Sentences with phrase «from core business operations»

Cash Flow From Operations is a critically important company metric because it tells you how much cash a company is generating from core business operations.

The company has provided these non-GAAP financial measures in addition to GAAP financial results because it believes that these non-GAAP adjusted financial measures provide investors with a better understanding of the company's historical results from its core business operations.

Not exact matches

LAGOS, May 2 - Nigerian energy firm Forte Oil said it plans to sell its upstream services and power businesses in Nigeria and divest from Ghana to focus on its core fuel distribution operation at home.

All this new business development is, of course, far afield from the core operation of running an 88 - jet airline with nationwide, less - than - daily service from small burgs to leisure destinations in Florida, Las Vegas, and Phoenix — a model that has proved wildly profitable.

In addition, we believe it is useful to exclude interest income and expense, other income and expense, and provision or benefit from income taxes, as these items are not components of our core business operations.

Without a substantial gain / loss from trading operations, Wells Fargo is able to focus on growing a more sustainable core business.

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 (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

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.

Forward - thinking business leaders have moved their operations to the downtown core from the suburbs or out of state, showing that the sustained economic prosperity and a civic renaissance has made Detroit a popular destination for business owners and new residents alike.

Cash Flow From Operations (CFO) is the cash inflows and outflows of a company's core business operations.

Metcash's earnings before interest tax and amortisation from its core IGA grocery and food distribution business slumped 13.9 per cent to $ 150.7 million after a 1.5 per cent decline in sales to $ 4.48 billion, offsetting higher earnings from its liquor, hardware and automotive wholesaling operations.

Cash Flow From Operations is the cash inflows and outflows of a company's core business operations.

The 2013 UK Banking Reform Act requires UK banking institutions to separate or ring - fence retail and small to medium enterprise depository businesses, i.e. the core banking services critical to individuals and SMEs («ring - fenced bodies»), from the rest of their operations with effect from 1 January 2019.

In some way, this is the core ability of the superstar operations manager; you find a solution to every problem that might keep the business from running smoothly.

Senior Business Developer — Lynx Software Solutions2008 — 2010 • Met with clients through the phone or in - person to discuss the customer relations software they are using, inform them on current industry trends, and describe how the company's products can benefit their organization • Learned the ins and outs of the company's software products; compiled presentations and drafted proposals • Awarded «Highest Sales» recognition plaque at annual company gala for three years in a rowJunior Business Developer — Core IT2004 — 2010 • Presented potential clients with a wide range of customer management software solutions to improve the organization, team morale, and client turnover of their operation • Attended sale seminars with a team of business developers to educate prospects on the benefits of products; set up an eye - catching visual presentation in the form of pamphlets and displays • Implemented constructive feedback from managers on sale strategy to increase the number of produBusiness Developer — Lynx Software Solutions2008 — 2010 • Met with clients through the phone or in - person to discuss the customer relations software they are using, inform them on current industry trends, and describe how the company's products can benefit their organization • Learned the ins and outs of the company's software products; compiled presentations and drafted proposals • Awarded «Highest Sales» recognition plaque at annual company gala for three years in a rowJunior Business Developer — Core IT2004 — 2010 • Presented potential clients with a wide range of customer management software solutions to improve the organization, team morale, and client turnover of their operation • Attended sale seminars with a team of business developers to educate prospects on the benefits of products; set up an eye - catching visual presentation in the form of pamphlets and displays • Implemented constructive feedback from managers on sale strategy to increase the number of produBusiness Developer — Core IT2004 — 2010 • Presented potential clients with a wide range of customer management software solutions to improve the organization, team morale, and client turnover of their operation • Attended sale seminars with a team of business developers to educate prospects on the benefits of products; set up an eye - catching visual presentation in the form of pamphlets and displays • Implemented constructive feedback from managers on sale strategy to increase the number of produbusiness developers to educate prospects on the benefits of products; set up an eye - catching visual presentation in the form of pamphlets and displays • Implemented constructive feedback from managers on sale strategy to increase the number of product sales