Goldman Sachs calls for two
key changes in the industry to make these developments profitable and avoid cancellation of the projects: cost - cutting and consolidation.
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.
CALGARY — Prime Minister Justin Trudeau's promise to reduce methane emissions
in the oil and gas
industry is being welcomed by environmentalists and, with some reservations, by
industry players, as a
key step
in fighting climate
change.
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.
These risks include,
in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold
in various geographies and the effect it has on gross margins; delays or decreases
in capital spending
in the cable, satellite, telco, broadcast and media
industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products
in a timely manner and market acceptance of our new or existing products; losses of one or more
key customers; risks associated with our international operations; exchange rate fluctuations of the currencies
in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband
industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases
in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological
changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.
Start - ups brimming with ideas,
industry leaders committed to facilitating
change, and an ecosystem
in which entrepreneurship can thrive are the
key ingredients for a community of innovators.
Observers point to
key legal
changes in the
industry that have contributed to historical consolidation — the Riegle - Neal Act of 1994 expanded interstate banking and led to a wave of mergers and the Gramm - Leach - Bliley Act drove consolidation by permitting banks, securities firms and insurance businesses to merge.
Following are nine
key types of wealth management
industry players, listed
in order of biggest potential losers to biggest winners
in asset gains or losses by 2020, and some of the
changes they will have to make.
Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or
changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation
in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable
industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain
key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed
in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.
The speech lists five
key fundamentals that should stand Australia
in good stead: a strong institutional framework (including the rule of law, respect for property rights, a well - functioning public administration, and a well - established regulatory system); our people, who are diverse, well educated, have a «can do» mentality and a demonstrated capability for adjusting to
change; a large endowment of mineral resources; large tracts of agricultural land and an ability to produce high - quality clean food; and an established services
industry with the potential for considerable expansion as average incomes
in Asia rise.
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;
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.
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.
2017 will be the start of a major shift
in the real estate environment, and understanding these
industry changes will be
key to staying ahead of your competition.
S&P Global Platts examines the
key forces driving commoditization
in the LNG
industry, and the actions
industry stakeholders are taking to capture opportunities
in the
changing business landscape.
On the program's launch, Vinexpo CEO Guillaume Deglise said, «The
industry's
key decision - makers are now
in Bordeaux to address the most important topics affecting our shared interests, from the economy to e-commerce, international agreements and climate
change.
Grace Boyle, chair of the student union's Love Veggie society, played a
key role
in Ulster's adoption of MFM by starting a petition to gather support for the move, because of a lack of meat free and vegan options at Ulster, and because the university does not formally acknowledge that the meat and dairy
industries are major contributors to climate
change.
The Internet of Everything is
Key to Optimizing Supply Chain Processes December 8, 2015: By adopting an IoE strategy, manufacturers and supply chain operators across
industries can prepare for
changes in product demand or packaging design.
«If we are
changing the treaty that applies to all EU countries and allowing the eurozone countries to have new rules, it is also important that there are rules to keep the single market fair and open for
key industries for Britain, including financial services,» Mr Cameron wrote
in the Times newspaper.
In some cases, SUNY Poly facilities try to
key off of existing regional
industries that are
changing due to technological advancements.
Technologies for capturing and storing carbon dioxide emissions hold tremendous promise for addressing climate
change, but much work remains to ensure timely, cost - effective deployment
in key markets such as the electric power
industry.
Innovation is a
key to ensuring our resources and related
industries can remain economically productive and sustainable
in a
changing world.
With STEM qualifications necessary, collaboration between teachers and
industry is being seen as
key in changing this dynamic.
Upskilling oneself to keep up with rapid
changes in the
industries / sectors is the
key to increasing productivity and innovation
in the workplace.
«With more than 25 million customers around the world projected to use some form of shared mobility by 2020, Maven is a
key element of our strategy to
changing ownership models
in the automotive
industry,» Julia Steyn, GM vice president of Urban Mobility Programs, said
in a statement.
