Sentences with phrase «key partner risk»

The most forward - thinking will drill down further and analyze where revenue comes from at the partner level, so as to determine the amount of key partner risk.

Ideally, from both the client and the lawyer perspective, firms should never have key partner risk.

Not exact matches

Having those multiple partners is key, because one of the big risks any small biotech faces is that the partner decides to walk away from its development program — not surprising, since most drug development programs fail.

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.

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.

February 22, 2012 (Wednesday): Teamwork is Key to Successful Food Allergy Management in Schools — School Nutrition Foundation partners with the National Peanut Board to discuss food allergy management in schools, building relationships within your school district to ensure an effective food allergy plan is in place, and how to identify key allergy risks within your schooKey to Successful Food Allergy Management in Schools — School Nutrition Foundation partners with the National Peanut Board to discuss food allergy management in schools, building relationships within your school district to ensure an effective food allergy plan is in place, and how to identify key allergy risks within your schookey allergy risks within your schools.

deCODE has identified key variations in the sequence of the genome conferring increased risk of major public health challenges from cardiovascular disease to cancer, and employs its gene discovery engine to develop DNA - based tests to assess individual risk of common diseases; to license its tests and intellectual property to partners; and to provide comprehensive, leading - edge contract services to companies and research institutions around the globe.

As such engaging southern partners will be vital to the successful delivery of this project and critical for building local capacity to assess the true risks from extreme events, addressing knowledge gaps and ensuring climate information is communicated effectively to key audiences.

Established in 2002, the North Carolina Center for Afterschool Programs (NC CAP) is a comprehensive statewide afterschool and expanded learning network, with key partners including afterschool providers, state agencies, state and local policymakers, law enforcement, universities and community colleges, business, and the philanthropic community, working together to increase access to high quality afterschool and expanded learning programs for all children and youth in North Carolina, especially for those at - risk of education failure.

The commercial value of having games visible on the shelves of Game or Tesco is critical, so they can't start under - cutting these key partners and risk losing space on shelves and in minds.

As such engaging southern partners will be vital to the successful delivery of this project and critical for building local capacity to assess the true risks from extreme events, addressing knowledge gaps and ensuring climate information is communicated effectively to key audiences.

Fostering coherence and collaboration across global and regional mechanisms and institutions has become a key focus of UNISDR and its partners and is embedded in the HFA's successor, the Sendai Framework for Disaster Risk Reduction 2015 - 2030.

With more than 200 partners and 1600 staff, BLM is instructed on a broad spectrum of legal issues and acts for customers in key sectors such as construction and property, corporate risks, healthcare, insurance and indemnity, leisure, public sector, retail, technology, media and telecoms, transport and the London Market.

But increasing the number of key partners does not lessen or diversity the firm's risk — it increases it; there are two reasons for this.

Therium survey of litigation partners at leading finds that Financials Services sector and risk management are key drivers of growth in litigation funding in the UK.

• Leadership... but not dictatorship • An optimistic, realistic vision of the firm • Focus on strategic issues rather than day - to - day administrative matters • Build relationships with each of the partners • Possess the instinct to know when to consult with and secure support of partners • Build a consensus on key issues prior to presenting initiatives • Financial knowledge and good business judgment • Be decisive... but build consensus • Listen to all points of view • Willingness to take prudent risks • Appreciation of firm culture • Maintain confidence • Be accessible • Always have a few minutes to listen • Provide recognition and praise • Communicate with associates and staff

These firms begin to train midlevel and junior partners by assigning short - term, low - risk management activities before entrusting them with key management jobs.

These firms begin to train mid-level and junior partners by assigning short term, low risk management activities before entrusting them with key managerial responsibilities.

Or do they stick to their guns by maintaining the fairness of their compensation scheme at the risk of losing a key partner?

In particular, LexisNexis ® Risk Solutions has high - lighted five key revisions to the current legislation that banks and other financial institutions must be aware of to remain compliant in their anti-money launder - ing provisions: • Pre-paid cash cards: to reduce financial crimes linked to anonymous pre - paid instruments, vendors will be required to conduct more stringent customer verification and the thresh - old will be reduced from $ 250 to $ 150 • Digital currencies: thorough customer due diligence controls will be required by all virtual cur - ing farmers, are vulnerable to unfair trading practices employed by partners in the chain.

Dr Welp has been behind reducing external legal expenditure by more than 60 % while building an internal legal department, an experience which taught her the importance of presenting legal risks and cases as a business case: «For lawyers it's key in order to be seen as a sparring partner and adviser to the management to talk their language and connect your goals to theirs».

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Some common, less - known reasons for purchasing life insurance include mitigating your business risk by securing an SBA loan, or protecting your company from the loss of a key business partner.

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Our tested model locally secures the private keys of tens of thousands of users across numerous blockchain platforms, providing our partners with peace of mind and radically reduced risk of private key mismanagement.

Lead monthly meetings with key business partners (e.g. CFOs and COOs) to explain technology intercompany allocations and potential risks / opportunities that could directly impact the division's operating income

Managed the approval process through interaction with key business partners, such as Client Management, Risk Management, Credit Underwriters, and Portfolio Management.

A key difference between those who thrive and those who merely survive — or don't — is the ability to turn to each other, take risks to share vulnerabilities with their partner and ask for specific needs to be met.

Our key investment strategy, domestic or international, is to invest in quality real estate with attractive risk - adjusted returns, the right structure, operating partner and alignment for continued long - term success.