly to acquire and very easy to lose in a world of almost infinite choices; (c) businesses based on products that require constant replacement or renewal (the «razor blade» model) are much more attractive than durable goods businesses (like selling refrigerators) where the products have very long repurchase or replacement life cycles and where the market could even fairly quickly reach saturation points; and (d) businesses that offer products or services that had a predictably high rate of obsolescence were much more attractive than those where the products had long, useful lives.

Finalist cities are refining their pitches based on many of the factors that usually motivate corporations in site selection — economic development opportunities, transportation access and infrastructure, skilled labor force and quality - of - life measurements, like education and real estate costs.

There are a few things you need to factor in when considering how to go about creating your product, such as where it is made, what will it be made from, and what is the life span of your product?

In the studies, women who adopted all five factors enjoyed roughly 14 extra years of life, on average, compared with their peers who adopted none of them; men got an average of an extra 12.2 years.

Just remember that your wedding day's chart is just one factor in the complex astrology of your love life.

The firm's family - centric approach — which factors in such career - disrupting life events as having children — appeals to women, who make up about 70 % of its clientele.

Researchers of the Canadian study says factors such as work, urban size, population density, economic opportunity or deprivation, and access to and quality of infrastructure, amenities and services may explain the community - level differences in life satisfaction.

«Because changing these circumstantial factors can be monetarily and temporally costly — if not impossible — the results of these studies provide limited assistance to individuals who wish to achieve greater happiness in their daily lives.»

«Even though extant research has identified numerous predictors of people's happiness and well being, most of these factors represent relatively stable aspects of an individual's life, such as the cultural environment in which one is raised or resides and demographics such as age, education, social class, marital status, and religion,» write the researchers.

Of course, matching the landscape to your degree of extraversion is almost certainly going to be far from your primary consideration when choosing where to live, but these results suggest that if you're always had a hankering for living tucked away in a mountain valley or next to the wide open sky over the ocean, your personality very well may be behind the preference — and if other factors work out, you'll probably be happier indulging iOf course, matching the landscape to your degree of extraversion is almost certainly going to be far from your primary consideration when choosing where to live, but these results suggest that if you're always had a hankering for living tucked away in a mountain valley or next to the wide open sky over the ocean, your personality very well may be behind the preference — and if other factors work out, you'll probably be happier indulging iof extraversion is almost certainly going to be far from your primary consideration when choosing where to live, but these results suggest that if you're always had a hankering for living tucked away in a mountain valley or next to the wide open sky over the ocean, your personality very well may be behind the preference — and if other factors work out, you'll probably be happier indulging it.

Coal remains cheaper, but when you factor in the reduced capital cost (gas plants cost between a quarter and a third what coal plants of equivalent output do), the life - cycle costs point to gas, even in the absence of a price on carbon emissions.

Consider the 10 million people living with Parkinson's disease and the more than 44 million people living with Alzheimer's disease, and factor in that the frequency of both is expected to increase considerably as people live longer.

There are worrying social impacts downstream as a result of these factors: a lowered marriage rate, more adult children cohabiting with their parents, a reduction in the birthrate, and young people holding off on major life events such as starting relationships or home ownership.

Stress, as defined by the Jobs Rated methodology, is determined by 11 factors: travel, deadlines, working in the public eye, competitiveness, physical demands, environmental conditions, hazards encountered, the life of oneself or others at risk, meeting and interacting with customers and / or the public, and the potential for job growth.

That location would be one of the top three factors influencing our happiness should not be surprising - after all, place in many ways affects many other areas of our lives: what jobs are available, what people we'll form or keep relationships with, how stressed or relaxed we are, our health, what hobbies we can pursue and so on.

But the cost of living and doing business in all of them (both factors Amazon is considering) are substantially higher than they are here.

That trend, however, appears to be reaching a tipping point, with several factors that could boost capex, extending the life of the current economic cycle and offering surprise upside in the next.

This may reflect a number of factors including some variation in the ways that the different channels of monetary policy are affecting households according to their stage in life.

[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?

The swift recovery in resource prices was a significant factor in explaining why Canada recovered more quickly than other G7 countries, and probably explains why Australia only saw a short - lived reduction in the rate of growth of GDP during 2008 - 09.

To pinpoint the average retirement income you would need to live comfortably throughout the U.S., GOBankingRates looked at five factors in all 50 states and the District of Columbia: Per capita spending on groceries, healthcare, gas and fuel, housing and utilities and personal consumption expenditures not included in the four other categories.

Many factors can be attributed to the depletion of the fund, including longer life expectancies, an increased in the number of retirees and a smaller working - age population.

And even though, as you noted, labor is a factor in home baking, I consider that to be part of the daily flow of our household, just a part of life.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

Age and sex are both factors in determining the cost of any given life insurance policy.

This generally supports the case that Living Goods offers high quality products, but because our experience on the site visit may have been non-representative and there are many other potential factors that may affect the effectiveness of drug treatments aside from following storage procedures for drugs properly, we consider it to be only weak evidence in support of the quality of Living Goods» drug treatments.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

The lithium - ion battery already represents a critical component across many of Apple's existing products (iPhone, iPad, Apple Watch, MacBook, Beats) and any further innovation could be a «game changer» in terms of both battery life and form factor across Apple's entire ecosystem.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.