But
change -
in the form of constant refinement and improvement - always has been one of the
key ingredients of
industries operating
in a free - enterprise system.
Literary agent David Gernert discusses the bookstore as a
key to our culture, what it's like to work with John Grisham, and how big
changes in the
industry are affecting authors» incomes.
In my small unique book «The small stock trader» I also had more detailed overview of tens of stock trading mistakes (http://thesmallstocktrader.wordpress.com/2012/06/25/stock-day-trading-mistakessinceserrors-that-cause-90-of-stock-traders-lose-money/): • EGO (thinking you are a walking think tank, not accepting and learning from you mistakes, etc.) • Lack of passion and entering into stock trading with unrealistic expectations about the learning time and performance, without realizing that it often takes 4 - 5 years to learn how it works and that even +50 % annual performance in the long run is very good • Poor self - esteem / self - knowledge • Lack of focus • Not working ward enough and treating your stock trading as a hobby instead of a small business • Lack of knowledge and experience • Trying to imitate others instead of developing your unique stock trading philosophy that suits best to your personality • Listening to others instead of doing your own research • Lack of recordkeeping • Overanalyzing and overcomplicating things (Zen - like simplicity is the key) • Lack of flexibility to adapt to the always / quick - changing stock market • Lack of patience to learn stock trading properly, wait to enter into the positions and let the winners run (inpatience results in overtrading, which in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following
In my small unique book «The small stock trader» I also had more detailed overview of tens of stock trading mistakes (http://thesmallstocktrader.wordpress.com/2012/06/25/stock-day-trading-mistakessinceserrors-that-cause-90-of-stock-traders-lose-money/): • EGO (thinking you are a walking think tank, not accepting and learning from you mistakes, etc.) • Lack of passion and entering into stock trading with unrealistic expectations about the learning time and performance, without realizing that it often takes 4 - 5 years to learn how it works and that even +50 % annual performance
in the long run is very good • Poor self - esteem / self - knowledge • Lack of focus • Not working ward enough and treating your stock trading as a hobby instead of a small business • Lack of knowledge and experience • Trying to imitate others instead of developing your unique stock trading philosophy that suits best to your personality • Listening to others instead of doing your own research • Lack of recordkeeping • Overanalyzing and overcomplicating things (Zen - like simplicity is the key) • Lack of flexibility to adapt to the always / quick - changing stock market • Lack of patience to learn stock trading properly, wait to enter into the positions and let the winners run (inpatience results in overtrading, which in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following
in the long run is very good • Poor self - esteem / self - knowledge • Lack of focus • Not working ward enough and treating your stock trading as a hobby instead of a small business • Lack of knowledge and experience • Trying to imitate others instead of developing your unique stock trading philosophy that suits best to your personality • Listening to others instead of doing your own research • Lack of recordkeeping • Overanalyzing and overcomplicating things (Zen - like simplicity is the
key) • Lack of flexibility to adapt to the always / quick -
changing stock market • Lack of patience to learn stock trading properly, wait to enter into the positions and let the winners run (inpatience results
in overtrading, which in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following
in overtrading, which
in turn results in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following
in turn results
in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following
in high transaction costs) • Lack of stock trading plan that defines your goals, entry / exit points, etc. • Lack of risk management rules on stop losses, position sizing, leverage, diversification, etc. • Lack of discipline to stick to your stock trading plan and risk management rules • Getting emotional (fear, greed, hope, revenge, regret, bragging, getting overconfident after big wins, sheep - like crowd - following behavior, etc.) • Not knowing and understanding the competition • Not knowing the catalysts that trigger stock price
changes • Averaging down (adding to losers instead of adding to winners) • Putting your stock trading capital
in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market / industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following
in 1 - 2 or more than 6 - 7 stocks instead of diversifying into about 5 stocks • Bottom / top fishing • Not understanding the specifics of short selling • Missing this market /
industry / stock connection, the big picture, and only focusing on the specific stocks • Trying to predict the market / economy instead of just listening to it and going against the trend instead of following it
It's been a number of big
changes for executive appointments
in the travel
industry this week, including the retirement of some
key industry figures.
