Sentences with phrase «need over the business»

How much control do you need over the business?

Not exact matches

Systems are very important, however, the first thing we would do when taking over a business would be to understand its Human Capital - we need to know what type of people we have in the organization.

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.

Our business TidyClub.com has customers all over the world and as we continue to grow and the need to find further capital becomes apparent we are seriously considering moving the business to other jurisdictions to find better terms.

«In the House, a freestanding DACA bill, well you know what it looks like over there, and that's why I think that we need to be very open to however way we can accomplish this,» Democratic Sen. Mazie Hirono told Business Insider.

Still, if you're going to be in the capital raising business you need to get over it.

Over the years, you've been a vocal advocate for getting Canadians to address various business challenges, including the need to go global and the skills gap affecting the labour force.

If your business needs to buy its facility, your initial costs may be high, but the building's cost can be financed over a long - term period (15 to 30 years).

At just over $ 7.8 million in annual revenue, Buffer was averaging closer to $ 122,000 per worker this past fall, which the company needs to improve, says Carol Coughlin, founder of BottomLine Growth Strategies, a financial adviser to small and medium - size businesses.

Whether finding a great co-founder, who has complementary skill sets (in my case, an old friend I met at theater camp over 20 years ago), or picking your executive team exclusively composed of «A» players (who you can alternately delegate to — or be inspired by), you need a bunch of great teammates to be successful when creating a new business.»

Over time, however, it will need be done by business professionals who are well - versed in the specific skills.

Startup founders wear lots of hats in the beginning, but as the business grows, you'll need to bring on employees with specialized talents and relinquish control over the tasks you hired them to do.

Chen recommends that businesses invest in VoIP over Wi - Fi at this point only if there's a clear need for it, your network can handle the added traffic and you can live with its current shortcomings.

While users may drool over the thought of disputing their cell phone bill via Messenger instead of on the phone, Facebook needs to make this conversational platform feel like a win for businesses, too.

While a lot has changed in the business world over the past several decades, the fundamentals of building a strong business have not, Branson notes: «The principles are the same and still fit what I am good at: finding markets that need shaking up, coming up with ways to make people's lives better, then finding brilliant people to bring it to life.

And while you might think you have nothing in common with Brian, think again: he took over the family business from his father (who took over from his father, the legendary Bill France, Sr.), needs to balance the needs of current customers while making smart changes to his product, must constantly work to build better relationships with partners, and must constantly revamp digital and social offerings and strategies to communicate with customers the way they want to engage.

Another good example is Johnson & Johnson, a global organization with employees all over the world, who realized that they needed culturally relevant and appropriate content for distance learning and training that would make sense to each specific region of the world in which they do business in order for their employees to truly feel connected.

As businesses evolve over time, it's important to examine whether your human resources and staffing model is optimized in support of your current and future needs.

All this is done through Voice over Internet Protocol (VoIP) and small businesses need to get on the train because it is leaving the station.

«There are over 12 million small businesses using Facebook, and if you do the basics of updating your page, it is a low - cost, rich visual presence in mobile without needing a mobile website,» says Matt Idema, the director of monetization product marketing for Facebook, who focuses on small businesses and their use of Facebook pages.

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

To make your business better than your competition, you also need to learn the tactics and strategies your opponents use so that you can do it better to win over your customers.

So, to create a sustainable business that succeeds over the long term, you need to ensure clients want to work with you and proactively seek you out.

The top three IT problems: low - performing hardware (46 percent), out - of - date hardware (37 percent), and unreliable hardware (23 percent) The most needed upgrade: Faster processors, cited by over a third (35 percent) of businesses.

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.

Sinek, best known for his book, Start With Why, said that current consumer - minded business models that prioritize the needs of customers over people within the organization are outdated, having first been adapted in the 80s and 90s.

For instance, business may be done over greater distances and more quickly, oftentimes with a lot less capital needed to start running.

Over time, these insights can help SMBs create stronger businesses that are more focused on the needs and wants of their customers.

«Working on the business means you're developing the next generation, engaging them, helping them get the kind of skills and capabilities that they need to take it over,» says Sage - Hayward.

You need to hire a couple of people who will just obsess over part of the business and take it to ground.»

After raising significant funding a few years ago as a 20 - year - old, the company needed to take a drastic shift over the past year to revive a struggling business model.

American families, on average, buy the same 150 products over and over again, which make up 85 percent of their household needs, according to research out of Harvard Business School.

One of the most recognized names in small business accounting, QuickBooks offers both desktop and online versions (depending on the needs of your company and the experience of your team members), you may prefer one over the other.

The debate will continue over whether protected classes need to be expanded under the 1964 Civil Rights Act, and whether those expansions are worth the legal and regulatory costs to business associated with them.

As Republicans and Democrats lock horns in Washington over tax thresholds, small business owners say they just need some clarity.

What's more, the majority of small - business owners are planning to sustaining or growing their business over the next year, and 31 percent plan on hiring more employees, while 56 percent anticipate their staffing needs will remain consistent.

The approach has small business written all over it: You don't need an IT staff to set it up, you don't need a receptionist to direct calls, and the best part is that you'll never again see (or pay) the PBX man again.

Over the next year, this business will need in excess of $ 100 million to take it to where this industry is going, and we just can not play in that league for that amount of capital.

Your three - year plan should become a living, breathing document of what the business is all about, what needs to get accomplished over the short and long term.

If you want to be successful in business, you need to welcome your competition with open arms — just don't let them walk all over you.

Not only do you need enough miles to make an upgrade a possibility, you probably have to be one of the airline's top customers (Bagshawe told Bloomberg she flies over 100,000 miles each year), aviation analyst Henry Harteveldt told Business Insider.

Businesses need to evolve culturally, promoting an ethos that rewards «yes, and» - style collaboration over negative competition.

If a business does come under attack by a troll threatening a lawsuit over potential patent infringement, the business owner needs a less costly way to fight back.

If you've won multiple awards, sure put them all up, leverage them all, but the latest award is the most important one and if it has been way too long since winning an award, I think you need to get a little creative and call yourself an award winning business, but don't have the award logo and the year you won it plastered all over your website and promotional material.

It was only a little over a year ago that Dropbox finally made DfB a priority, even though it was clear before then that it needed that extra push from business customers, according to a former employee.

For the company going after crowdfunding it means calculating how much money it needs to procure a bunch of inventory, reward its early backers and still have enough left over to get a jump start on a real business.

When you have a business that fulfills a need rather than a desire, you have to prove your value over the competition.

And when you run a business, especially if it's a multinational with offices all over the world, you'll need to make time to build those relationships face - to - face.

There is no need for going to business trips all that often, as much of the communication can be done over the internet more quickly, and at a lesser cost to both the company and to Mother Earth.