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.
«I'm not going to be dismissive of the risks, but I think markets have
priced them
in and if anything as we look at the fundamentals of stock markets around the world, the fundamentals of European equities right now are I think significantly better than they are for the United States,» said the managing partner of Triogem
Asset Management and
global investing expert on CNBC's «Fast Money.»
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.
The difference
in price between B.C. gas and
global LNG wouldn't be high enough to pay for the operating and capital costs of pipeline and liquefaction
assets.
During difficult market conditions, such as the
asset - backed commercial paper crisis
in the summer of 2007 and the
global financial crisis of late 2008, the BAX has consistently provided customers with
price transparency, liquidity and central counterparty guaranteed transactions.
«The 2017 stress test shows the UK banking system is resilient to deep simultaneous recessions
in the UK and
global economies, large falls
in asset prices and a separate stress of misconduct costs,» the BoE said.
«We expect domestic politics and cracking
global crude
price to sustain Malaysian financial
assets as Asia's underperformers,» ING remarked
in a Wednesday note.
As the
global economy deteriorated
in 2008, the collapse
in virtually all
asset prices led to the unwinding of the yen carry trade, leading to it surging as much as 29 percent against the yen
in 2008, and 19 percent versus the US dollar by February 2009.
The uptrend
in US interest rates, wide swings
in global currency markets and greater
price dispersion across individual securities and
asset classes could serve as powerful tailwinds for hedge - fund strategy managers looking to capture alpha.
The
global financial crisis, like the Great Crash of 1929, also reflected widespread regulatory shortcomings and other weaknesses
in a number of countries.1 But it is likely that monetary policy played at least a contributing role
in encouraging the buildup of leverage and
asset prices in a fragile financial system.
While risks to the world outlook remain and have been reflected
in sharp
price movements
in a range of
asset classes,
global growth is expected to trend upwards beginning
in 2016.
«If our outlooks
in November 2016 and June 2017 were something of a «group hug,» with a view that growth and
asset prices would move higher together, this round contained more tension and skepticism of the market's reaction,» adds Sheets, whose team recently published its «2018
Global Strategy Outlook»
in conjunction with the
Global Economic team's «2018
Global Macro Outlook.»
In our inaugural Global Macro Outlook, we assess the potential for more fiscal easing in key economies, and gauge the impact on global growth and asset price
In our inaugural
Global Macro Outlook, we assess the potential for more fiscal easing in key economies, and gauge the impact on global growth and asset p
Global Macro Outlook, we assess the potential for more fiscal easing
in key economies, and gauge the impact on global growth and asset price
in key economies, and gauge the impact on
global growth and asset p
global growth and
asset prices.
Jean assesses the potential for more fiscal support
in key economies, as well as the impact on
global growth and
asset prices.
In short, given the increased concerns of
global growth slowing, oil
price instability, the potential Brexit, and U.S. election, we think owning gold as part of a diversified
asset allocation continues to be a sound approach.
Financial markets were resilient despite sharp adjustments
in a wide range of
global asset prices in the wake of the vote, and financial conditions are generally more accommodative.
Global GDP appears on pace to grow yet again
in 2018, but with many
asset prices running ahead, should investors curb their enthusiasm?
To be sure,
global policy liquidity has played the lead role
in pushing
asset prices to new highs, with strong correlations across both risk - free and risky
assets.
The positives include a known risk and reward, no commissions, innumerable strike
prices and expiry dates, access to multiple
asset classes
in global markets and customizable investment amounts.
In a day and age in which regular asset classes that commercial portfolio managers normally consider have become overwhelmingly bloated in price as a consequence of the persistent and extended cheap money policy of global Central Bankers, an investment strategy of concentration in few select still undervalued assets versus diversification is likely the only strategy that will work moving forward in returning significant yield
In a day and age
in which regular asset classes that commercial portfolio managers normally consider have become overwhelmingly bloated in price as a consequence of the persistent and extended cheap money policy of global Central Bankers, an investment strategy of concentration in few select still undervalued assets versus diversification is likely the only strategy that will work moving forward in returning significant yield
in which regular
asset classes that commercial portfolio managers normally consider have become overwhelmingly bloated
in price as a consequence of the persistent and extended cheap money policy of global Central Bankers, an investment strategy of concentration in few select still undervalued assets versus diversification is likely the only strategy that will work moving forward in returning significant yield
in price as a consequence of the persistent and extended cheap money policy of
global Central Bankers, an investment strategy of concentration
in few select still undervalued assets versus diversification is likely the only strategy that will work moving forward in returning significant yield
in few select still undervalued
assets versus diversification is likely the only strategy that will work moving forward
in returning significant yield
in returning significant yields.
While there were some concerns about growth
in credit and
asset prices, there were a number of plausible explanations suggesting that the stability of the
global financial system would continue.
While base rates kept at or close to zero for almost seven years and three massive
asset - buying programs by the Fed have undoubtedly helped stabilize the US (and world) economy during and after the recession that followed the
global financial crisis, the continuation of expansionary monetary policies is now supporting a growing excess of
global liquidity that has been distorting the market signals sent by stock and bond
prices and thus contributing to the growing volatility seen
in recent weeks.
«Despite an estimated $ 3 trillion of art
assets in the world, only $ 44 billion trades
in a given year — and less than 2 percent of qualified buyers participate
in this market due to high transaction costs, long lead times, and limited transparency on
pricing and value,» Artsy will bring this last major consumer category online and thereby substantially expand the size of the
global art market.
