Sentences with phrase «including competitive pricing»

• Build competitive advantage through company specific programs and operating standards, including competitive pricing strategies.

Lately, consumers of criminal record check services in Canada have been confronted with a range of attractive options including competitive pricing, seemingly hassle - free ID verification options and turnaround times in as little as 15 minutes.

Sam Tse, Head of Finance at the South Dartmoor Multi Academy Trust had a list of key requirements a solution should meet before coming to a decision; including competitive pricing, flexibility and ease of use for both the school and parents.

While the above are mere examples, and many variables would affect successful export contracts (including competitive pricing, transportation costs, import tariffs, etc), successful exporting to new markets is based on the following facts:

Strengths of this model include competitive pricing and Luxurious and spacious interior, clean and sophisticated exterior styling, dynamic rear - wheel drive platform This vehicle includes a Money - Back Guarantee * and passed our precise inspection process.

If the package includes a competitive price as well, say under $ 23,000, Mazda will have a winner on its hands — if it will sell it globally, that is!

Strengths of this model include competitive pricing and Luxurious and spacious interior, clean and sophisticated exterior styling, dynamic rear - wheel drive platform * Money - Back Guarantee is valid for 5 days or 250 miles, whichever comes first.

Factors that contribute to Airbnb's growth include competitive pricing, location and experience.

Not exact matches

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.

Certain matters discussed in this news release are forward - looking statements that involve a number of risks and uncertainties including, but not limited to, doubts about the Company's ability to continue as a going concern, the need to obtain additional funding, risks in product development plans and schedules, rapid technological change, changes and delays in product approval and introduction, customer acceptance of new products, the impact of competitive products and pricing, market acceptance, the lengthy sales cycle, proprietary rights of the Company and its competitors, risk of operations in Israel, government regulations, dependence on third parties to manufacture products, general economic conditions and other risk factors detailed in the Company's filings with the United States Securities and Exchange Commission.

Actual results could differ materially from those expressed in or implied by the forward - looking statements contained in this release because of a variety of factors, including conditions to, or changes in the timing of, proposed real estate and other transactions, prevailing interest rates and non-recurring charges, store closings, competitive pressures from specialty stores, general merchandise stores, off - price and discount stores, manufacturers» outlets, the Internet, mail - order catalogs and television shopping and general consumer spending levels, including the impact of the availability and level of consumer debt, the effect of weather and other factors identified in documents filed by the company with the Securities and Exchange Commission.

«Key risks include failure of the acquisition, competitive discounting, and wing price trends,» West wrote in a note to clients.

«Advertisers will not continue to do business with us, or they will reduce the prices they are willing to pay to advertise with us, if we do not deliver ads in an effective manner, or if they do not believe that their investment in advertising with us will generate a competitive return relative to alternatives, including online, mobile.»

The RBA study pays special attention to the exchange rate appreciation, noting that the stronger Australian dollar had the effect of moderating the effects of resource price increases: higher exchange rates make all exports — including resource exports — less competitive on world markets.

The company also said it anticipates recording non-cash intangible asset impairment charges, including goodwill, in the range of $ 230 million to $ 260 million on certain currently marketed and pipeline generic products as a result of continued intense competitive and pricing pressures.

Because the platform is also used by major financial institutions — including Bank of America Merrill Lynch — the combined purchasing volume means we're able to offer some of the most competitive prices anywhere in the world.

Given the absence of a public trading market of our common stock, and in accordance with the American Institute of Certified Public Accountants Accounting and Valuation Guide, Valuation of Privately - Held Company Equity Securities Issued as Compensation, our board of directors exercised reasonable judgment and considered numerous and subjective factors to determine the best estimate of fair value of our common stock, including independent third - party valuations of our common stock; the prices at which we sold shares of our convertible preferred stock to outside investors in arms - length transactions; the rights, preferences, and privileges of our convertible preferred stock relative to those of our common stock; our operating results, financial position, and capital resources; current business conditions and projections; the lack of marketability of our common stock; the hiring of key personnel and the experience of our management; the introduction of new products; our stage of development and material risks related to our business; the fact that the option grants involve illiquid securities in a private company; the likelihood of achieving a liquidity event, such as an initial public offering or a sale of our company given the prevailing market conditions and the nature and history of our business; industry trends and competitive environment; trends in consumer spending, including consumer confidence; and overall economic indicators, including gross domestic product, employment, inflation and interest rates, and the general economic outlook.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

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.

