Sentences with phrase «future business potential»

Also take into account your current workload and the client's future business potential.

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.

Fingerprint Marketing came about after I decided to move out of the Corporate Marketing world for two reasons... to be the creator of my own future success and to help small businesses realize their potential using the goldmine of marketing tools available to them today.

Writing for large publications opens up many doors and has the potential to lead you to future customers, clients, friends, business partners and speaking engagements.

«The progress we have made turning around the F&R business and its future potential are reflected by Blackstone's interest,» Thomson Reuters Chief Executive Jim Smith said in a staff memo.

Small companies that can spot opportunities on the horizon, identify potential threats and re-evaluate its business strategies with digital at the forefront will dominate the marketplace of the future.

In all these cases, it's important to understand whether they are a threat to your business or in fact a potential future collaborator that could add real value.

The digital business has become increasingly important to Under Armour, which touts «connected fitness» as the potential future of fitness.

Virtual reality technology holds enormous potential to change the future for a number of fields, from medicine, business, architecture to manufacturing.

Together, you'll uncover the steps to make your business more attractive to potential buyers — whether you're looking to sell your business in the near future, or want to start ramping up the value of your business in order to sell it down the line.

The ability to rise within the ranks of a business is tremendously motivating to your existing team and can make your business even more attractive to potential future hires.

In addition, it provides an indication of the growth potential within the industry, and this will allow you to develop your own estimates for the future of your business.

If potential clients are asking for one - off transactions, provide that option as a start, but also try to foster a relationship model to secure business in the future, says Tim Dutta, CEO and co-founder of Verificient Technologies.

Johansen: The future of small business is very bright, because you've got this potential to create new business models and partner with very small or very large organizations, and then to scale much more quickly than before.

Readers are cautioned that these forward - looking statements are only predictions and may differ materially from actual future events or results due a variety of factors, including, among other things, that conditions to the closing of the transaction may not be satisfied, the potential impact on the business of Accompany due to the uncertainty about the acquisition, the retention of employees of Accompany and the ability of Cisco to successfully integrate Accompany and to achieve expected benefits, business and economic conditions and growth trends in the networking industry, customer markets and various geographic regions, global economic conditions and uncertainties in the geopolitical environment and other risk factors set forth in Cisco's most recent reports on Form 10 - K and Form 10 - Q.

Who are your future customers — and competitors?While you may not be able to thoroughly test the market potential for your business concept, you should at least understand who your likely customers are and what kind of competition you would face.

Positive trends signal to them their investment is safer, your business is robust, and there is a higher potential for the business to continue its positive course in the future.

The concept of «post-click» engineering and marketing — building the experience visitors or future customers will have when they finally do reach you online — is a serious business opportunity with growth potential.

On Dec. 11, the Commodity Futures Trading Commission issued interpretative guidance addressing a potential compliance issue for intermediaries that do business with investment managers in Europe...

Economic growth has been falling since 2010 and the economy has been operating below its potential since then; employment growth, particularly full time employment growth has struggled; in 2014 only 121,000 jobs were created; employment growth has not kept up with population growth; labor force participation has declined to its lowest level since 2000; long - term unemployment has increased; the unemployment rate remains stuck at just under 7 per cent, and youth unemployment is at 14 per cent; business investment has stagnated; and Canadians are losing confidence in their economic future.

These campaigns take lots of marketing effort — but the end reward, should you raise your funds, is a startup loan and validation of your business idea by many potential future customers for your business.

The partners will over the coming three years search for, describe and validate areas of investment for societies and businesses that has potential to create action and collaboration on a more sustainable future.

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.

This is a great opportunity for a buyer looking for a well - received and high - quality recurring revenue SaaS business that still has a lot of future growth potential.

With his friend and future business partner Chris along for the ride, Scott mentors these real estate rookies as they tour 3 bungalows: One with a pool, one with potential student renters, and one with an attractive price point.

Our separation from EHI will not eliminate the potential for conflicts of interest to arise in the future as we and EHI operate our respective businesses and pursue business opportunities, potentially in competition with each other.

Statements regarding future events are based on the parties» current expectations and are necessarily subject to associated risks related to, among other things, regulatory approval of the proposed acquisition or that other conditions to the closing of the deal may not be satisfied, the potential impact on the business of WhatsApp due to the announcement of the acquisition, the occurrence of any event, change or other circumstances that could give rise to the termination of the definitive agreement, and general economic conditions.

