Sentences with phrase «of a cost cutting 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.

While I went cash only for all of my expenses (besides fixed costs), another option is to just use this strategy for areas you're trying to cut back on.

Shares in iron ore hopeful Sundance Resources were stripped of half their value after the company announced an aggressive cost reduction strategy that includes job cuts and a reduction in board size and remuneration.

Forward - thinking merchants of all sizes around the world are glomming onto the hot Bitcoin payments trend, many of them to cut costs and boost their bottom line, says Adam White, director of business development and strategy at Coinbase.

During most MBA programs, business school students read numerous case studies, evaluating the strategies of many different kinds of companies, analyzing the cost of bringing new product lines to market and novel methods to cut expenses.

Early responses from the survey suggest that 46 percent of employers would take steps to cut costs with new strategies such as high - deductible health plans - which shift the burden of initial medical costs to patients, but have lower monthly premiums.

The American legend had tried a number of turnaround strategies and cost - cutting efforts in recent years, but the company — which since 2004 has reported only one full year of profit — ran short of cash.

For Trajano, those outlets form the backbone of his digital strategy, putting inventory closer to consumers and cutting the cost of storage and order processing.

However, even this strategy has skeptics.324 While established brick - and - mortar retailers like Target have tried to lure online consumers through discounts and low delivery costs, 325 Amazon remains the major online seller of baby products.326 Although Amazon established its dominance in this market through aggressive price cutting and selling steeply at a loss, its actions have not triggered predatory pricing claims.

In fact, the pressure on Savvides could well switch quickly from his apparent lack of willingness to cut costs to the far more important question of whether or not he has the ability to execute a strategy of integrating health insurance with health services.

Despite weak same - store sales growth, the company's strategy of refranchising and cutting costs along with falling food prices have lifted profits.

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».

Spitzer took issue with Cuomo's strategy of putting health care players with a vested interest in the Medicaid debate — namely GNYHA and SEIU 1199 — onto the redesign team that hashed out a reform and cost - cutting strategy that included sweeteners for the industry (the indemnity fund, living wage) in exchange for accepting spending cuts.

On one hand neither cutting costs at the expense of productivity nor throwing good money after bad without getting any return are sustainable strategies.

The combined worry of cuts to housing benefit and the slashing of the affordable house building subsidy, coupled with the absence of a long term strategy, will be devastating for the housing aspirations of thousands of young people consigned to increasing costs and bringing up their future families in an insecure private rented sector.»

I think an instruction to have make the fresh students day students is only a tricky strategy by government to cut down the number of boarders who will need to be provided 3 meals a day, hence cutting down cost.

The change was a response not just to cost - cutting strategies but also to the availability of large numbers of highly skilled scientists unable to secure permanent jobs.

The gamified system increased cooperation and productivity, resulting in a larger number of ground shipments, giving the company greater profit margins and allowing the cooperative to charge 2 % to 4 % extra for a commodity item (paper cups) to Starbucks due to increased efficiency of Hugo's gamified IT system.Hugos was able to achieve through gamification what Michael Porter, a leading authority on competitive strategy, advocates is the purpose of a business strategy: to increase profits by cutting costs and / or rising the price of your product or service.

Some of their strategies focus on cutting costs in the nuts and bolts of district operations, such as transportation, purchasing, and maintenance.

For example, Sodexo, a hospitality company that provides food services in 80 countries, instituted the Spirit of Mentoring program in 2004 with the aim of «establishing a diverse pipeline, developing leaders, aligning resources and strategies, driving organizational culture, and cutting costs.»

[singlepic = 68,320,240,,] South Korea has got the new Chevrolet Cruze even after recent reports that GM had delayed launch of new products as a means of cost - cutting strategy.

South Korea has got the new Chevrolet Cruze even after recent reports that GM had delayed launch of new products as a means of cost - cutting strategy.

It is reported this production strategy cut two years off of the development period of the Karma and saved Fisker Automotive some $ 600 million in development costs.

An example of cutting the costs of quality book cover design is the strategy that Merrill Clark used to obtain a quality cover for his recent self - published book, How Your Small Local Business Can Get More Customers on the Internet.

It is possible to have the best of both cost - cutting worlds and combine a no - load sales structure with a passive indexing strategy.

To cut a long story short, this uncertainty argues for a strategy of relatively cheap measures done right now (the longer we leave it the higher the cost / effectiveness ratio), while also spending a little on preparation (especially technology research) for radically more disruptive measures in case they ever turn out to be needed.

Beyond Petroleum was a failed corporate strategy that resulted in heedless, dumb cost - cutting that put profits losses ahead of people and the environment.

Such clerking is the use of an obsolete strategy: «cutting costs by cutting competence.»

It makes for worrying reading: women are disproportionately affected by the cuts; the practical ability to protect children is more limited due to lack of access to representation; minor financial savings in prison law outweigh the human costs to reform and, all the while, the Government appears to lack any coherent data collection strategy to measure the wider impact of regime.

Relying heavily on of a single strategy of raising rates or cost cutting will produce limited results and may even hurt profitability.

(3) changing the strategy for reducing the cost of electronic discovery and admissibility proceedings, from the current «cutting costs by cutting competence» strategy of ignoring ERMS technology — the inadequate competence of case law to provide accurate results — to a strategy that does not deny the nature and dangers of the technology upon which such proceedings are based;

We are also committed to reducing client costs, through early resolution strategies and smart use of cutting - edge litigation technology.