Forward - looking statements are based on estimates and assumptions made by BlackBerry in light of its experience and its perception of historical trends, current conditions and expected future developments, as well as other factors that BlackBerry believes are appropriate in the circumstances, including but not limited to the launch timing and success of products based on the BlackBerry 10 platform, general economic conditions, product pricing levels and competitive intensity, supply constraints, BlackBerry's expectations regarding its business, strategy, opportunities and prospects, including its ability to implement meaningful changes to address its business challenges, and BlackBerry's expectations regarding the cash flow generation of its business.

Interactive Brokers offers a competitive pricing for futures in the US that include the broker commission and regulatory and clearing fees.

Research firm, Hearts & Wallets, conducted its Wants & Pricing: What Investors Buy & Competitive Ratings study, which ranked 24 financial firms based on more than 10 different attributes that investors deemed most important, found that Edward Jones outperformed across nearly all attributes, including the top three: «fees clear and understandable»; «unbiased, puts my interests first»; and, «explains things in understandable terms.»

The service completely combines what one needs, including attractive prices, competitive fees, and easy navigation.

The stark drop in natural gas prices from an all - time high of more than $ 15 per 1,000 cubic feet in 2005 to near $ 4 today results from a range of factors including the global economic downturn, competitive coal prices, unusually warm winters, the improvement of hydraulic fracturing («fracking») drilling techniques, and the production of natural gas as a byproduct when drillers frack for petroleum.

These factors — many of which are beyond our control and the effects of which can be difficult to predict — include: credit, market, liquidity and funding, insurance, operational, regulatory compliance, strategic, reputation, legal and regulatory environment, competitive and systemic risks and other risks discussed in the risk sections of our 2017 Annual Report; including global uncertainty and volatility, elevated Canadian housing prices and household indebtedness, information technology and cyber risk, regulatory change, technological innovation and new entrants, global environmental policy and climate change, changes in consumer behavior, the end of quantitative easing, the business and economic conditions in the geographic regions in which we operate, the effects of changes in government fiscal, monetary and other policies, tax risk and transparency and environmental and social risk.

According to Leonardo Maugeri, in his December 2014 paper Falling Short: A Reality Check for Global LNG Exports, Australian LNG producers, to drive volume, may price on their operating costs to make their delivered prices competitive, rather than include in their price recovery of their capital costs.

Understanding market reports and being able to secure the most competitive price can be an extremely time - consuming process, especially for buyers who need to purchase hundreds of items for their businesses, including perishables and other commodities.

Beck says these new ideas include more competitive pricing and more millennial - friendly concepts.

These include the right shelf visibility and spread, adequate environments, the right pricing and the right adjacencies with competitive products.

These risks, delays, and uncertainties include, but are not limited to: risks associated with the uncertainty of future financial results, our reliance on our sole supplier, the limited diversification of our product offerings, additional financing requirements, development of new products, government approval processes, the impact of competitive products or pricing, technological changes, the effect of economic conditions and other uncertainties detailed in the Company's filings with the Securities and Exchange Commission.

These include on - shelf availability of goods, the quality of fresh produce, in store theatre, overall presentation, the calibre of in - store staff, pricing strategy, value for money and competitive pricing.

While Woolworths will continue to reduce prices to remain competitive with Coles, chief executive Brad Banducci indicated on Tuesday that the major price reset was complete and Woolworths was turning its attention to other consumer trends including «extreme convenience» and healthy eating.

