Sentences with phrase «look at the charging»

You might look at a charge card or a credit card with more flexible spending terms, such as the American Express Plum card.

We can't know what will happen at that price, because none of the schools we looked at charged that much.»

J.F.: I would look at charged particle transport, or how energy and particles are transported in plasmas.

It is just instead of looking at light or electromagnetic particles, you are looking at charged nuclear particles.»

By looking at these charges, you will know that paying for a three or six - month method is cheaper.

But the video from Arekkz below taken at gamescom 2017gives us our first real look at the Charge Blade.

BMW say councils are looking at charging points in lamp posts but at some point someone will have to pay for all that...

Let's take a look at the charging infrastructure Porsche provides for its hybrid models.

The only thing that wasn't good was the maintenance guy who came to look at the charging port, which wouldn't work with my phone charger.

But if you don't look at the charging case as a «case», instead see it just as part of the oasis, then it's not so weird.

You'll also notice when looking at the charging plugs on the bottom, they've changed those.

Sure, you can find some really professional book cover designers there but look at their charges, at that range from $ 299 - $ 1,199.

I have a friend who is going to self pub her women's fiction book, but is looking at charging around the $ 7.99 - $ 9.99 mark.

The way I look at this charge is that people should not pay anything for withdrawing their own money, especially for the part of 10 million families without a bank account that don't really have regular income.

Then look at the charges.

The online brokerages I'm looking at charge $ 10 per transaction.

You might look at a charge card or a credit card with more flexible spending terms, such as the American Express Plum card.

When booking an award, you will need to look at the charges and decide if it is still a good enough value.

The wait instills «range anxiety» in EV users where they are constantly looking at their charge meter and planning for the next stop - for another long wait while their vehicle fast charges.

So lets look at the charge.

In other cases, your lawyer or duty counsel may, after looking at your charges and your disclosure, talk to the Crown (usually in a resolution meeting) about possible diversion.

Still, it's best to be prepared for that event so let's dive right in and take a look at the charging pads and stands on offer.

In this instance, I'm looking at a charging stand that not only powers up my Apple Watch, but is a great art piece independent of its charging capabilities.

Perhaps you should start looking at charging fees for your services rather than charging a commission on a sale.

I would look at charging a larger deposit.

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.

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«They are paying early termination fees in order to get customers to switch, and everyone followed, so if you look at the major changes that have occurred in the industry, from payment plans (to) turning off termination fees, no contracts, getting rid of roaming (charges), it's a longer list of things that are precipitated by them doing it first,» he told CNBC by phone.

After investigating certain car models, South Korean safety officials asked a United Nations body in charge of global transport regulations to look at developing new standards for glass.

«If you just look at the monthly payment, you'll have no idea what you're being charged for the car, you won't really know what you're getting for your old vehicle and you won't know what the interest rate really is,» Gillis warned.

Other features to look for are battery life — many take two AAA batteries, so they are at least easy to keep charged up — and a locking mechanism so you aren't committed to using your keyboard on a flat surface.

Former Patersons Securities WA state manager Lewis Fellowes has been charged with using nearly $ 1.6 million in clients» money for his personal use, and could be looking at up to 12 years behind bars.

Turner: One of the things that people in the industry often talk about when it comes to money management is this barbell, where as you said you have low - cost, passive index tracking funds and at the other end you have higher fees, higher active share, things like private debt which you mentioned, and it's those in the middle that are charging higher fees for something that looks quite a lot like beta that are really going to struggle.

When pricing your product or service, instead of sweating the pennies, look at how you can charge more by offering a better quality experience for your customer.

To be sure, CVS also may face regulatory hurdles of its own in an Aetna bid, particularly in a politically charged environment in which the government has been looking at ever - escalating prescription drug costs.

The move could be looked at as a competition - focused one: While Walmart also charges 15 percent across the board for grocery items sold through its online marketplace, its subsidiary Jet.com charges only 10 percent for most non-gourmet packaged foods, according to its website.

Musk should look at the team Trump has put in charge of the country's climate - and - energy future and draw the obvious conclusions: Valid climate science is now officially under siege, and sustainable or renewable energy sources are about to lose out big - time to Big Oil.

We can charge only so much for a shrimp tempura roll or a Kobe beef burger before our customers will start looking at other dining options.

If one of your tellers took a handful of $ 20 bills out of the cash drawer, they probably would be looking at criminal charges for theft.

As a facility manager, or someone that's in charge, I would look at the facility and say: «How can I harden this structure?

Bob Peabody, a Newport, R.I., consultant who helped Paine rework her pricing structure, advised her to look at comparable industry statistics for sales and the cost of direct labor (labor that produces sales) to compute a markup factor — the amount she needs to charge to cover costs and make a desirable profit.

«So if you look at PayPal it is purely an e-commerce model and they charge a merchant but they are very expensive.

Lenders, which can be anyone from whom you want to obtain credit, look at a score when deciding if they should charge you interest or give you a credit limit, and how much that should be.

Most credit cards we've looked at will charge up to $ 35 for a late payment which may not be a lot but can add up if it occurs consistently.

Earlier this year, the American people got a devastating look at what was really going on inside the SEC that prevented it from bringing fraud charges against higher ups at Goldman Sachs who were involved in the ABACUS deal.

We took a look at FINRA data to see if the dark pools of JPMorgan Chase and Citigroup were trading in their own stocks during the week in May when the U.S. Justice Department announced the banks were each admitting to a felony charge.

Credit cards often charge a higher interest rate than other types of credit — the average credit card rate currently stands at around 16 - 18 % (depending on which statistics you look at).

As I look at that, the 3.68 % reserve rate, but with the charge - offs below 2.8 % and delinquencies down 30 basis points this quarter, which points to lower charge - offs the next quarter or 2, it would seem to me like that rate is too high.

MyBankTracker takes a look at just how many overdraft fees banks can charge you in one day, and how to get around them.

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.