Sentences with phrase «high capital expenses»

Because it has high capital expenses and then 30 years of recurring capital but with no cost.

They are not economically competitive, mainly because of the high capital expense of modern pollution controls.

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.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

In addition, high turnover in a fund's investment portfolio can generate higher capital gains taxes and other expenses.

Spain could therefore either use the imported German capital to (a) increase domestic investment (which it did in the form of a real estate bubble)(b) binge on consumption and sharply reduce its savings as a function of GDP (which it also did)(c) accept higher unemployment (which it is now forced to do) which forces GDP to fall faster than consumption falls or (d) try to emulate Germany by passing off a trade imbalance at the expense of the rest of the world (which Europe as a whole is trying to do and which will go nowhere in the long run because only one country is even remotely capable of accepting such massive inflows, and it is increasingly unwilling to import the unemployment caused by German and Asian policies).

I also think the economy has moved toward healthcare and technology, which tend be low capital expenditures but high R&D expenses.

With R&D expense recognized immediately and capital expenditures being amortized over multiple years, I would argue that today's companies demand higher PE ratios vs the industrial high CapEx companies of 100 years ago.

In general mutual funds are more expensive because of higher expense ratios (the ongoing annual costs), load fees (typically 2 to 5 percent of the investment), transaction costs and taxes on short - term capital gains.

They have higher turnover, which leads to higher expense ratios and generally higher capital gains taxes.

Executive Board member Benoît Coeuré recently noted that «many banks have been able to more than offset declining interest revenues with higher lending volumes, lower interest expenses, lower risk provisioning and capital gains».

Personal Capital — A complete and free tool to monitor your expenses and investments Betterment — Automated investment services and tax loss harvesting Discover Bank — For a high - yield savings account Motif Investing — Low cost investment accounts

That can mean either large tracking errors or frequent rebalancing, leading to higher expenses and capital gains taxes.

The investment seeks to replicate, net of expenses, the Barclays Capital Municipal Custom High Yield Composite index.

What's often forgotten is that one usually comes at the expense of the other: bonds with higher coupons can bring a capital loss, stocks with higher dividends may experience slower growth, and so on.

This meant money was everywhere AND transaction fees were higher rather than if I would have just bought them through one low - cost brokerage firm like TD Ameritrade... Of course today we have the added benefit of Personal Capital, a free service to help track investments as well as income and expenses (check it out today if you aren't already using it... it is great!).

In general mutual funds are more expensive because of higher expense ratios (the ongoing annual costs), load fees (typically 2 to 5 percent of the investment), transaction costs and taxes on short - term capital gains.

An emergency fund saved with at least 3 - 6 month's of expenses (you can set up a savings account at your bank, or try a higher interest earning account like Ally Bank or Capital One 360)

Investment firm asset managers don't capture high enough yields to counterbalance the higher management expenses, brokerage fees, and capital gains taxes.

Indeed, I lived way below my means and invested my excess capital in high - quality dividend growth stocks for six years straight — and I'm now in a position where my real - life portfolio generates enough dividend income to cover most of my core personal expenses.

While these new regulations helped banks rebuild their loan books with more robust, higher quality loans than in the past, they also raised expenses and increased required capital levels, which impacted profitability.

Also, higher yield tends to be achieved at the expense of higher capital appreciation.

The amount of capital required to accomplish this would be quite significant, and the commission expenses would also be high.

Any thoughts on why Greenblatt closed his Formula Funds and went to the Gotham Capital format, with its very high fees expense ratio and minimum investment?

Lower credits hedged with higher ones will tend to pick up a steady excess over the risk - free rate, resulting in very high Sharpe ratio, presumably at the expense of occasional very large losses, such as incurred by Long - Term Capital Management.

The capital gains might not be as high as with properties closer to the city, but even if we stopped working we wouldn't have to sell as they all provide us income after paying all expenses on associated with the properties.

The active management debate implies that after all the additional management expense ratio costs, mutual fund trading costs, higher capital gains taxes, and extra time are taken into account, investors are supposed to have some crystal ball to sort future winners from losers.

