Sentences with phrase «need of a business plan»

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Kaiser Permanente is made up of multiple branches to handle a variety of healthcare needs and operates their health plans on a not - for - profit basis, with a mix of for - profit businesses and health centers mixed in to help subsidize the other parts of the group.

His market, the New York tri-state area, already has in place many of the provisions included in the health - care overhaul, including a provision that dependent under the age of 30 need be eligible for family coverage, and he's seen rates continue to rise over recent years, making him skeptical of the plan's ability to hold costs down for small businesses.

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.

«Tom's is a great example of a business build with social responsibility in mind from the onset,» Longoria states, «To create a full - circle social business plan, social consciousness needs to be in the DNA of your company.»

When you have a great new business idea or have thought of ways to profit by expanding an existing business, accessing the right finance you need to make the step is as important as making sure your plan works.

Nonetheless, the need for a reliable vehicle, licensing, permits, sanitary conditions, a business plan, and startup money are quite similar to the requirements of a mobile - food business.

Dig Deeper: Choosing the Limited Liability Company as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership of the company with employees may need to consider making the switch to an S corp sooner rather than later.

Is the market you plan to start your business in need of your product or service?

Depending on what kind of business you plan to run, you need a steady stream of new customers coming in, which means you need to know where you're going to find them.

The article 4 Ways to Protect the Reputation of Your Small Business Online mentioned to best protect your online reputation you will need to do some research and planning.

There are any number of reasons why you need to create a business plan, including starting a business, seeking funding and more.

You need to know every detail of the business to give the accurate impression that you are the go - to person for anyone planning a wedding.

Showing that you know the state of the market and understand what you need to do to succeed is critical in a business plan.

One of the most important things that a business network needs to have in place is a strong cybersecurity plan.

The new service speaks to eHarmony's need to diversify as IAC / InterActiveCorp bulks up ahead of the planned public listing of Match Group, which will hold the company's dating businesses.

And if you need to cobble together multiple plans to insure for greater risk, you at least can take comfort from knowing that there are dozens of companies that might be interested in doing business with you.

Last year, women made up more than half of newly appointed HR executives, a role that's typically responsible for ensuring a company can acquire and develop the staff it needs to execute the larger business plan.

Depending on your business and what you intend to use your plan for, you may need a very different type of business plan from another entrepreneur.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to fiveBusiness plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five yeplans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to fivebusiness does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five yeaPlan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five yeaplan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five yeaPlan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five yePlans (revenue projections for three to five years).

Every responsible entrepreneur needs to have a business continuity plan to address not only terrorism but also threats of terrorism.

Instead of spending your time creating an elaborate business plan or relying on a focus group, entrepreneurs need to continuously test their business ideas and be willing to adapt quickly in order to stay competitive.

Here are some areas of how you need to approach your business continuity plan as you aim for increased viability and defense against the unknown.

Don't create an elaborate business plan full of descriptions and extra data until it's needed for a specific business reason like providing it to partners, investors, bankers, vendors or allies.

But the cold, hard facts are that none of us will be running our businesses forever, and we need to plan for that inevitability.

Here is my edited summary of their ten principles, which might just convince you that you don't need a business plan at all, or at the very least, will help you write a better one later:

As an online business owner or potential startup, one of the major documents you will need to write to monitor your business and to get funds from potential investors is your business plan.

If you're a first - time entrepreneur with a business idea, you probably need to do a lot of research and planning before you're able to persuade anyone — banks, angels, friends or family members — to give you funding.

In many ways, it is also the ideal opportunity for first - time entrepreneurs, giving them the help they need to avoid common pitfalls of start - ups, guiding their business plans and helping them succeed.

Your design plans need to fit with your existing business and how you spend the majority of your work time currently.

What entrepreneur hasn't been told of the need for a written business plan?

If you're starting or running a business, you'll need to know this list of essential business planning words.

Each of these elements needs to be examined from the funding of the plan to the point where the business begins to experience a continuous income.

Writing your business plan isn't busy work or a luxury; it's a vital part of the process of starting a business and arms you with information you need to know.

In order to project market share over the time frame of the business plan, you'll need to consider two factors:

If you have big aspirations and are looking for ways to turn your great idea into a tangible business model that's run out of your home, you need a plan.

«After Hurricane Harvey, it became apparent that we needed to create a more comprehensive and formalized disaster recovery plan suitable for a small business — not a typical cookie - cutter disaster plan,» Nick Bednorz, CEO of Comensure in Houston, said via email.

I hope that it never comes to this, but understand the business reality of needing to plan for every possible eventuality.

In order to develop the overhead expenses for the expense table used in this portion of the business plan, you need to multiply the number of employees by the expenses associated with each employee.

Within that space, you'll need to provide a synopsis of your entire business plan.

Your management team needs access to everything,» says Akira Hirai, managing director of business plan consulting service Cayenne Consulting.

To obtain financing for a new business, you may need to provide a projection of the balance sheet over the period of time the business plan covers.

How to Save on Taxes One of the first questions you need to determine is whether you need to enlist the help of a professional to handle your business taxes — and help you plan in advance so that you can take advantage of certain deductions.

A startup by contrast doesn't have that stockpile of market experiences to help them accelerate the pace to the right answers, hence they need a much more comprehensive business plan outline to help them ask those early and important questions to get the ball rolling.

One of the hard lessons many small businesses are learning after the devastating impacts of Hurricanes Harvey and Irma is that a disaster plan is essential — even if you think you'll never need to use it.

Just as you needed a plan to get into business, you'll need a plan to get out of it.

When talking to potential funders, smart small business owners ask for more than they need and, in a pinch, they have a plan of attack for securing last - minute loans.

David Rudofsky, founder of Rudofsky Associates, a business financial and strategic planning consultancy in Sleepy Hollow, N.Y., says this is a smart way for qualified businesses to «get the money they need quickly and without giving up equity.»

Insurance preparations need to be made in the early stages of crafting your business plan.

Debt, in and of itself, is not a bad thing — it can help you expand, grow, and develop your business, but you need to have a plan to pay it back.