Be prepared to confidently talk about
future plans for your business.
What are
your future plans for your business?
Do you have
any future plans for your business?
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.
By focusing on our health, understanding and
planning for worst - case scenarios, cultivating trusted friends, and rewarding ourselves periodically, we're making an investment in the
future of our
business.
For small businesses, cash flow concerns can arise unexpectedly to take a significant toll on day - to - day operations and your plans to build for the futu
For small
businesses, cash flow concerns can arise unexpectedly to take a significant toll on day - to - day operations and your
plans to build
for the futu
for the
future.
May 2 (Reuters)- Amazon.com Inc said it has halted
planning for a new office building in Seattle and might sub-lease rather than occupy another
future tower downtown, pending a city council vote on a proposed tax on top
businesses.
May 2 - Amazon.com Inc said it has halted
planning for a new office building in Seattle and might sub-lease rather than occupy another
future tower downtown, pending a city council vote on a proposed tax on top
businesses.
Rose discusses all of the must - have elements new
businesses and established
businesses must incorporate into their books to keep things current, while
planning for the
future.
It must also demonstrate that the outlook
for its type of
business supports
planned future projects and the reasons
for borrowing.
Not every promising entrepreneur is able to begin a
business debt - free, but it is possible to set up a
plan for paying off credit card or student debt so that you aren't limited in the
future.
Such factors include, among others, general
business, economic, competitive, political and social uncertainties; the actual results of current and
future exploration activities; the actual results of reclamation activities; conclusions of economic evaluations; meeting various expected cost estimates; changes in project parameters and / or economic assessments as
plans continue to be refined;
future prices of metals; possible variations of mineral grade or recovery rates; the risk that actual costs may exceed estimated costs; failure of plant, equipment or processes to operate as anticipated; accidents, labour disputes and other risks of the mining industry; political instability; delays in obtaining governmental approvals or financing or in the completion of development or construction activities, as well as those factors discussed in the section entitled «Risk Factors» in the Company's Annual Information Form
for the year ended December 31, 2017 dated March 15, 2018.
In October 2017, Saudi Arabia impressed at the
Future Investment Initiative conference in Riyadh by announcing
plans for a $ 500 billion
business zone reaching into Jordan and Egypt.
But we also learn a lot about what brought them to the
business in the first place, what challenges they're facing, how they've overcome obstacles in their industry, and about their
plans and goals
for the near and distant
future.
So if you're thinking about starting a
business, or you already run one and want to
plan for the
future, you need to understand the key ingredients that made these unicorns so wildly successful.
Stratum Metals has become the sixth Western Australian company to cancel a backdoor listing deal in the past year, with the Nedlands - based
business reviewing its
future options, including
plans for the East Menzies gold project, after walking away from a
planned reverse takeover of a US technology venture.
Three years is plenty of time to start, grow and even exit a
business, but having a personal as well as a
business plan will help give you something positive to look back on and provide a solid foundation
for any
future entrepreneurial endeavors.
Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired
businesses into United Technologies» existing
businesses and realization of synergies and opportunities
for growth and innovation; (4)
future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5)
future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of
future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new
business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension
plan assumptions and
future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their
businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.
This new vision includes the company's
plan to increase the operating margin
for core auto components and
future business divisions to 10 % by 2025 in stages.
While you can never really predict the
future, there are ways to make more educated guesses
for your
business plan.
Too many small
business owners avoid the crucial elements of
planning for their
futures.
In the quest
for freedom owning your own
business sounds like an excellent solution, but only if you
plan for the
future and see the long term vision.
Joanna Shows, a
business coach with
business coaching firm ActionCOACH, says that she sees a solid
business plan as the single most important step in laying the groundwork
for future success.
Blue Origin CEO Bob Smith discusses the outlook
for space travel in the
future and following a
business plan similar to Amazon.
These are all reasons why just about every survey of small -
business owners taken during the past 30 days have expressed optimism, confidence and
plans for future growth and hiring.
«
Planning before year - end will provide valuable insight about current tax savings strategies
for your
business while estimating
future retirement benefits
for both you and the employees.
Palo Alto Software surveyed approximately 500 small
business owners about their technology habits and
plans for the
future, and found that small
business owners are willing to invest more than ever in new technology applications.
They are carefully
planning for the
future by focusing on the technology they actually need to manage and grow their
businesses.
Factors that could cause or contribute to such differences include, but are not limited to, the receipt and timing of regulatory approvals
for the transaction, the possibility that the transaction may not close, the reaction to the transaction of Braintree's customers and merchant and gateway partners, PayPal's
plans for Braintree, the
future growth of Braintree's and PayPal's
businesses, the reaction of competitors to the transaction and the possibility that integration following the transaction may be more difficult than expected.
