Sentences with phrase «mature companies with»

The difficulty here is that this startup confronts us with a situation in which there is no track record, and no clear sight of the future.9 Value investing was designed for mature companies with stock trading in the public markets.10 So, how might a value - oriented venture capitalist analyze this startup?

We were awash in large cap mature companies with solid dividend growth but lacked in faster growing smaller companies with reliable dividend growth.

While these network effects have generated enormous revenues, today's glamour stocks also trade at earnings and price / revenue multiples that have historically been reserved for companies at a much earlier point in their growth trajectories, not for mature companies with already overwhelming market share.

I've suspected that mature companies with sustainable competitive advantages often grow free cash flows in a more linear fashion, at least over a period of about 10 years.

Depending on your specific needs and risk tolerance, you may want to consider stable and mature companies with big dividend yields like AT&T, or younger businesses with attractive potential for dividend growth such as Nike.

Usually involves fairly stable, mature companies with good cash flows.

Another important point is that dividend income is more stable, at least for the mature companies with stable earnings of your scenario, and investors like stability.

Of course, if a company doesn't pay a dividend AND borrows more, this is not true, but that's not the scenario in your question, and generally mature companies with mature earnings may as well pay dividends as they aren't on a massive expansion drive in the same way.

Value fund managers look for mature companies with ample cash, and a proven track record of paying dividends.

While these network effects have generated enormous revenues, today's glamour stocks also trade at earnings and price / revenue multiples that have historically been reserved for companies at a much earlier point in their growth trajectories, not for mature companies with already overwhelming market share.

You make an excellent point about dividend stocks being mature companies with slower growth and therefore dividend payouts to shareholders.

The consumer discretionary sector has changed its stripes over the years and is now largely composed of mature companies with strong free - cash - flow yield and higher margins.

We were awash in large cap mature companies with solid dividend growth but lacked in faster growing smaller companies with reliable dividend growth.

A value stock will most likely come from a mature company with a stable dividend issuance that is temporarily experiencing negative events.

As interest rates rise, a more mature company with a high dividend yield may have less leeway to increase the dividend than a smaller company with higher growth.

i) Conquest, fair: 2,630 Millions (up & coming company with a higher market cap) ii) War, fair: 2,489 Millions (a good growth company hopefully lower market cap) iii) Famine, fair: 445 Millions (cyclical company with much higher market cap) iv) Death, fair: 2,377 Millions (a solid mature company with a fair to higher market cap)

Since 2014 Cointed has transformed from a small start up to a mature company with diverse businesses.

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.

As the industry matures, investors will start paying closer attention to financial statements and put their dollars with companies that are the most transparent, forcing other firms to follow suit and raising standards across the sector.

Now more mature, it's considering hiring more salespeople to better sell its products to large companies with which it acknowledged that is has limited experience in terms of direct sales.

«I'd rather see companies wait a little bit longer, have an opportunity to provide the proper liquidity to their investors and employees, and they make sure they come public with a mature business model.»

Those who believe Le Château still has life are banking on one thing: the company's aggressive move away from its traditional market toward a more mature one, with deeper pockets.

In 2013, he bought Bausch & Lomb for $ 8.7 billion — a key acquisition that reflects his preference for companies with mature products that don't require extensive research and development.

Aequitas co-founder and CEO Jos Schmitt told Canadian Business earlier this year that one of the problems with Canadian capital markets is that companies launch initial public offerings before they're mature enough to operate as publicly traded corporations:

«I believe that's a conservative estimate,» says Farren, noting that the retail consolidation that has transformed the Canadian market and helped make it more efficient isn't as mature in the U.S., providing the company with considerable growth opportunities south of the border.

Generally, this isn't possible with most technology companies as they usually take five to 10 years to mature to a liquidity event.

We believe the Statoil acquisition strengthens the company's business risk profile by adding an established, profitable c - store and fuel retailer with a strong market share of more than 30 % in the mature markets of Sweden, Norway, and Denmark with good growth prospects in riskier, more fragmented Eastern Europe.

«The company involved with an ESOP has to realize they have a repurchase obligation that can be a demand on cash flow as the company matures,» says J. Michael Keeling, president of The ESOP Association in Washington, DC.

In addition to helping with its capital expenditures, the proceeds will also be used to repay commercial paper as it matures and for general corporate purposes, the company said.

And, again, the growth rates he assumes (around 15 %) are much more likely for young, fast - growing startups than for companies with mature growth engines.

I don't like seeing a classic food company with a solid but mature business model being traded at such a high price.

BGV strives to work with founding teams to mature science and build companies.

I have seen Open Innovation being discussed and sought after by companies both large and small, and I agree with you that Open Innovation works the best when the definition of a problem is well - defined and the level of understanding among people involved in the effort are mature enough

Jeffrey is particularly interested in helping mature companies struggling with growth to identify and develop new business models.

Sullivan previously worked on security at Facebook before joining Uber in 2015 and had been credited with tightening Uber's security as the company matured.

22) Companies with mature lead generation and management practices have a 9.3 % higher sales quota achievement rate.

Presumably, too, the program allows YC to cement its relationship with maturing companies — an increasingly tall order in a world drowning in later - stage capital, including, most obviously, from SoftBank's nearly $ 100 billion Vision Fund.

Companies in mature industries like consumer staples and utilities have fewer growth opportunities so they can share cash flow with investors through dividends rather than plow it all back into projects.

That's well in excess of the mid-single-digit revenue growth I usually look for when dealing with fairly mature companies.

The company does not have debt that matures until 2014, with staggered maturities thereafter at 2017 and 2019.

In December, PK repaid $ 55 million in maturing high - yield bonds, which carried a 7.5 % coupon, leaving the company with a forward debt maturity schedule that is well - balanced and very manageable with no major maturities until 2021.

High - yield bonds, those from companies with weak financial positions and poor credit, are offering rates as high as 9 % for 30 - year terms but also offer the risk of bankruptcy before the bond matures.

As the Fund tracks the US stock market excluding the S&P 500 Index, which comprise 500 large cap companies, the companies tracked by the Fund would be significantly smaller in market capitalization, and would tend to be less mature with higher volatility.

Still, the comment helps relate how Norman B. Keevil enjoyed the opportune experience of maturing professionally along with a company that grew into Canada's largest diversified miner.

Dividend stocks are generally more mature companies and will help to smooth out your investing returns when combined with growth stocks and other investing themes.

These companies aren't extremely mature like the trunk, and will tend to still get pushed around a bit with the economic environment, but they're solid operators and in great industries.

As the company matured, the Chairman and CEO would start to recruit directors with deep exit strategy experience.

(Many venture firms with hundreds of millions of dollars under management opt to wait and talk with companies when they're more mature.)

Only by leaving Apple, humbling himself, and finding a second success (with Pixar) was he able to mature into the leader who would return to Apple and build it into the world's most - valuable company.

Christians mature in company with each other, so.