In the past 30 years, CTS has earned a reputation for featuring highly - informative general sessions, world - class speakers and presenters on key topics in today's changing travel industry, prominent industry panels, intensive breakout groups, and invaluable networking opportunitie
In the past 30 years, CTS has earned a reputation for featuring highly - informative general sessions, world - class speakers and presenters on
key topics
in today's changing travel industry, prominent industry panels, intensive breakout groups, and invaluable networking opportunitie
in today's
changing travel
industry, prominent
industry panels, intensive breakout groups, and invaluable networking opportunities.
California's new worldwide branding plans, insight into what makes travelers tick, and how demographics are
changing the face of the U.S. travel
industry, are just some of the themes to be addressed by
key speakers at the California Travel Association's 31st Annual «California Travel Summit» (CTS), March 18 - 20, 2013
in San Diego, California.
- The objectives of WTM World Responsible Tourism Day are to drive these
changes within the tourism
industry by educating both the sector and individual travelers on more responsible travel behavior, sharing knowledge about how countries and destinations can be made more sustainable, educating the market on
key environmental issues related to tourism, and harnessing the influence of World Travel Market
in driving the responsible tourism agenda forward.
The conference was designed to debate the obstacles and opportunities facing the tourism
industry in light of the current economic, social, and political
changes and
key market trends.
Factors that could cause Blizzard Entertainment's actual future results to differ materially from those expressed
in the forward - looking statements set forth
in this release include, but are not limited to, sales of Blizzard Entertainment's titles, shifts
in consumer spending trends, the seasonal and cyclical nature of the interactive game market, Blizzard Entertainment's ability to predict consumer preferences among competing hardware platforms (including next - generation hardware), declines
in software pricing, product returns and price protection, product delays, retail acceptance of Blizzard Entertainment's products, adoption rate and availability of new hardware and related software,
industry competition, rapid
changes in technology and
industry standards, protection of proprietary rights, litigation against Blizzard Entertainment, maintenance of relationships with
key personnel, customers, vendors and third - party developers, domestic and international economic, financial and political conditions and policies, foreign exchange rates, integration of recent acquisitions and the identification of suitable future acquisition opportunities, Activision Blizzard's success
in integrating the operations of Activision Publishing and Vivendi Games
in a timely manner, or at all, and the combined company's ability to realize the anticipated benefits and synergies of the transaction to the extent, or
in the timeframe, anticipated.
The World Energy Trilemma 2017: «
Changing dynamics — Using distributed energy resources to meet the Trilemma challenge», published by the World Energy Council,
in partnership with global consultancy Oliver Wyman, a subsidiary of Marsh & McLennan Companies, has identified three
key focus areas for policymakers and
industry leaders to consider building a resilient energy system of tomorrow.
In the memo, Stan Lewandowski, General Manager of IREA discusses a coordinated campaign by Koch
Industries, the Competitive Enterprise Institute, Michaels, and other
key groups to push back against «alarmism» on climate
change: (emphasis added).
Hook your readers at the start with a narrative that details the
key industry trends or legislative activities that are
changing the landscape
in this field.
«The
key takeaway and what I was hoping to get across is just at this preliminary stage is for people
in the cannabis
industry to be aware that these rights exist,» Curcio says, noting the legislation
in this area could
change before it comes into law.
Frank Giunta has been
in the construction consulting
industry for more than 30 years and this month, he discusses how technology is
changing the disputes he sees, and
key principles he believes businesses should meet.
