General partnerships can be informal, oral arrangements to share profits and
losses of a business venture.
Not exact matches
In August, the Supreme Court
of Canada ruled that taxpayers who devote a «significant emphasis» to farming activity that is subordinate to their primary source
of income are no longer limited to the $ 8,750 deduction limit under Section 31
of the Income Tax Act for
losses from
business ventures such as thoroughbreds.
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.
On Sunday, The New York Times reported that Trump converted nearly a billion dollars in
business losses — from failed
ventures in casinos, real estate and a now defunct regional airline — to win a free pass with the IRS with the potential to shield as much as 18 years
of his personal income from taxes.
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.
By increasing the size
of potential investor
losses if the
business is not successful, these regulations reduce the number
of new
business ventures and job growth.
CHAMPIONS INCLUDE: Dave Lewis, Group Chief Executive, Tesco (Chair) Erik Solheim, Executive Director, United Nations Environment (Co-Chair) Vytenis Andriukaitis, European Commissioner for Health and Food Safety Peter Bakker, President, World
Business Council for Sustainable Development John Bryant, Chairman
of the Board and Chief Executive Officer, Kellogg Company Paul Bulcke, Chairman
of the Board
of Directors, Nestlé Nguyen Xuan Cuong, Minister
of Agriculture and Rural Development, Vietnam Michael La Cour, Managing Director, IKEA Food Services AB Wiebe Draijer, Chairman
of the Executive Board, Rabobank Shenggen Fan, Director General, International Food Policy Research Institute Peter Freedman, Managing Director, The Consumer Goods Forum Louise Fresco, President
of the Executive Board, Wageningen University & Research Liz Goodwin, Senior Fellow and Director, Food
Loss and Waste, World Resources Institute Marcus Gover, Chief Executive Officer, Waste and Resources Action Programme Hans Hoogeveen, Ambassador and Permanent Representative
of the Netherlands to the UN Organizations for Food and Agriculture Gilbert Houngbo, President, International Fund for Agricultural Development Selina Juul, Chairman
of the Board and Founder, Stop Wasting Food Movement in Denmark Yolanda Kakabadse, President, WWF International Sam Kass, Former White House Chef, Founder
of TROVE and
Venture Partner, Acre
Venture Partners Michel Landel, Chief Executive Officer and Chairman
of the Executive Committee, Sodexo Esben Lunde Larsen, Minister
of Environment and Food, Denmark José Antonio Meade, Minister
of Finance, Mexico Gina McCarthy, Former Administrator, U.S. Environmental Protection Agency Denise Morrison, President and Chief Executive Officer, Campbell Soup Company Kanayo Nwanze, Former President, International Fund for Agricultural Development Rafael Pacchiano, Minister
of the Environment and Natural Resources, Mexico Paul Polman, Chief Executive Officer, Unilever Juan Lucas Restrepo Ibiza, Chairman, Global Forum on Agricultural Research Judith Rodin, Former President, The Rockefeller Foundation Oyun Sanjaasuren, Chair, Global Water Partnership Lindiwe Majele Sibanda, Vice President for Country Support, Policy and Delivery, Alliance for a Green Revolution in Africa Feike Sijbesma, Chief Executive Officer and Chairman
of the Managing Board, Royal DSM Rajiv Shah, President, The Rockefeller Foundation Andrew Steer, President and Chief Executive Officer, World Resources Institute Achim Steiner, Administrator, United Nations Development Programme Tristram Stuart, Founder, Feedback Rhea Suh, President, Natural Resources Defense Council Rhoda Peace Tumusiime, Former Commissioner for Rural Economy and Agriculture, The African Union Sunny Verghese, Co-Founder, Group Managing Director & Chief Executive Officer, Olam International Tom Vilsack, Former Secretary, U.S. Department
of Agriculture Senzeni Zokwana, Minister
of Agriculture, Forestry and Fisheries, Republic
of South Africa
Assuming that the Sony LCD
venture is promising, a reasonable analyst might conclude that it makes better
business sense to capitalize, rather than expense, those
losses for purposes
of a valuation analysis.
Even though attorney and client entered into a successful
business venture, the attorney's violation
of rule 3 - 300 and section 16004 (c) not only resulted in a voiding
of the
business agreements but also resulted in a
loss of quantum meruit recovery by the attorney for the reasonable value
of the services he provided to the clients.
Citigroup in connection with numerous matters, including its $ 306 billion
loss protection agreement with the U.S. government in 2008, its joint
venture of the Smith Barney
business with Morgan Stanley in 2009, its 2009 $ 52.5 billion capital realignment and $ 20.5 billion capital raise, the 2009 termination
of the
loss protection agreement with the U.S. government and the sale
of One Main Financial
«The plaintiffs have suffered economic
loss as a result
of the joint
venture ceasing operations and Bell terminating its relationship with all
of the plaintiffs, which was the consequence
of TREB terminating the MLS system access
of Moranis, Beach, Realtysellers and BNV to the MLS data... the plaintiffs suffered damages as a result
of the tort
of intentional interference with their economic relations that forced them out
of the resale residential brokerage
business,» says the new Statement
of Claim.