Sentences with phrase «larger business potential»

On 1 January, California became the eighth state to legalize marijuana for adult recreational use, which many believe ultimately has a much larger business potential — despite recent headlines about its complicated legal status.

Not exact matches

The lessons here are profound for businesses large and small trying to tap into the mind - boggling potential of the Chinese market, and which get the importance, like Zuckerberg seems to, of language localization to their business strategy.

So, whereas large businesses can afford to commit themselves to large - scale environmental plans, small businesses have to try use reputable firms, certified agencies, and government schemes to tell potential customers that they are committed to being eco-friendly in the workplace.

Writing for large publications opens up many doors and has the potential to lead you to future customers, clients, friends, business partners and speaking engagements.

As a solopreneur it's easy to overlook the potential for outstanding marketing campaigns utilizing the strength and visibility behind other businesses, especially larger corporations.

With the benefit of hindsight, Novolker points out that for a business - to - business firm like his, many larger potential customers in the States may balk at the prospect of being the first customer, even if the supplier has a solid reputation in Canada.

While this doesn't mean all companies are back to pre-recession performance levels, entrepreneurs are likely to see new options for their business next year, thanks to an expected increase in bank loans and a larger pool of potential buyers.

No. 1: Large Pool of Potential Buyers There is expected to be no shortage of business buyers in 2011.

If your credit is excellent, you have a strong financial statement and you have the potential to move large deposits to the institution, the bank may waive their commitment fee to get your business.

With SoftBank «s founder Masayoshi Son reluctant to sell stakes in investments seen as having large upside potential such as Alibaba, listing the telecoms business could provide a place to park some of the conglomerate's large debt burden.

Johansen: The future of small business is very bright, because you've got this potential to create new business models and partner with very small or very large organizations, and then to scale much more quickly than before.

Pitching a new business to an audience, however, especially a large room full of potential partners, can be incredibly intimidating.

Large cable providers like Time Warner, meanwhile, have the potential to make up for some of their cord - cutting losses on the TV side through higher fees for their Internet service - provider business, since those who stream Netflix and other services tend to use up a lot more data by doing so.

As Hurricane Sandy bears down on Atlantic City, New York, and (eventually) parts of eastern Canada, thousands of businesses large and small are faced with dilemmas related to doing business before, during, and after a potential state of disaster.

Regardless of your ultimate ability to garner funding through school grants, crowdsourcing or other alternatives, you will likely have to get your business rolling with minimal capital until you can demonstrate viable potential or build enough credit standing to warrant large - scale borrowing.

While small businesses are looking for money, there's a large pool of potential investors who'd be receptive to purchasing ownership shares (just ask Barack Obama).

This type of automatic payment is also good for borrowers because, among other things, it has the potential to help a small business eliminate cash flow lumpiness by making more frequent and smaller debits on a daily or weekly basis as opposed to requiring a large loan payment on a monthly basis — although that is not the only benefit to small business owners.

Because these transformations are so large and complex, they will take time and often start small with pilot programs in niche areas of the business, but no one doubts their potential.

These include difficulties in complying with KYC and AML rules when dealing with digital assets; losing business to less risk - averse companies that are willing to «engage in business or offer products in areas we deem speculative or risky, such as cryptocurrencies;» and (like J.P. Morgan) the potential need to spend large sums while attempting to keep up with shifting technological norms.

When the company has appeared interested in expanding into a new business, it has spooked investors in potential competitors, leading to large sell - offs.

Some of our actual and potential competitors have advantages over us, such as longer operating histories, significantly greater financial, technical, marketing or other resources, stronger brand and business user recognition, larger intellectual property portfolios and broader global distribution and presence.

The other route is to hire marketing specialists to make sure your business ideas have the largest reach while also being targeted at your potential customer base.

Google, the world's largest Internet company, once viewed China, the world's largest Internet market, as a bottomless well of opportunity with nearly 400 million Web users, and an even larger number of potential customers for its nascent, but vital, mobile phone business.

Well, the current structure of the real estate business, with the low - capital and «no prior education» requirements, combined with the highly enticing time freedom and large income potential, has attracted a certain element of humanity.

