Sentences with phrase «is the acquisition cost»

A house is like any other capital asset - 25 - 40 % is acquisition costs and the rest if upkeep (assuming you kept the house for 20 years).

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.

But what if you found a way to cut your customer acquisition costs to a fraction of what is typical for your industry?

Actual operational and financial results of SkyWest, SkyWest Airlines and ExpressJet will likely also vary, and may vary materially, from those anticipated, estimated, projected or expected for a number of other reasons, including, in addition to those identified above: the challenges and costs of integrating operations and realizing anticipated synergies and other benefits from the acquisition of ExpressJet; the challenges of competing successfully in a highly competitive and rapidly changing industry; developments associated with fluctuations in the economy and the demand for air travel; the financial stability of SkyWest's major partners and any potential impact of their financial condition on the operations of SkyWest, SkyWest Airlines, or ExpressJet; fluctuations in flight schedules, which are determined by the major partners for whom SkyWest's operating airlines conduct flight operations; variations in market and economic conditions; significant aircraft lease and debt commitments; residual aircraft values and related impairment charges; labor relations and costs; the impact of global instability; rapidly fluctuating fuel costs, and potential fuel shortages; the impact of weather - related or other natural disasters on air travel and airline costs; aircraft deliveries; the ability to attract and retain qualified pilots and other unanticipated factors.

What's a good result where acquisition costs are concerned?

The cost of customer acquisition is a key make - or - break metric for your startup: you're investing time, energy, and resources to bring on these new customers (i.e., new revenue) so having a delighted customer base is essential.

Naturally, his forecasts were derailed by a combination of a deluge in mortgage costs from the disastrous acquisition of Countrywide Financial, and years of extremely low rates that shrank the margins the bank earns on its giant loan portfolios.

There could be mergers and acquisitions in the German banking sector to offset the costs of low interest rates, a member of the ECB told CNBC on Monday.

If your customer acquisition cost ratio is too high, there are a couple of strategies you can consider as remedies.

If the funder is selling directly to merchants, given today's sky - high marketing costs, acquisition can take a bigger chunk out of the 40 percent — more like 12 to 15 points (the industry average cost of acquisition for a $ 30,000 advance is $ 2,600).

The cost of acquisition of the customer alone is about a quarter of that 40 percent.

But Jones needs to prove that his metrics are trending in the right direction: that the rate of customer acquisition is growing and marketing costs are under control.

The problem is that government procurement officers are simultaneously overworked and under pressure to cut acquisition costs, which discourages due diligence, if not dealing with small vendors altogether.

In fact, he said, it was his decision to work with digital marketing expert Adrienne DeVita that helped his business grow its AdWords profits by 50 percent in 60 days — all while lowering the company's cost per acquisition by up to 70 percent.

«In the first 60 days, I was able to increase profits by 50 percent and reduce the cost per acquisition by up to 70 percent,» DeVita told me.

That said, the cost per acquisition for this marketing tool is second cheapest after email marketing.

The beauty of digital advertising is that you can run two different sets of ad copy at the same time, and the top performer can drastically lower your cost per click and your cost per acquisition.

Segment operating income excludes unrealized gains and losses on hedging activities (which are a component of cost of sales), general corporate expenses (which are a component of selling, general and administrative expenses), amortization of intangibles, gains and losses on divestitures and acquisition - related costs, in all periods presented.

The tubes would be elevated on pylons, and generally follow Interstate 5 between San Francisco and L.A. Musk says that would cut down on the cost of land acquisition and rights of way.

He says, «The cost of customer acquisition is very high and if you're letting the competitors get those customers when at a potentially lower cost than the online channel, I think you're missing out on a pretty big opportunity.»

That's your customer acquisition costs.

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.

In a statement the company said the two acquisitions delivered the company significant expenditure savings, estimating that the assets were acquired at approximately 8 per cent of the replacement cost.

For one, it wouldn't need to advertise, so cost of acquisition would be virtually zero.

Yet the shops» old - world practices have their advantages: book - acquisition costs are minimal to nonexistent, as the stores acquire titles either inexpensively or in the form of donations (even though the business is not a nonprofit).

A good plan will also cover who your customers are, how you will get them to buy your product, and your cost of customer acquisition.

Not only does it help control marketing costs, as you're less dependent on constant customer acquisition, but there's a pleasure in dealing with regulars, as you build true relationships with people.

A common practice has been to invest in customer acquisition at all costs, which assumes that churn is inevitable, and the best way to overcome it is to add tons of new customers.

But if the lead magnet is ultra specific, your cost per acquisition of a potential customer will be far less, and your advertising ROI far greater.

Many observers, though, balked at the $ 710 million cost of the acquisitions, questioning whether Under Armour could quickly produce any return on investment — two of the three companies were unprofitable — let alone succeed in a space that shares little with making shirts and shoes.

Your email list can and should be the most reliable and cost - effective user acquisition tool.

Customer acquisition cost vs. revenue dashboard A great indicator of your success is how much you are paying to acquire new customers compared to the revenue you initially generate from them.

Your cost per customer acquisition is derived by dividing your current marketing and advertising expenses by the number of new customers you've acquired.

These days, we often hear about customer - acquisition cost, especially among fast - growing tech companies, and while growing your customer base is important, keeping them is becoming increasingly difficult.

From revenue run rate, to customer acquisition cost, to gross margins, marketing spend, there are many ways to measure financial performance.

The good news, according to Pentagon acquisition chief Frank Kendall, is that a range of measures put in place over the last half - decade have made a positive impact on the Pentagon's buying power while trimming costs across a range of major defense programs.

An effective user acquisition strategy is the holy grail for many marketers, whether it be a mix of channels that generate a constant flow of new users at a sustainable cost or a clever tactic that gives a new product a boost in users in a short period of time.

Aside from explaining that the company's content - acquisition costs are increasing, representatives aren't really saying.

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.

Besides improving Facebook Ads overall, the company is working on improving their algorithms for CPA (cost - per - acquisition) bidding.

The other is the cost of selling and installing them, which includes electrical hardware, labor, permits, interest payments, and overhead such as customer acquisition.

Teva, for its part, is headquartered in Israel, though of the three companies, it stands to gain the biggest tax benefit if its proposed acquisition is successful: The company said that buying Mylan would allow it to reap $ 2 billion per year in tax savings and other «cost synergies.»

Once you have between 20 to 40 clicks, choose the one that's getting the best results, which means the highest click - through rate, the highest conversion rate, or the lowest cost per acquisition (CPA), depending on what makes the most sense for your business.

IAC / InterActive Corp reported its second quarter earnings today and net income was up 78 %, but Wall Street wasn't impressed — the jump was thanks solely to divestiture and lower acquisition costs.

Bouchard added the company is getting closer to achieving the cost - cutting targets from its acquisition of Statoil Fuel and Retail.

You may be surprised that this kind of testing can eventually lead to doubling your conversion rates and halving your cost per acquisition.

Now solo as president of social media games publisher Sava Transmedia, he says income statements he's seen indicate about a 30 % increase in gross margin, although he cautions that advertising and customer acquisition costs (e.g. discounts, incentives, etc.) can still bring that down to something closer to parity with physical distribution.

The expected boost in earnings per share before acquisition costs are on $ 1.50 per share earned in fiscal 2012.

CME CEO Terry Duffy said in a statement: «At a time when market participants are seeking ways to lower trading costs and manage risk more effectively, this acquisition will allow us to create significant value and efficiencies for our clients globally.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).