In a comment reminiscent of the key note session earlier in the week — changing the perception of sales in the legal industry — the panel underscored the importance of understanding the issues and challenges of a clien
In a comment reminiscent of the
key note session earlier
in the week — changing the perception of sales in the legal industry — the panel underscored the importance of understanding the issues and challenges of a clien
in the week —
changing the perception of sales
in the legal industry — the panel underscored the importance of understanding the issues and challenges of a clien
in the legal
industry — the panel underscored the importance of understanding the issues and challenges of a client.
In terms of the legal
industry, expert Richard Susskind suggests that kind of causal relationship might be stated as «
change the incentives,
change the behaviour» — incentives are the
key to creating a profession that can flourish into the next decade and beyond.
Note that on October 11, 2017, we will be holding an Advantage session
in Toronto on Bill 148 and the
key amendments to the ESA and the LRA that will impact employers, including the
changes to the minimum wage, equal pay for equal work, scheduling, personal emergency leave, temporary help agency employees, card - based certification for certain
industries, first collective agreement arbitration and more.
In order to do that, the firm drew on its knowledge of legislation relating to connected and autonomous machines as it embarked on a lobbying effort with key industry bodies and authorities, highlighting parallels that address concerns around data and telecoms, and helping set precedents in an area of law that is failing to keep pace with technological chang
In order to do that, the firm drew on its knowledge of legislation relating to connected and autonomous machines as it embarked on a lobbying effort with
key industry bodies and authorities, highlighting parallels that address concerns around data and telecoms, and helping set precedents
in an area of law that is failing to keep pace with technological chang
in an area of law that is failing to keep pace with technological
change.
Forward - looking information is subject to known and unknown risks, uncertainties and other factors that may cause the actual results, level of activity, performance or achievements of the Company to be materially different from those expressed or implied by such forward - looking information, including but not limited to: risks related to
changes in cryptocurrency prices; the estimation of personnel and operating costs; general global markets and economic conditions; risks associated with uninsurable risks; risks associated with currency fluctuations; competition faced
in securing experienced personnel with appropriate
industry experience and expertise; risks associated with
changes in the financial auditing and corporate governance standards applicable to cryptocurrencies and ICO's; risks related to potential conflicts of interest; the reliance on
key personnel; financing, capitalization and liquidity risks including the risk that the financing necessary to fund continued development of the Company's business plan may not be available on satisfactory terms, or at all; the risk of potential dilution through the issuance of additional common shares of the Company; the risk of litigation.
In summary, the key to making yourself a «future proofed» employee, is to mirror the ways in which companies are «future proofing» their employees, i.e. - keeping abreast of changes in their industry, constantly assessing which soft and hard skills are needed, and realising the importance of global adaptabilit
In summary, the
key to making yourself a «future proofed» employee, is to mirror the ways
in which companies are «future proofing» their employees, i.e. - keeping abreast of changes in their industry, constantly assessing which soft and hard skills are needed, and realising the importance of global adaptabilit
in which companies are «future proofing» their employees, i.e. - keeping abreast of
changes in their industry, constantly assessing which soft and hard skills are needed, and realising the importance of global adaptabilit
in their
industry, constantly assessing which soft and hard skills are needed, and realising the importance of global adaptability.
Germany recently
changed their immigration rules to make it easier for skilled workers from outside the EU to work
in the country, with the specific aim of easing chronic shortages
in key industries.
In a larger sense, the IT job seeker should be ready to engage with the interviewer about the key changes taking place in the industry, including BYOC, which do or will touch every aspect of the enterprise and every employee in i
In a larger sense, the IT job seeker should be ready to engage with the interviewer about the
key changes taking place
in the industry, including BYOC, which do or will touch every aspect of the enterprise and every employee in i
in the
industry, including BYOC, which do or will touch every aspect of the enterprise and every employee
in i
in it.
Point out
key emerging trends, or even how the company can prepare for
changes in the
industry.
With LinkedIn being the
key business networking platform, maintaining your professional visibility will help to keep you relevant and current on market
changes, leadership trends, new skill requirements
in your
industry / sector, and competitive offerings.