Sentences with phrase «large financial return»

This investor gives you money to fund your burgeoning start - up in hopes that he or she will see a large financial return on their investment.

Joachim: I think I like the auction and the street fair the most for the enormous fun they create and the large financial return.

Not exact matches

Two of the state's largest investment funds have had reported strong returns on investment for the 2012 - 13 financial year.

In the world of business, implementing energy - efficiency measures can mean a large investment but also a great financial return.

In the larger financial industry, who gets to keep the difference between a historic 8 % return on equities, an «equity - like return», and a historic 4 % return on «risk free» investments, such as government bonds?

On the other side, imagine looking at the incredibly ugly financials of what was then called Apple Computer, now just Apple, prior to the return of Steve Jobs from exile when he transformed the business he founded, taking it on a run that ended up resulting it in having the world's largest market capitalization.

The plumbing and mechanics of the synthetic gold market, in our opinion, are symptomatic of a more generalized preoccupation in the financial markets at large for risk mitigation, and a quest for greater leverage during a market phase where returns have been compressed by an excess of capital.

Using detailed data from two large Canadian mutual fund dealers (accounting for about 5 % of their sector) for 3,276 Canadian financial advisors and their 488,263 clients, and returns and fees for 3,023 associated mutual funds, during January 1999 through December 2013, they find that:

For the number to return to $ 11 million quickly, he said, would probably require a large financial bubble.

The largest contributors to portfolio return in the quarter were Bank of America, TE Connectivity, UnitedHealth Group, Ally Financial and Dover.

Bank of America, General Motors, Foot Locker, TD Ameritrade and Principal Financial Group provided the largest contribution to portfolio return in the quarter.

Casella Family Brands MD John Casella says the country's third - largest winemaker will return to profit this financial year, ending a horror stretch that put the vintner in breach of its debt covenants.

Casella Family Brands managing director John Casella says the company will return to profit this financial year, ending a horror stretch that put the nation's third - largest winemaker in breach of its debt covenants.

Although the organic system initially required higher financial outlays, principally as a consequence of the greater demand for labour, larger returns were made on this labour than in the non-organic system.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

Cloth diaper trial and rental programs are a great way to test - drive cloth diapers without a large financial commitment.If you decide you don't like them, you can return them for store credit or a full refund.

In return, they can offer more capital resources to charter schools — a large financial obstacle that is difficult to overcome in order to get a school off the ground.

The most successful publishers and self - published authors are those who understand that (1) publishing is a business, not a hobby; (2) have been tireless promoters of their books; and (3) fully realized that a book should be considered as a financial «asset» and as such it should gain the largest return on investment as possible.

First of all, publishers justify giving authors only 8 - 15 % royalties in the print world because publishing a novel includes a lot of financial risk: to get those low per - book printing costs requires large print runs, and that involves up - front capital and the risk of paying for a bunch of books that never sell or get returned.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the effect of the proposed separation of NOOK Media, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, risks associated with the commercial agreement with Samsung, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses (including with respect to the timing of the completion thereof), the risk that the transactions with Pearson and Samsung do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion previously undertaken, including any risks associated with a reduction of international operations following termination of the Microsoft commercial agreement, the risk that NOOK Media is not able to perform its obligations under the Pearson and Samsung commercial agreements and the consequences thereof, the risks associated with the termination of Microsoft commercial agreement, including potential customer losses, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended May 3, 2014, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

I wrote an article regarding the large decline in BRIC stocks during the financial crisis and their subsequent returns since their trough.

The Focus, Total Return, Balanced, Small Cap Financial, and Large Cap Financial Funds are considered non-diversified funds.

To view the top 10 holdings of a Fund, please click the Fund name: Cornerstone Growth, Focus, Cornerstone Mid Cap 30, Cornerstone Large Growth, Cornerstone Value, Total Return, Equity and Income, Balanced, Gas Utility, Small Cap Financial, Large Cap Financial, Technology, Japan, Japan Small Cap.

