Sentences with phrase «market time cost»

You can see that those 60 extra days on market time cost us a big chunk of money.

Not exact matches

In simple terms, add up the cost of marketing and sales — including salaries and overhead — and divide by the number of customers you land during a specific time frame.

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.

Voice roaming calls, said Monique Goyens, the director general of the Brussels - based group, typically cost three times what consumers pay domestically; data roaming charges can be up to 50 times what consumers pay in their home markets.

This joint design capability reduces the cost and time to market of new products.

Unfortunately in current economic times these two factors may not correlate, i.e ABC Pty. Ltd., may have seen sudden increases in supplier costs or a competitor take market share, factors completely beyond Bob and his team's control.

Retailers — and we've done a lot of studies on this — can get three to five times more marketing advantage with digital flyers than they can with print, at half the cost.

This is something that you're going to see shipping costs reduced, you're going to see time of goods to market reduced from central China to Istanbul.

Given the collapse of commodity markets was the trigger for the shock interest - rate cut in January, it is reasonable to speculate that continued weakness could prompt the central bank to lower borrowing costs a third time in 2015.

Every marketing effort has a cost, be it time or money.

When you consider the expense of a conventional launch or startup, the cost of finding customers, the expenses associated with marketing and advertising, the time required to establish your own set of systems... the idea of «buy, build and sell» can be very intriguing, especially if you are just starting out in business.

When commission and closing costs, maintenance, moving and other expenses are added up, the sum can easily eclipse any equity amassed in that short time — even in a city with a skyrocketing condo market.

Drew McReynolds of RBC Capital Markets attributed a portion of the results that beat expectation to the timing of cost savings that are forecast to reach $ 70 million in 2019, marketing expenses and lower stock compensation.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

«In the short term, costs will increase, but in the medium - to long term, there will be more transparency in the market, and prices may start to come down in time,» said Marcia Wagner, head of the Wagner Law Group, which focuses on ERISA law and employee benefits.

In fact, it generates three times as many leads as traditional outbound marketing but costs 62 percent less.

John Boynton, chief marketing officer at Rogers (which owns Canadian Business), says that with smartphones often ranging into the $ 600 and $ 700 range, customers would rather split their costs up over time than fork it all over at once.

He argued that the high marketing costs are a one - time expense to gain subscribers.

Aequitas boasts that it has lower fees, and offers real - time market data at no cost.

After all, we know that content marketing generates about three times as many leads as traditional marketing — and it costs 62 % less, to boot.

For how long a weakening Canadian dollar raises import costs and whether risks to the housing market intensify will take time to evaluate in terms of consequences to inflation risks.

This resulted in market share gains and revenue growth 20 times the cost of the better materials.

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.

With dollar - cost averaging, you're not trying to time the market, per se.

There are two main plan types: a prepaid tuition plan, which lets you pay for tuition ahead of time based on today's costs, and a «savings plan» that functions like an investment account, growing (and falling) with the market.

In particular, Baker notes that smaller companies may not have the capital required to weather the imposition of tariffs on Chinese imports over time, or to absorb the cost of the tariffs if they export goods to the Chinese market.

CME CEO Terry Duffy said in a statement: «At a time when market participants are seeking ways to lower trading costs and manage risk more effectively, this acquisition will allow us to create significant value and efficiencies for our clients globally.

Assign the costs of goods sold plus the direct costs of acquiring (marketing), serving (your staff's time) and retaining (follow - up) customers to an individual or customer group.

At some point, this becomes compulsive engineering, and the tradeoffs in time to market, cost and user friendliness move the product out of the intended market.

It costs 62 percent less than traditional marketing and generates about three times as many leads.

What we didn't anticipate was that other factors, including bad weather and other hiccups in commodities markets, would drive up the price of food in much of the U.S., increasing restaurants» costs at a time when they couldn't easily pass those costs through to budget - conscious diners.

That move will ripple through markets and ultimately push the cost of borrowing higher, though to what degree only time will tell.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

The tools required to make a business are available to everyone for relatively little or no cost: website creation, advertising and marketing education, online programs that teach you how to code within a relatively short amount of time and platforms that help you run your business more smoothly.

With 3D printing the time and cost of prototyping, testing, and market adoption drops dramatically, as does the cost of the final product.

Dollar - cost averaging — buying the same value of stocks at regular intervals — is touted as a way to avoid market timing and reduce investment risk.

Hiring a content manager or team of professionals to work full time, is often a more expensive initial route to take, especially when you take into account training time, but if you have the resources, this could be the most cost - effective investment for your long - term content marketing goals.

More often than not, the key reason a project fails to meet its goal is that the project owner underestimated the time and cost required to properly market that campaign.

The smaller players have spent most of their time competing against each other in the «low - cost segment» of the market, which has barely made a dent in the business of the incumbents, said Macquarie Securities advisor Greg MacDonald.

Including social media in your marketing plan is vital, and a should be a no - brainer, especially since most of it can be done on an extremely small budget or even cost nothing but time.

Potential to reduce costs, and accelerate time to market, and increases differentiation.

At the same time, Chinese contractors that operate on an entirely new model — exporting thousands of their own low - cost workers to foreign job sites, for example — are starting to compete in the markets where Bechtel is strongest.

It also helps cost - effectively scale content marketing efforts by identifying existing content written about you that you can amplify, reducing the time / money needed to produce additional content.

By offering strong evidence of mini flash crashes increasing transaction costs through widening the desired execution price between a market's buyers and sellers, while at the same time decreasing the number of opportunities to buy and sell in a market, Golub et al. [21] corroborated and quantified the intuition that mini flash crashes do indeed harm market liquidity.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

* follow the advice in Ben Stein's great book, «Yes you can time the market» about SMARTER dollar cost averaging * Of course tracking net worth with Personal Capital by linking all my accounts * tracking the budget with YNAB.

The truth is, without an audience - first marketing approach, every aspect of marketing is going to cost more time and money.

Forecasting will also help you time important moves — like bringing in a new hire, launching a new marketing campaign, or cutting costs during slow seasons — to match your predicted revenue throughout the year.

With marketing automation you might say that it decreases costs because it makes the sales funnel more efficient and saves time.

Given it's extremely difficult to time the market, it's a good idea to deploy a consistent dollar cost average strategy throughout your life.