Sentences with phrase «n't impact your strategy»

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.

Employees were siloed workhorses, churning out elements of a digital product as if part of an assembly line, not fully understanding how their part of a project impacted others or fit into the overall strategy.

But it's also difficult to believe — given the obvious excitement that Les Moonves feels about the beneficial financial impact of the network's Trump coverage — that Jeff Zucker hasn't thought about this aspect of its strategy at all.

«Over multiple discussions, Steve later convinced us that he understood our vision, that he wouldn't just make Siri a tiny feature but something core to Apple's strategy across multiple devices, and that we could impact the world more as part of Apple than as an independent company,» says Cheyer.

While all business owners would be wise to ensure they're implementing some of the most basic growth strategies, I'd be remiss if I didn't remind you that the most successful business owners are the ones with the best attitudes — ones who know that with the right focus and positive outlook, they will have a significant impact on their bottom line — and the US economy.

Make your elevator speech ride with the times Claims of huge returns and outrageous market grabs aren't credible anymore, say Suzanne Muchin and Rachel Bellow at ROI Ventures, a social - impact market strategy firm based in Chicago.

Most anti-gentrification strategies haven't been in place long enough to project any real impacts.

Still, Hirji said Coinbase's M&A strategy was not impacted by Circle's Poloniex acquisition, and cast off the idea that the deal could signal further shakeups among cryptocurrency exchanges.

On the previous page, it assails Peltz's push for venturesome acquisitions, stating «Serial M&A is not our strategy as it would impact cash available for dividends.»

Your email marketing strategy can have a huge impact on your visibility and bottom line, so it's important to understand what works and what doesn't.

Understanding the impact of machine learning will be crucial to adjusting our search marketing strategies — but probably not in the way you...

While the analyst believes this could potentially be a threat to names like PayPal (PYPL) and others, fears may be overdone and the impact of this strategy may not be as severe as expected.

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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

James Smith, head of workplace strategy and business development at Morningstar, says many broker - dealers are taking a proactive approach to measuring the rule's impact on their 401 (k) advisory business, and not waiting for courts to determine the Labor Department rule's fate.

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.

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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

Over the course of this guide, I'll explain exactly what link building is (and what it isn't), what kind of impact you can expect to see from link building, and how to implement a link building strategy that actually works in the long term.

Align helps advisors provide impact strategy and portfolio management services to their clients who are asking for expert guidance in this area with the confidence that Align will not take the client from the advisor.

Regardless if you buy into that notion or not, choosing a dropship pricing strategy is one of the first steps in launching a dropship ecommerce business and greatly impacts how your customers will perceive your brand.

I don't know how the rise of smart - beta strategies will impact value stocks going forward, but I'm confident that returns will continue to flow from those that are active to those that are patient.

Using marketing strategies outside your budget, doesn't allow you to repeat your message often enough to make an impact.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Unfortunately for the band, a combination of issues at their label and having a sound that doesn't easily fit into a marketing strategy, led the record to fly under the radar, and it saw only a limit impact in terms of sales.

That this House: (1) notes with concern the impact on the Dairy Industry of the Coles milk pricing strategy and that: (a) dairy farmers around the country are today seriously questioning their future having suffered through one of the worst decades in memory including droughts, floods, price cuts and rising cost of inputs such as energy and feed; (b) unsustainable retail milk prices will, over time, compel processors to renegotiate contracts with dairy farmers and the prospect that these contracts will be below the cost of production may force many to leave the industry; (c) the fact that supermarkets are now selling milk cheaper than many varieties of bottled water will be the straw that finally breaks the camel's back for many dairy farmers; and (d) the risk of other potential impacts includes: (i) decreased competition as name brands are forced from the shelves; and (ii) the possible loss of fresh milk supplies to some parts of the country as local fresh milk industries become unviable; and (2) calls on the Government to: (a) ask the ACCC to immediately examine the big supermarkets and milk wholesalers after recent price cuts to ensure they do not have too much market power and are not anti-competitive in their behaviour; and (b) support the new Senate inquiry into the ongoing milk price war between the country's major supermarket chains».

These factors include, but are not limited to: general economic and business conditions; our business strategy for expanding our presence in our industry; anticipated trends in our financial condition and results of operation; the impact of competition and technology change; existing and future regulations affecting our business; and other risks and uncertainties discussed in the reports Celsius Holdings has filed previously with the Securities and Exchange Commission.

The lack of a regulation - size home field not only limits the team's strategy, but it has impacted the support it has seen from its university fan base, a blatant disregard for the portion of the consent decree which requires Quinnipiac to increase the dimensions of the pitch to the maximum dimensions allowed by the International Rugby Board.

In consideration of global public health recommendations, including WHA Resolution 63.23, the WHA Global Strategy of Infant and Young Child feeding and the global impact of exports from the Union to third countries, the labelling and marketing of processed baby foods should make it clear that these products are not adequate for use by infants of less than 6 months of age and should not undermine the 6 month exclusive breastfeeding recommendation; Considers therefore that the labelling and marketing should be revised in line with WHA recommendations for foods for infants and young children;

Several reviews have concluded that home visiting can be an effective strategy to improve the health and developmental outcomes of children from socially disadvantaged families.2 - 4 However, effects have not been found consistently and some studies have reported no impact.