But with longevity playing a larger role in financial planning and with interest rates and equity returns tracking much lower, «it's best to have a financial plan that will take all of these changing variables into account,» says Vickie Campbell, a CFP with Ryan Lamontagne in Ottawa.

Wealthy buyers who are reaping large returns in the financial markets might be reluctant to divert money to mortgage principal, which offers no return until the house is sold.

Up until April 25, 2016, investment - grade financials had returned -0.06 % for the month, but performance during the last week of the month pushed the large sector (63.8 %) up for a return of 0.14 % in April.

The TRI ETF then provides the investor with the total return of the index through entering a Total Return Swap agreement with one or more counterparties, typically large financial institutions, which will provide the ETF with the total return of the index in exchange for the interest earned on the cash dereturn of the index through entering a Total Return Swap agreement with one or more counterparties, typically large financial institutions, which will provide the ETF with the total return of the index in exchange for the interest earned on the cash deReturn Swap agreement with one or more counterparties, typically large financial institutions, which will provide the ETF with the total return of the index in exchange for the interest earned on the cash dereturn of the index in exchange for the interest earned on the cash deposit.

Using detailed data from two large Canadian mutual fund dealers (accounting for about 5 % of their sector) for 3,276 Canadian financial advisors and their 488,263 clients, and returns and fees for 3,023 associated mutual funds, during January 1999 through December 2013, they find that:

This means that if you were only looking at the financial sector and the returns of the big banks ranged from -20 % to +60 % for the past year, depending on which bank you were looking at, this would be indicative of a larger amount of dispersion of returns.

Take a look at this table at All Financial Matters, showing the returns from the S&P 500, a group of stocks of the 500 largest companies traded in the US.

Although on a smaller scale than country farms, producing vegetables, meat, eggs, mushrooms and other food products in cities can yield significant returns and often requires less financial investment, making the activity viable to a larger number of people.

Governments engineer a stream of large scale investment opportunities and does everything it can do to make sure they are investment grade; in return institutional investors turn on the taps; Be clever about public sector risk - sharing — Financial leverage (e.g. policy risk insurance and currency risk insurance) and regulatory leverage.

In most of these cases, financial arguments have loomed large, with the stewards of many investment portfolios arguing that spurning the high returns that fossil fuel companies offer would be both pointless and self - destructive.

Figure 3: The 20 cities (of the 50 largest cities) in the U.S., where the financial returns from an upfront cash purchase of a 5kW solar system outperform 25 - year returns from the stock market.

Figure 1: The 46 cities (of the 50 largest cities) in the U.S., where the financial returns from a fully financed 5kW solar system outperform 25 - year returns from the stock market.

Money is too powerful and the nonlawyer string pullers would demand financial coverage, not just for our current costs of (a) overhead, (b) income to the lawyer, and, if you are in a firm large enough to be subject to billing targets set by management / compensation committees, (c) return to the partners, but also (D) profits to the string pullers.

This Survey, which was based on 2017 returns, looks at the financial health of the nation's 100 largest law firms by gross revenue and other key metrics.

While it was intended to protect tenants against large rent increases, once introduced, it had the well - observed effect of drying up the stock of rental housing over time, as investment funds that would have been used to build new apartment buildings went into other projects that produced financial returns that were not similarly controlled.

The Clinton Bill requires top executives who collect large performance - based pay packages to return the money if financial irregularities are discovered and companies are forced to restate their earnings.

Excelling as a member of the Large Cap Growth team at Citigroup with $ 6.3 B funds under management; performing rigorous analysis to determine portfolio viability and rebalancing needs, creating detailed financial models with regional and product breakdowns, and tracking stock news within assigned sectors to assess short - and long - term impact on returns.

With many years of experience handling the accounting needs of large companies and deep understanding of tax returns, maintenance of financial records, best practices recommendations and auditing knowhow, I believe I am a perfect fit.

Financial rewards are not the largest factor for most people, pride and a desire to accomplish something provides greater return on investment.