A new business proposal, inexperienced entrepreneurs, or a large amount of requested equity can scare off many potential investors.

Without significant changes to Twitter's business model, this stock exhibits large downside risk and nearly no upside potential.

Control risks: Because the company's founders, directors and executive officers may be among the company's largest stockholders, they can exert significant control over the company's business and affairs and have actual or potential interests that may depart from yours.

Whether you intend starting a small daily catering business or you aim to offer huge extravaganzas for a large number of people once a year, then you probably want to consider pursuing your dreams in the food industry because the potential profit margin in the catering business is extremely high.

Also building up a social media presence is important for reaching a large amount of potential customers, use a Twitter account to interact with people and promote your business through tweets.

That reinvestment may be used to fund acquisitions, build new factories, increase inventory levels, establish larger cash reserves, reduce long - term debt, hire more employees, start a new division, research and develop new products, buy common stock in other businesses, purchase equipment to increase productivity, or a host of other potential uses.

Dr Andrei Kirilenko, Director of the Centre for Global Finance and Technology at Imperial College Business School, commented: «The European Market Structure research network has the clear potential to be a key focus for the largest global buy - side and sell - side firms behind the Plato Partnership.

The same study (which surveyed 1,017 businesses in the U.S., Canada and Mexico that use NAFTA, including 669 small businesses, 234 medium - sized businesses and 114 large businesses) shows only 15 per cent of small businesses and 16 per cent of medium - sized businesses are closely following the negotiations, and are aware of the key issues and potential outcomes.

Management believes the market for digital knowledge management is large and mostly untapped with over 100 million potential business locations and points of interest in the world equaling over $ 10 billion.

«Value investing is a large - scale arbitrage between security prices and underlying business value» Seth Klarman The increasing short term focus of market participants often means investors place too much weight on short term factors impacting the company to the exclusion of the company's longer term potential.

Street Talk understands Kirin has quietly tested market appetite for the Australian milk, dairy beverages, yoghurt and cheese business, approaching large global food and dairy companies and other potential buyers.

By the time of his death in 1912, he would be hailed as the father of the South Australian wine industry, having first realised the potential of the now world - renowned region of McLaren Vale and, through his Tintara winery, built his business into one of the nation's largest winemakers.

You replace the older Gen with a younger Gen, Cazorla will be replaced eventually and the club as a business would benefit more from a large fee so the budget for the potential replacement can be bigger.

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...

The potential exposure of toxic conflicts of interest between the White House incumbent, appointees and business advantage looms large.

The biggest potential business tax cut benefiting a large chunk of wealthy New Yorkers — a reduction in tax rates for owners of pass - through entities — is the least likely of the proposed Trump reforms to be enacted any time soon.

«It enables us to implement high profile activities on a larger scale and remind potential visitors of the appeals of a rural escape and that our tourism businesses remain open for business.»

«Although we have been approached in the past by potential suitors, what made this opportunity so exciting was Cupid.com's vision for the future of dating, unparalleled network of radio station partnerships, large database of online daters and understanding of the events business and how it differs from a pure online dating business.

A large business consultancy bought out my little university in 2010 and it was at that time that I realized the profit potential in Business to Consumer (B2C) eLbusiness consultancy bought out my little university in 2010 and it was at that time that I realized the profit potential in Business to Consumer (B2C) eLBusiness to Consumer (B2C) eLearning.

Pearson's largest Common Core contract shows the potential trouble around securing such business.

My next thought is to wonder why anyone in the business would cut themselves off from the largest potential market available.

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.

Many publishers would rather sell their books themselves in order to make a larger margin, but that business model isn't always realistic considering how many more sales you have the potential to make with help from established retailers in the industry and beyond.

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.

At DemoFall, Plastic Logic spun the gizmo as a «business reader,» which may be an attempt to justify a premium price for the large display and superior physical robustness, but I think that it has more potential as a consumer product.

When I looked at them last, the potential payments could be huge — potentially larger than XL's net worth, but hey, that's the financial guarantee business.