We do not know if strategies to engage men alone would have had a different impact on EBF prevalence in these areas.

«Baroness Smith of Basildon to move that this House regrets that Her Majesty's Government's plans for the introduction of the draft Misuse of Drugs Act 1971 (Amendment)(No. 2) Order 2014 do not include provisions for a 12 - month review of the impact of the reclassification of khat in view of the highly unusual community focus of its use, for putting a detailed policing strategy in place before a ban takes effect, or for a health strategy to prevent a transfer of addiction to other substances; and do not commit the Department for International Development to do more work with the government of Kenya to alleviate the effect of the reclassification on the Kenyan economy.»

The Labour leader said: «Whether it's the lack of a strategy worth the name, the absence of credible ground troops, the missing diplomatic plan for a Syrian settlement, the failure to address the impact on the terrorist threat, or the refugee crisis and civilian casualties, it's become increasingly clear that the prime minister's proposals for military action simply do not stack up.»

In response in the SatCab Directive, Sky responded that «Sky is concerned that the SatCab Directive review, which did not originally form part of the DSM strategy, was included in the strategy at the very last minute, with no prior impact assessment».

Cuomo has also touted the passage of four budgets in a row as a sound fiscal strategy, though Moody's said that doesn't have a direct impact on the state's credit rating improving.

Since the state Constitution guarantees pension benefits for current employees, pension reform needs to be understood as a strategy that will impact state and local finances for the next generation of government workers and taxpayers, not current workers and taxpayers.

Monday 11 March 2013 2.30 pm Oral Questions Plans to tackle inequality in income and wealth in the UK - Lord Dubs Consequences for access to justice for those who will not be able to receive free legal advice on social welfare law matters from 1 April - Lord Bach Future railway re-openings - Lord Faulkner of Worcester Progress towards achieving the projected increase in the size of the UK's reserve forces - Lord Rosser Legislation Enterprise and Regulatory Reform Bill - Report stage (Day 4)- Viscount Younger of Leckie Short Debate Recommendations of the Francis Report into the Mid-Staffordshire Hospitals NHS Foundation Trust - Lord Patel Short Debate Impact of NHS innovation and research strategies on health improvement and wealth creation - Lord Kakkar

This event addressed that question from different perspectives — what science tells us about the aging process and its impact on cognition, what effective, or not so effective, strategies there are for maintaining or enhancing cognition as we age, and what the funding priorities are as reflected in the portfolio of the National Institute on Aging.

Taking into account the disastrous effects of the 2003 and 2010 heat wave events in Europe, and those of 2011 and 2012 in the USA, results show that we may be facing a serious risk of adverse impacts over larger and densely populated areas if mitigation strategies for reducing global warming are not implemented.

«There are a lot of disparate theories about what could have a profound impact on aging and age - related processes, but at this point, we simply do not have evidence - based strategies to significantly change our life expectancy that come in the form of a pill,» says Ronald DePinho, professor of cancer biology and president of the University of Texas MD Anderson Cancer Center.

«These findings tell us that sleep likely impacts memory processes but that it might also impact how people search through a lineup, and those search strategies might be a critical factor when the perpetrator is not in the lineup,» she said.

«We know that PrEP is highly effective at preventing HIV infection, what we don't know is how much of an impact it will have at the population level considering the numerous behavioral strategies that men use to prevent infection,» LeVasseur said.

His comments yesterday are more accommodating of the impacts of greenhouse gases from cars, power plants and buildings, but they don't show an urgency to address the risks of rising temperatures, said Alex Bozmoski, director of strategy and operations at republicEn, a conservative group that supports taxing carbon.

And persuasion isn't the only strategy; just making vaccination easier — or harder to refuse — also can have an important impact.

Climate change and other stressors will not impact marine species and habitats equally everywhere; therefore, strategies for spreading the risk must be built into MPA network design.

When we started we didn't even know who those players were so I think a lot of the work of the CFC consortium has really mapped out who the players are, what are the molecular pathways that are involved in the course of disease, and we actually have invested significant effort into developing strategies and therapeutics that are going to take some time to develop and test but we think that we are well on the way to having in hand approaches that will have a significant impact.

Not only do certain foods improve alkalinity, but certain lifestyle strategies can also have a powerful impact.

It's not a bad strategy, but Ben Bruno warns that undereating on off days can negatively impact recovery.

They're bundled here per the boutique line's new Dual - Format Edition strategy for combatting the decline in physical media sales with cost - cutting that doesn't dramatically impact customer satisfaction.

While the movie does all of its characters the favor of not condescending to them or their perspectives — a Bible Study group that might have been played for snickers is accorded, at the very least, a neutral view — its strategy of withholding both particular characters and information about their actions (the mine supervisor played by Josh Lucas doesn't show up until a half hour or so into the picture), while perhaps looking attractively, insinuatingly oblique on paper, has on the screen the general effect of blunting potential emotional impact.

But because of variations in method, sample, and context from study to study, the previous body of literature has not provided a decisive answer regarding which strategy, at scale, has the biggest impact per dollar.

She doesn't settle for page - turner learning, instead designing strategies that combine the formal and informal, social and collaborative, that impact and transform people and organisations.