* The Age - Based Fidelity Funds, Multi-Firm, and Fidelity Index portfolios take a more aggressive approach during the early years of saving for college to take advantage of potential growth opportunities, while investing to preserve capital as the need to pay for qualified higher education expenses approaches.

I personally recommend the Venture as my go to credit card for covering miscellaneous travel expenses with rewards due its high sign - up bonus, so I definitely think the Capital One Venture is worth it.

Capital One ® Spark ® Miles for Business — If you travel a lot and your business also spends a lot on nontravel expenses, this card offers a high rewards rate, flexible redemption and no foreign transaction fees.

If this capital was not at hand, governments and corporates would have to borrow to meet capital requirements, thereby risking higher debt - servicing expenses.

Personal Capital — A complete and free tool to monitor your expenses and investments Betterment — Automated investment services and tax loss harvesting Discover Bank — For a high - yield savings account Motif Investing — Low cost investment accounts

The Chasm Group, LLC and Chasm Institute, LLC (San Bruno, CA) 1997 — 2008 Business Operations Manager • Managed all daily operational tasks for leading multi-million dollar high - tech market strategy consultancy, while providing executive administration to C - level executives and venture capital partners • Developed and managed the firm's annual budget, proposing and implementing expense cuts, producing monthly reports and financial statements, and coordinating with CPA firm for accurate and timely filings • Oversaw all client relationship management efforts while cultivating new business efforts from concept to implementation, providing high - quality service in sales efforts while utilizing new lead tracking system • Negotiated and managed all contracts, stock grants, and financing arrangements, working closely with outside counsel to draft legal documents and resolve LLC - and proprietary - related issues • Led three office space build - outs and two office relocations, managing all aspects of each process under aggressive timeline and budget expectations • Reduced firm telecom expenses by 22 % by streamlining IT objectives, including migration to VOIP phone system, software / hardware purchases, domain renewals, and outsourced technical support • Directed all phases of staff recruitment while creating and implementing all HR policies and programs, including comprehensive employee benefits plans • Supervised multiple administrative staff members, conducted performance appraisals and wage / salary surveys in comparison to incentive program guidelines, and maintained HR files in accordance with legal mandates • Produced all out - going client invoices in an accurate and timely fashion to increase, cash flow and reduce aging receivables, providing consistent attention to overhead costs and vendor arrangements • Administered all company insurance policies, including E&O, general liability, bonds, partner life and disability, conducting annual benefits reviews and employee / company insurance audits • Obtained necessary certificates for consulting contracts while processing federal, state, and local business reporting requirements to maintain licenses and incorporation status • Directed all marketing efforts and oversaw logistical aspects of national educational workshop series, utilizing sponsorship arrangements to offset production costs • Transformed «brochure» website into a dynamic tool to better illustrate company opportunities through relevant case studies, as well as maintaining all other promotional media, including press kits and video Association of California School Administrators (Burlingame, CA) 1993 — 1997 Issues and Planning Committee Coordinator • Executed all phases of event planning and implementation for a membership - driven organization including 23 state committees, 5 task forces, 6 strategic planning conferences, and a conference of 1,500 attendees • Focused on facility evaluations, bid requests, site visits, contract negotiations, and all pre - and post-conference planning processes • Produced statistical and financial reports, including budget projections and cost monitoring for developmental training efforts • Oversaw all participant - level responsibilities, including inquiries, eligibility, registration, correspondence, and billing statements • Managed all legal professional standards calls for Northern California regions, including the processing of attorney authorizations, the preparation of legal assistance letters, and liens on cause of action • Served as second point of contact for computer inquiries and troubleshooting efforts as well as provided back - up executive administrative support for Executive Director, Committee Chairs, and the State Superintendent of Public Instruction • Held responsibility for software installation and hardware configuration while performing weekly AS / 400 backup and report generation

Women are creating historic success in spite of difficulty accessing business capital, higher mortgage rates than men despite lower default rates and higher lifetime medical expenses.

It's time to deploy your capital once you have a 6 months emergency supply of cash on hand, and can save a high enough % of cash after servicing your debts and living expenses.