The uncertainty caused by
future regulation negatively affects a small
business's ability to
plan for future growth.
Buy - Sell Agreements are like exit
plans for the
future and allow you or your
business partner (s) to make a smooth transition.
«The flawed fiduciary rule will make it harder
for low - and middle - income workers to save
for the
future, limit the ability of individuals to receive basic financial advice, and jeopardize the creation of small
business retirement
plans.»
A serious climate
plan will unfreeze the carbon tax and set out a schedule that provides certainty so
businesses and families can
plan for the
future.
Price stability, or a relatively constant level of inflation, allows
businesses to
plan for the
future, since they know what to expect.
Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook
for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate;
future financial or operating performance, including our ability to deliver personalized and innovative solutions
for our customers and clients;
future growth,
business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of change in these areas; financing or capital deployment
plans and amounts available
for future deployment; our prospects
for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's
future beliefs, expectations,
plans, intentions, financial condition or performance.
The Canada Pension
Plan Investment Board was busy acquiring everything from real estate to power, oil and gas, and
future royalties in a cancer drug, Venetoclax, while the Caisse de dépôt et placement du Québec joined forces with Suez to buy General Electric Co.'s water and process technologies
business for US$ 3.4 billion.
By all appearances, the renewals in November were fairly routine and don't indicate that the Trump Organization has any actual
plans for pursuing
business opportunities in Russia in the near
future.
Explore our website
for more information on the benefits of a graduate
business degree, specifically our Plan for Business School section, which has more information for you to use when making this important decision about your
business degree, specifically our
Plan for Business School section, which has more information for you to use when making this important decision about your
Business School section, which has more information
for you to use when making this important decision about your
future.
Cash flow is the lifeblood of your
business, and we want you to make the most of it with unique and comprehensive cash flow management solutions like Cash Flow Insight ℠ to help you get cash in faster, stay on top of payables and sync with your accounting software — automatically updating an overall view of your cash flow, so you can see where you are today and
plan for your
future with peace of mind.
Businesses, consumers, governments — we must all
plan for the
future based on the best information we have.
Strategic
planning is the blueprint
for future growth, development and the success of a
business.
2015.05.14
Business Families Foundation and RBC partner to keep more
businesses in the family Online education program, events, and whitepapers will help entrepreneurs navigate the complexities of
planning for the
future...
Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages
for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its
business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its
business, including the risks that as a result (a) BWW's
business, operating results or stock price may suffer, (b) BWW's current
plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's
business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its
business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and
future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic,
business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K
for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.
From family
business governance and succession
planning to philanthropic ambitions, our Private Wealth Solutions team can help you
plan for the
future.
In addition to credit score, lenders may require a
business plan that describes your
business and a detailed proposal
for future growth.
Matt Dawson from Instant Group explains why it has become increasingly hard
for businesses to
plan far into the
future for reasons over and above Brexit.
What's more, manufacturers expressed frustration that impractical requirements, such as the need
for business plans that are too
future - focused.
If you are a senior leader or majority owner in a privately - owned
business without a succession system in place, you should be concerned, and here's why: without a proper succession
plan in place
for you and the executive team, and a talent development strategy
for the organization, your firm is likely to run into ownership transfer challenges in the
future.
The program offers
business owners the time away from day - to - day operations to focus on
planning for the
future, said Jill Meyer, program director of ScaleUP!
Here's a letter to the board of Biglari Holdings re: executive compensation [Noise Free Investing] & then more thoughts on Biglari's compensation agreement [My Investing Notebook] Where things stand in the market [Bespoke Investment Group] A list of stocks Nasdaq is canceling trades in from yesterday's madness [
Business Insider] The best interest rate chart in the world [Trader's Narrative] A great macro overview from Barry Ritholtz [The Big Picture] A look at John Paulson's possible ownership of Bear Stearns CDOs [Zero Hedge] John Mauldin on the
future of public debt [Advisor Perspectives] Top buys & sells from Morningstar's ultimate stock pickers [Morningstar] The truth about «Sell in May & Go Away» [WSJ] An interview with hedge fund manager Hugh Hendry [Investment Week] Bill Ackman: Let's have a public registry
for stock opinion [Barron's] Hedge fund Harbinger hires ex-Orange chief
for wireless
plan [Dealbook] & Deutsche Telekom has been in talks with Harbinger [FT] Hedge funds begin to restructure fee system [FT]