Our staff of dedicated and knowledgeable employees is committed to bringing you the finest products at competitive prices, and offering a comprehensive program of customer service and product education that includes informational newsletters and frequent demos.

In its report, the ACCC noted that grocery retailing is «workably competitive», but that there are a number of factors currently limiting the level of price competition, including the limited competitive constraint imposed by the independent sector on the pricing power of the major supermarket chains.

Supplying quality Fresh Ground Beef and Specialty cuts, including Halal, at competitive prices to customers in the foodservice, retail, and international markets.

Understanding market reports and being able to secure the most competitive price can be an extremely time - consuming process, especially for buyers who need to purchase hundreds of items for their businesses, including company profile perishables and other commodities.

A pre-election report from the Toronto Region Board of Trade says Ontario businesses face challenges including high labour costs and energy prices, and urges the next government to cut property taxes to help keep companies competitive.

We stock compression stockings from all of the most popular brands, including Juzo, Sigvaris, Jobst, Medi, as well as our own Value Brand at competitive prices.

But if schools set prices without including a share of such costs, revenues may not be sufficient to cover the total costs of competitive foods, resulting in a funding gap that must be filled from other sources, including federal funds.

The Abbey Group is large enough to be able to buy large quantities of food at competitive prices and distribute it to various schools — and is already sourcing 30 percent of its food regionally, from Vermont and New Hampshire; the percentage goes up to 40, Hansen said, if milk is included.

Research showed conclusively that schools that revamped their competitive food offering to include mostly healthy options combined with a pricing strategy to make the healthy options more affordable increased their profits enormously!

Still, there are obstacles, including the recent low prices of natural gas, which makes hydropower less competitive.

We want to assure you that we are doing everything we can to improve our dating site, including providing our clients with competitive pricing.

Its members about 3 Million, including CEOs, pro athletes, doctors, lawyers, investors, beauty queens, fitness models, and Hollywood celebrities, just to name a few.It is a well - balanced website that offers some really interesting features at a competitive price bracket.

We carry quality hardworking office furniture including office desks, chairs, workstations, conference tables, receptionist desks and reception furniture that look great, wear well, all at a competitive price.

These notes analyse all aspects of the Price including an assessment of the influence of supply and demand upon pricing strategies, price makers, price takers and a critique of the pricing strategies themselves including: price penetration; price skimming; psychological pricing; cost - plus pricing; contribution pricing; destroyer (predatory) pricing; loss leaders and competitive priPrice including an assessment of the influence of supply and demand upon pricing strategies, price makers, price takers and a critique of the pricing strategies themselves including: price penetration; price skimming; psychological pricing; cost - plus pricing; contribution pricing; destroyer (predatory) pricing; loss leaders and competitive priprice makers, price takers and a critique of the pricing strategies themselves including: price penetration; price skimming; psychological pricing; cost - plus pricing; contribution pricing; destroyer (predatory) pricing; loss leaders and competitive priprice takers and a critique of the pricing strategies themselves including: price penetration; price skimming; psychological pricing; cost - plus pricing; contribution pricing; destroyer (predatory) pricing; loss leaders and competitive priprice penetration; price skimming; psychological pricing; cost - plus pricing; contribution pricing; destroyer (predatory) pricing; loss leaders and competitive priprice skimming; psychological pricing; cost - plus pricing; contribution pricing; destroyer (predatory) pricing; loss leaders and competitive pricing.

Academic learning that comes to mind includes more prosaic elements of law, such as contract vs criminal vs administrative law; the developmental history of their own city; recent (50 years) political history of their city; basics of land law; current vs past thinking in urban planning; specific budgetary investigations at both the state and local level; school funding law in their state; essentials of Leadership, EPA impacts on dismantling abandoned structures; economic price theory; or the competitive strengths and weaknesses of their own city or region.

The package includes an excellent interior, a strong powertrain, good equipment list, a tow rating north of 8,000 pounds, and a competitive price tag that starts at $ 73,250.