Such services are based upon a strategy of «cutting costs by cutting competence» — the competence of the person who provides the service.

And such strategy of «cutting costs by cutting competence» will never solve the problem.

wouldn't tell the public that the problem is not the Law Society's problem, as in effect it does; (15) LSUC's website wouldn't state that lay benchers «represent the public interest,» which is impossible now that we are well beyond the 19th century; (16) CanLII's services would be upgraded in kind and volume to be a true support service, able to have a substantial impact upon the problem, and several other developed support services, all provided at cost, would together, provide a complete solution; (17) LSUC's management would not be part - time management by amateurs - amateurs because benchers don't have the expertise to solve the problem, nor are they trying to get it, nor are they joining with Canada's other law societies to solve this national problem; (18) the Federation of Law Societies of Canada would not describe the problem as being one of mere «gaps in access to legal services» (see its Sept. 2012 text, «Inventory of Access to Legal Services Initiatives of the Law Societies of Canada» (1st paragraph), (19) LSUC would not be encouraging the use alternatives to lawyers, such as law students, self - help, and «unbundled, targeted» legal services, as a «cutting costs by cutting competence» strategy; and, (20) it would not be necessary to impose an Ontario version of the Clementi Report (UK, 2004) that would separate LSUC's regulatory functions from its representative functions, to be exercised by separate authorities.

In both cases, the use of non-traditional staffing has proven to be the leading strategy for cutting costs and increasing profitability.

The required solution is not the law societies» present promotion of alternative legal services which are for the most part, administrative agencies based upon a strategy of «cutting costs by cutting competence,» i.e., the necessary competence of a lawyer.

This strategy protects most consumers from the impact of the federal government cutting off CSR funding, since it ultimately just results in larger premium subsidies (premium subsidies are based on the cost of the second - lowest - cost silver plan in each area, so as silver plan premiums rise, so do subsidies).

The best strategy to cut the cost of auto insurance is to get multiple quotes from Trusted Choice Independent Insurance Agents.

One of the most common strategies you will find from research regarding cutting home insurance costs is to increase your deductible.

Families can use lots of different strategies to cut costs, from driver's ed programs and contesting traffic tickets, to safe car and safe driver discounts, but a lot of cost cutting for Bradenton insurance also involves shopping around regularly to see what's on offer in Bradenton and Manatee.

As a result, Apple has moved to a strategy of aggressively cutting costs.

If you helped an organization save a percentage of money through some cost - cutting strategies, mention the percentage.

Furthermore, I excel in leading all phases of multimillion - dollar capital projects while continually identifying and pursuing strategies to cut staff, operational, and energy costs.

Led the Xbox Compliance Lab team of 55 through operating cost cutting measures and performance enhancing strategies.

The business world is seeing greater numbers of employers relying on employee referrals and internal hiring of current interns over campus recruiting - strategies that significantly cut down on company recruitment and training costs.

Strong leadership skills, high regard for excellence, results - driven business executive with more than 6 years of expertise in management operations, operations strategies, customer service, client management, invoice preparation and billing, budget preparation and management, customer service, client management, invoice preparation and billing, proven methods and technology to cut costs, streamline operations and increase...

Comprehensive knowledge of buying and alternate buying strategies of corporate and government sector * Familiar with cost - cutting strategies as well as state and federal laws pertaining to acquisitions and procurements * Extensive knowledge of acquisition planning contract administration pricing analysis and negotiations * Possess excellent presentation and communication skills * Familiar with budgeting guidelines and Gener...

* Expert in development and implementation of high - volume recruitment strategies to cut cost and time - per - hire ratios.

Spa Director — Duties & Responsibilities Lead through example with consistent work ethic, attitude, and professionalism, executing spa and salon administration functions, overseeing sales and marketing operations, and implementing cutting - edge industry techniques and trends Collaborate in all phases of strategic planning with other members of management team, including product inventory control, marketing and sales strategies, product and service offerings, client service, event coordination, and area competition Provide continuous assessment of key markets, potential customers, and capital utilization, while furnishing oversight and guidance regarding policies and procedures, budgets and financial forecasts, and client experience considerations Perform needs - based and situational assessments of policies and procedures to improve operational efficiency, manage and reduce costs, promote both employee and client satisfaction, and deliver a luxurious experience to high - profile clientele Identify and utilize talent among team members with focused training efforts, targeted professional recruitment, continued supervision of 40 staff, and the promotion of a performance - based environment leveraging individual talents for group benefit Develop and supervise support staff to aid in effective sales, marketing, and service operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion, including newsletter and article distribution Ensure effective execution of all administrative, HR, and financial aspects of business management, while analyzing and presenting important information to executive staff, stakeholders, and other relevant parties Address key client and management queries and resolve them in an expedited manner, promoting sustained revenue growth through client retention, referral generation, and the leveraging of cross-sales opportunities Create and implement firm marketing and sales strategies while tracking performance versus internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of products, services, techniques, and relevant tools, while committing to continued advanced technical education with respect to complex spa, salon, and fitness concepts and studies Act as a liaison between clients, vendors, sales and support staff, and other management partners to facilitate information flow and drive operational efficiency