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.
This begs
important questions about the wisdom of state and local
economic development
strategies and their ability to remain focused on addressing the real challenges American communities face today.
«Some of the nation's largest financial institutions understand that Airbnb is an
economic empowerment tool that can generate
important income for families, and they are working to recognize this,» wrote Nathan Blecharczyk, Airbnb co-founder and chief
strategy officer, in a release.
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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion
strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.
«Glenn will add
important insights with regards to global
economic conditions, the state of risk factors that will influence our
strategy allocations and ultimately our manager selections,» Jonathan Horton, the managing partner of NWQ Capital Management, told The Australian Financial Review.
No business exists in a vacuum, so in setting our future
strategy it is
important to look at the
economic and regulatory developments affecting all of our operations, especially those in our domestic market.
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.
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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion
strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.
Hiring locally is an
important part of the company's
strategy to support
economic development and build stronger connections with the community.
Since
economic analysis plays a big part in the sector rotation
strategy, it is
important that the underlying sectors are representative of the broad economy.
At the same time, we urge you to address an equally
important challenge in Budget 2018: the need for a comprehensive
strategy to promote
economic growth, encourage private investment and strengthen competitiveness.
It brings together world powers and represents an
important, albeit informal, environment to discuss world
economic strategy.
Women's unpaid caring activities in the household are
important to the health, development, and well - being of all family members and must be recognized in
economic and social development
strategies.
Yun went on to explain how the US commitment towards the Asia - Pacific can best be demonstrated, noting that while security and defence - related cooperation is
important, US «allies and partners... also tell us that, as we deepen our military engagement, we should continue also to emphasize the diplomatic, development,
economic, and people - to - people engagement in order to demonstrate our longer - term commitment to our rebalance
strategy.»
Though the forest idea introduces elements now associated with «greening the city», and largely determined by ecological imperatives — to counter CO2 emissions, to lower ambient temperatures, to increase surface water retention and avoid flooding — there are equally
important social and
economic imperatives in the forest
strategy too.
«The chance to turn this building into a creative and innovative hub is so
important to our broader
strategy and where it sits on the North Shore,» said Alicia Glen, the Deputy Mayor for Housing and
Economic Development.
It is a key
strategy for investing in the most
important economic asset we have - the capabilities of the Australian people.
Elite Access Advisory is a variable annuity investment platform designed to help you seek opportunities and manage risk throughout the
economic cycle by providing diverse investment options, alternative assets and
strategies, expertly constructed portfolios, and
important tax advantages.
Watch for the
important economic announcement and events that could affect your forex and CFD trading
strategies, from within the trading platform.
Instead, is it
important to understand the underlying forces influencing a
strategy's performance and how this performance may be impacted by changes in
economic conditions.
One of the most
important challenges facing feedlot operators, and the consulting veterinarians who service them, is the development of on - arrival
strategies to maximize health in the most
economic fashion.
Perhaps most
important, however, is how Television Delivers People addresses interlocked social,
economic, and technological structures, in effect reconfiguring Minimalism's systematic formal
strategies as tools for questioning the systems of the greater society.
The need to align with an industrial
strategy that maximises benefits for domestic companies and revitalises regions suffering industrial decline is an increasingly
important political and
economic driver.
Speaking in Tokyo last week, President Obama extended this problem to its logical conclusion, calling for rebalanced growth and a new U.S.
economic strategy based on exports: «One of the
important lessons this recession has taught us is the limits of depending primarily on American consumers and Asian exports to drive growth... [our] new
strategy will mean that we save more and spend less, reform our financial systems, reduce our long - term deficit and borrowing.
Energy efficiency remains the most
important strategy for cutting carbon pollution while improving
economic productivity.
Expanding organic agriculture is a tremendous
economic opportunity for American farmers and an
important conservation
strategy for our nation.
Todd Litman (2007), Win - Win Emission Reduction
Strategies: Smart Transportation
Strategies Can Achieve Emission Reduction Targets and Provide Other
Important Economic, Social and Environmental Benefits, VTPI (www.vtpi.org); at www.vtpi.org/wwclimate.pdf.
Executive Management Duties & Responsibilities Provide effective solutions to complex issues such as cost budgeting, pricing
strategies, vendor negotiations, revenue projections, purchasing and sales negotiations, business development tactics and industry competition Identify and develop talent among team members with targeted recruitment, focused training efforts and the promotion of a performance - based work environment that leverages individual talents for group benefit Utilize needs - and situation - based assessments to manage costs and capital outlays and determine potential ROI Participate heavily in all marketing, branding, public relations and communications activities Develop leadership team and support staff to aid in efficient business operations, sales and marketing functions, and client service execution, delegating
important tasks and assignments while monitoring for effective resolution Lead through example with consistent work ethic, attitude, and professionalism, while performing sales presentations, overseeing market operation and business development, creating new revenue channels and managing key vendor and client relationships Collaborate in all phases of strategic planning with senior - level management, while furnishing oversight and guidance regarding effective acquisition
strategies, pricing, market trends, and operational structures Assess and expand key markets and potential business ventures while ensuring operational efficiency and solid execution of corporate mission Create and implement marketing and sales
strategies while tracking progress versus established internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of the products, services and respective marketplace, including pricing and regulatory trends, competitor
strategies, general
economic conditions and other business metrics Act as a liaison between staff, clients, and other management members to resolve issues in a timely manner
This research highlights two
important areas: the need to incorporate social, cultural, political issues within
economic development
strategies for Indigenous communities and; the opportunity to develop models of development that do not focus on traditional
economic outcomes but can also focus on social and cultural development outcomes.
In relation to governments in particular it is
important that their focus on the legal system give way to more effective policy
strategies for improving traditional owners» social and
economic wellbeing.
While capital is an
important part of
economic development, Chapter 3 sets out alternate
strategies in Australia and elsewhere that promotes
economic development and increase home ownership without putting existing rights to land at risk.
While capital is an
important part of
economic development, there are innovative
strategies in place elsewhere in the world that should be explored for applicability here.