On the other hand, the non-bank credit avalanche has enabled a furious pace of fixed investment
in physical
assets that has promoted structural
global excess capacity
in virtually all manufactured products and exerted downward pressure on product
prices.
The difference, however, is that while foreign companies mostly sold oil
assets, they mainly purchased natural gas
assets as an adjustment strategy to cope with the anticipated decline
in oil
prices and even the
global oil industry.
Every two weeks a new video is uploaded describing something important going on
in the
global economy, and how that's likely to impact
asset prices.
On Thursday, however, Brainard spoke out against the moves, saying rising
asset prices and leverage signaled it was too early
in the economic cycle to review these core rules introduced following the 2007 - 2009
global financial crisis.
Using MSCI
global real estate dataset, we find evidence that higher - value
assets have been more likely to outperform other
assets in the same country and sector than lower -
priced assets.
Some of this good news is already
priced in, but we expect a steady and synchronized
global economic expansion to underpin risk
assets for now.
The
global central banks, which had «underwritten» the 9 year rally
in asset prices, were
in the process of «changing their ways.»
Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel
prices, declines
in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments
in new markets; breaches
in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes
in fuel
prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions
in the agreements governing our indebtedness that limit our flexibility
in operating our business; the significant portion of our
assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions
in the
global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations
in foreign currency exchange rates; overcapacity
in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays
in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases
in the
price of, or major changes or reduction
in, commercial airline services; seasonal variations
in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments
in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes
in which we operate; and other factors set forth under «Risk Factors»
in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.
As we build our sector - leading
asset bases and new factories — the nutritional powders, consumer cheeses and the beverages plant — when they all come online
in the next two to three years, they will deliver the ultimate prize, which is an effective shield [against
global price volatility].»
Yet ignoring bearishness
in asset prices around the world is particularly near - sighted, if for no other reason that
global economic weakness is the biggest threat to the worldwide profits and the worldwide revenue of large U.S. - based corporations.
In other words, it is fairly likely that the interest rate off which, directly or indirectly, every other asset in global financial markets is priced, stays rock bottom for the foreseeable futur
In other words, it is fairly likely that the interest rate off which, directly or indirectly, every other
asset in global financial markets is priced, stays rock bottom for the foreseeable futur
in global financial markets is
priced, stays rock bottom for the foreseeable future.
Specifically, the All
Asset strategies» recent strong performance (see Figure 1) may be attributable
in large part to four fundamental drivers of
global capital market returns: the breakeven inflation rate (BEI), EM currency valuations, EM - to - U.S. cyclically adjusted
price / earnings (CAPE) ratios and the
global value premium.
Stocks and riskier
assets are not merely climbing the proverbial Wall of Worry; rather, at this moment
in time, the ultra-accommodating monetary policy of
global central banks is an unchallenged source for
asset price inflation.
To be sure,
global policy liquidity has played the lead role
in pushing
asset prices to new highs, with strong correlations across both risk - free and risky
assets.
But maybe the problem here isn't the Fed but that markets are slowly but surely
pricing in global deflation, which would explain why
asset allocators are shifting out of risk
assets into safe haven
assets.
The correlation
in global economic fundamentals is at a new high, reflected
in the steadily increasing correlation
in asset price movements.
The current one is particularly hair - raising because it's occurring amid the first truly
global bubble
in asset pricing.
Demand for Higher Return Boosts Equities
Global stock
prices continued to rise overnight following a sell - off
in the Dollar, signaling greater demand for higher yielding
assets.
Despite getting hit with a lawsuit over its student loan servicing practices by the Consumer Financial Protection Bureau, Navient's joint book runners Bank of America Merrill Lynch, Barclays, and RBC were able to
price an
asset backed security offering above the one month Libor.According to a report
in Global Capital, Navient's $ 270 million
in A1 -LSB-...]
In an efficient
global market, an
asset is
priced the same everywhere.
I don't see the
global economy heading into recession; I do see
price inflation ticking up globally, and also
asset inflation
in some countries (China being a leading example).
The 22 August 2011 article Saving your portfolio's tail — at a
price contrasts James Montier view on not buying expensive tail risk insurance to that of Diversified
Global Asset management, a Canadian fund manager that successfully used tail risk insurance to hedge his portfolio from the volatility
in early August 2011.
The oil
price collapse, which follows a drop
in global coal
prices, shows that the
global fossil fuel sector is presently one of the world's riskiest
asset classes.
Lovelock (2009), p. 6; Kevin Parker,
global head of Deutsche Bank
Asset Management, quoted
in John M. Broder, «Climate Deal Likely to Bear Big
Price Tag,» New York Times, Dec. 9, 2009.
The FSB is chaired by the Governor of the Bank of England Mark Carney, who
in September created waves
in the
global financial sector with a speech to insurers warning of serious risks to investors from climate change due to, among other factors, a sudden
asset write down with «jump - to - distress
prices».
The models assume that land is a privately owned
asset managed
in response to
global price signals within a stable rule - based economy — perhaps a reasonable assumption for developed nations.
A group of 70
global investors managing more than $ 3 trillion of collective
assets have launched the first - ever coordinated effort to spur the world's 45 top oil and gas, coal and electric power companies to assess the financial risks that changes
in demand and
price pose to their business plans.