Sentences with phrase «from potential business partners»

Then he heard from a potential business partner in Switzerland.

With a lot of help with the paperwork from a potential business partner that he knew there, my husband eventually obtained a work visa to go and live in Europe.

Not exact matches

You face constant rejection and disappointment, from business partners, from potential investors, from your own employees.

It takes more than one person to build a business, so the lone entrepreneur, without support from any visible team, advisors, partners or potential customers, will not attract investors.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

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.

In today's fast paced business world more partners, lenders, and potential accounts need to make quick decisions as to which suppliers, borrowers, and partners they want to work with; decision - makers use a variety of business credit scores, indexes, and reports to discard unqualified candidates from being considered for a partnership or a loan.

Accolade Wines, which makes Hardys, Leasingham, Banrock Station and Grant Burge Wines, earlier this week pulled the plug on a planned $ 1 billion - plus float of the business because of the big shifts in the UK market, and also after overtures from potential Chinese buyers or commercial partners of Accolade, which is 80 per cent owned by CHAMP Private Equity.

MSPrebiotics Inc. was founded by farming business partners and brothers Derek and Earl McLaren after they recognized the prebiotic potential of the digestion resistant starch isolated from potatoes.

Trump praised a business partner from Dubai during a New Year's Eve party at his lavish Mar - a-Lago resort in Palm Beach, Fla., on Saturday night, raising new questions about the scope of his potential business conflicts around the world just weeks before he is sworn in.

We love hearing from our users and potential business partners.

South Carolina ASCD provides our business partners multiple opportunities for sponsorship with the potential to reach thousands of educators from across the state.

As your consulting partner, we strive to identify your needs, drawing from our global knowledge and experience to help your business reach its full potential.

WTM allows us to connect with travel professionals from around the world and we are positive that we can tap new markets and meet potential business partners to further our occupancy and boost tourism in the emirate.»

ITB Asia has proven to be a great success in facilitating the growth of the travel market and we're confident that this partnership will provide us with the opportunity to not only share our brands and world renowned hospitality but also to meet potential business partners and network within the global travel market,» said Scott Swank, General Manager Pan Pacific Singapore ITB Asia 2012 is in its fifth year and will be held from 3 to 5 October 2012 at Suntec Singapore.

The factors to be rewarded and the amount of the incentive provides an incentive for partners to devote their personal time and effort to perform those activities to enhance firm profitability by marketing the firm, encouraging current and potential clients to utilize the expertise of other attorneys, benefitting from leveraging the work of partners (other than the partner who is generating the client business) associates and paralegals.

With good lawyering and hard work being assumed, generating business from existing and potential clients that may be performed by the originating partner or any other lawyer will be a significant part of any assessment of overall contribution to the firm,

Within hours after the storm, Josh, working with New York insurance partner John Pruitt, drafted the legal alert, which addressed issues such as (i) determining if insurance would cover property damage from the storm; (ii) potential recovery for lost profits through business interruption coverage and loss of ingress / egress provisions; and (iii) timely notification of losses to insurance agents and brokers.

Most firms that place a premium on revenue from partners» personal production find that partners tend to hold their client relationships too close to their vests; they frequently hoard client work rather than spread it around to other partners — because the former wants to receive full credit; partners perform work that could be performed by associates because the former wants to receive full credit; partners do billable work when their higher and better use for the law firm is to generate additional business from existing and potential clients; and lawyers may perform work outside of their principle areas of expertise that others in the firm could perform more effectively and efficiently.

One sent a memo to their firm's London partners asking them to study the impacts of Brexit on the firm and its practice groups, as well as identify any potential business opportunities created by an exodus from the EU.

We partner with you to grow your business and realize your potential more effectively — with a combination of legal experience and business savvy that can scale with management teams from the earliest stages of development through mature public company.