And if you are attempting to forecast that business» future results, invariably it will have significant upside potential.

It will help you prepare a realistic vision for the future of your business and in doing so can maximise your business» potential for growth.

However, Johnson & Johnson's main profit driver is its pharmaceutical business and increased or new government regulation is a potential detriment to future business.

Requesting milestone funding helps «sell» you to potential funders, because it demonstrates that you have a firm grasp of and confidence in your business, your abilities, and your future success.

New Dole looks to be massively undervalued, will still hold very good high value assets, especially saleable land, has some future potential catalysts that could help unlock value, it should be able to compete better with Fresh Del Monte and Chiquita, and new Dole will now be freed up to make acquisitions and improvements to its business and operations after the transaction with Itochu closes as it will not be burdened by the massive amount of debt that it has carried for years.

And, as a result of that, you better be paying attention to what's happening here and how these technologies disrupt businesses that you may be currently invested in, either in the equity side or as a potential lender, because I think this is going to have ramifications for a number of different businesses in the industries in the immediate future.

We believe that Comcast has the potential for ample growth across all business lines, and we are especially optimistic about future results from its commercial - services sector, which is Comcast's most rapidly growing segment and could be one of its highest return investments.

But smart investments in space combine the potential for above market returns with the knowledge of meaningfully contributing to new and exciting space businesses that will help shape the future of humanity.»

Amazon still has the potential with its technology and reach to disrupt the current marketplace however as of now Amazon has decided to not pursue this business in the near future.

Do you want to start a business that with future growth potential; a business that wouldn't be affected by future trends?

iGlobal Forum's Independent Sponsors Summit is both a deal - sourcing and educational forum, where independent sponsors and capital sources can establish relationships and evaluate the potential for future business endeavors.

Note on forward - looking statements: This press release contains «forward - looking statements» within the meaning of federal securities laws, including the information concerning possible or assumed future results of operations, business strategies, financing plans, potential growth opportunities, potential operating performance improvements, benefits resulting from the separation of Marriott International and Marriott Vacations Worldwide, and similar statements concerning anticipated future events and expectations that are not historical facts.

«[We] believe this new business has high potential for increasing corporate value in the future,» states the company.Headquartered in Tokyo, GMO IG comprises more than 60 companies in 10 countries.

The scholarship is awarded to the applicant showing the greatest merit, as demonstrated by academic achievement in previous studies, Asian language capability, leadership and / or community service achievements, and potential for future success in international business.

These forward - looking statements relate to, among other things, current expectation of the business environment in which the company operates, potential future performance, projections of future performance, and perceived opportunities in the market.

The acquisition also gave Treasury options for the future, including a potential split of the entire Treasury business into two parts, with the Blossom Hill brand adding critical mass and bigger scale to the lower - end commercial wine operations, he said.

Mr Clarke also revealed at the strategic briefing that Treasury was still considering a potential de-merger of its lower - priced commercial wine business among a range of future options, which also includes more acquisitions of higher - end wine companies as it heads towards its goal of having profit margins above 30 per cent across the entire business.

It is critical that the businesses of tomorrow build upon and exploit this significant potential to secure the future competitiveness of Australia's F&A sector.

In terms of the market opportunity and future growth potential for the business, Middleton said: «We are continuing to see momentum building in the demand for gluten - free food and drink, both in the UK and internationally, and our new distribution partners will help us to fulfil this demand.

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...

We have NOW to buy Lemar, next season he won't be within our reach, I see great potential in him and he represents good business in the future, expect his prices to skyrocket next season.

2) We need to sell our deadwood players (Walcott included) 3) We need to buy established class players (none of the nonsense of potential for the future business).

Lord Ashcroft International Business School's mission · Develop a unique perspective and vision of the future · Academic innovation drives business success · Develop people who achieve their career potential through making a difference in their organisation · Driving success through personal development · Take university education in imaginative new directions · Develop people who are confident and inspired in their management Business School's mission · Develop a unique perspective and vision of the future · Academic innovation drives business success · Develop people who achieve their career potential through making a difference in their organisation · Driving success through personal development · Take university education in imaginative new directions · Develop people who are confident and inspired in their management business success · Develop people who achieve their career potential through making a difference in their organisation · Driving success through personal development · Take university education in imaginative new directions · Develop people who are confident and inspired in their management practice