Sentences with phrase «many key losses»

The other key losses in the top 10 this week were Oklahoma's 30 - 13 loss to Notre Dame and Oregon State's 20 - 17 loss to Washington.

State, which upset South Carolina in last year's tournament, also had a key loss in Vann Williford, but juniors Ed Leftwich and Paul Coder are good in their own ways.

It's hard to imagine the front seven regressing much, and despite two key losses, the secondary still boasts more experience than most.

From Sunderland's point of view, the key loss ahead of the game was Jermain Defoe, who is still to make his comeback after injuring himself after scoring in the recent 1 - 0 victory over Crystal Palace.

However, a couple key losses have made fringe contenders absolute longshots.

Barking Carnival says the key loss is Estelle, which forces Texas into a tough position on the offensive line.

The defending champs, UConn, will start the year as the 15th ranked team despite a number of key losses.

Key Losses: Gerald Wallace, MarShon Brooks, Kris Humphries, Keith Bogans, Jerry Stackhouse and C.J. Watson

Key losses: QB Trevone Boykin, WR Josh Doctson, RB Aaron Green, OT Halapoulivaati Vaitai, C Joey Hunt, FS Derrick Kindred, CB Corry O'Meally

Car key Loss: In case of loss of original key, expenses against duplicate key replacement is borne.

Spearheaded investigation and documentation, managed assigned internal investigations, and collaborated with key Loss Prevention partners, store, and law enforcement officials to adjudicate offenders.

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.

Business school teaches you how to manage profit and loss, navigate unpredictable markets, and attract key talent to your organization.

Closing all its stores north of the border cost $ 5.4 billion, but it stanched a key source of losses and will help the company concentrate on its U.S. business.

Estimate expenses in every key area and project your expected profitability (or loss) for every month.

Key - employee insurance indemnifies you against losses resulting from the death or disability of a key employee in your firm, including yourself or your partneKey - employee insurance indemnifies you against losses resulting from the death or disability of a key employee in your firm, including yourself or your partnekey employee in your firm, including yourself or your partners.

First, anyone who has access to a bitcoin password (or private key) has the authority to spend the bitcoins it unlocks; loss of the password means loss of all of the associated bitcoins, with no recourse.

The key is to properly value the potential loss.

A contingency plan is a plan based on the worst - case scenario that you can imagine your business surviving — loss of market share, heavy price competition, defection of a key member of your management team.

Most losses are caused by your own failure to consider one or more key indicators, so make sure you are analyzing a decision from every angle first.

It takes a crisis, a loss of key customers or a needed capital infusion to set the wheels in motion.

Shares of JBS reversed early losses and were adding 1.2 percent in late morning trading in São Paulo, arresting concern over revenue losses in a key market.

What - if plan: This is a contingency plan — in case your worst case scenario happens, such as market share loss, heavy price competition or defection of a key member of your team.

Loss - making engineering services company AusGroup has breached a key financial covenant after its total equity fell below $ 160 million.

Despite the loss, key metrics improved in the region, due to economic recoveries in Brazil and Argentina.

SEOUL, April 23 - General Motors» South Korean unit said that it has reached a tentative wage deal with its labour union on Monday, meeting a key condition laid down by the U.S. automaker to prevent it filing for bankruptcy for the loss - making operation.

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.

Bullish exuberance, rising interest rates, declines in key stock sectors and weak - handed shareholders all contributed to the losses, but Europe really «got the ball rolling,» he said.

Ulukaya, who built the factory, kept many of his key executives in the dark as they continued to spend freely amid mounting losses and increasing chaos at the factory, the newspaper said.

«The conclusion about a company's value will be based on an analysis of all kinds of information, such as the historical profit - and - loss picture, other financial records, the customer base, internal controls, key employees, competitive details, and much more,» says Catherine Bienert, CEO of Bottom Line Management, an Atlanta business - brokerage and business - appraisal firm.

Though it might seem like the key to getting in shape and maintaining weight loss, especially for those motivated by fast results, cardio should be done in moderation in order to see overall changes.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

With big banks hugely unpopular, the key opponents of cramdown were the nation's community bankers, who argued that the law would force them to raise mortgage rates to cover the potential losses.

The loss of key insiders leaves the new CEO to lead a less experienced new team.

Under Armour has struggled with steep losses and has seen its popularity fade among teenagers, a key demographic for sports apparel brands.

In addition to revenue, net loss, and other results under generally accepted accounting principles (GAAP), the following table sets forth key operating metrics and non-GAAP financial measures we use to evaluate our business.

Following are nine key types of wealth management industry players, listed in order of biggest potential losers to biggest winners in asset gains or losses by 2020, and some of the changes they will have to make.

Specifically, she said the opportunity for the combined company to get around medical loss ratio minimums as a key consumer protection to the benefit of shareholders will be an «important area of regulatory scrutiny.»

Brad proved that a routine known as intermittent fasting is the key to successful weight loss.

Additionally, having direct control over your own funds means managing your own key security, and many marketplace platform trading features (e.g., stop loss orders) have been sorely lacking from the available decentralized exchanges.

While excellent planning around investments, estate planning, and other technical aspects is a key piece of sustaining wealth, we have found (and the research shows) that it's not enough on its own to prevent loss of wealth from generation to generation.

Such big winners stopped showing up a few years ago, leaving the large drug companies watching the calendar for the day when earnings would be hurt by the loss of key patent protections.

Promote Diversification — another key fiduciary duty — to help minimize the risk of investment losses.

Finally, the tradeoff for the lower - than - expected corporate rate (21 % vs. 25 % est.) appears to be more mixed benefits on the personal side and modifications to some key corporate incentives from the way they were originally envisioned (i.e., a more limited expensing provision, restrictions on interest deductibility & loss carryforwards, higher repatriation rates & stronger international tax provisions).

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.

The losses in these derivatives were the key factor behind Orange Country's infamous bankruptcy in December 1994.

Also, funds stored in multi-signature wallets are at less risk of loss to outside parties, since a multi-signature wallet splits private keys among multiple devices.

The key point is this: while monetary easing has been positively associated with stock market gains over the following 10 months or so, the essential driver of those gains has been the recovery of preceding losses in the months leading up to each round of QE, rather than de novo returns.

They do have a specific purchase progression with key milestone moments that determine your win or loss outcome in every transaction.

They understand the increase in taxes due to higher tax brackets and the loss of key deductions, such as the student loan interest deduction.»