Sentences with phrase «of building business credit»

Another important part of building business credit is maintaining pristine public records.

The process of building business credit for an LLC is the same as that of most other businesses, starting with the need to obtain an EIN from the IRS.

The objective of building business credit is to have a business credit profile (similar to your personal credit reports) that is strong enough to get you the credit lines that you need right now and even funding that to grow and scale your business.

We'll walk you through the process of building your business credit and answer your questions throughout the financing process.

Once you have begun the process of building business credit it is important that you are diligent about paying your bills by or before their due date.

There are steps a firm can take to begin the process of building business credit on their own, but in order to be prepared for growth opportunities use our business credit building system.

I wanted a commercial equity line of credit at about 50 % LTV for the purpose of building business credit and possibly investing in another asset.

So instead of building business credit, I'm adding to my already sterling personal credit score.

Not exact matches

And as it turns out, working on improving your credit builds positive financial habits for the rest of your business, too.

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.

That includes doing market research, developing a business plan, building a team and seeking outside funding — all of which students will do for course credit.

When you first start your business, many third parties and creditors won't be willing to do business with your LLC or Corp, as the entity is brand new and probably does not have a lot of assets or hasn't built its own credit history yet.

As you build out your business, you'll be able to offer a wide range of payment options, including ecash and echecks, digital currency and traditional payments across a world of currencies, and credit and debit cards.

Entrepreneurs look to their business credit cards for all sorts of good reasons: to build up their business credit, to have flexible access to capital for a variety of purchases, and for a cash cushion in case of emergency.

Additionally, responsibly paying off this type of loan helps build good credit for your business.

«So in addition to building a credit record for the business and helping to separate personal and business expenses, business owners can generate a lot of extra value.»

One of the most important things a new company can do is build their business credit.

Mike Michalowicz, author of The Toilet Paper Entrepreneur, shares four tips on building business credit and improving your credit score.

He has leveraged his formidable personality and network into a diverse web of businesses, building and investing in companies as far - flung as asteroid mining, credit cards, hospitality, nutritional supplements, private equity, sports teams, 3 - D printed prosthetics, and, most recently, wealth management.

He estimates that approximately 25 % of all loans issued in Canada are to people with low credit scores, and while he believes people with higher credit scores will make up a growing proportion of Canada Drives» customer base going forward, he has built a business (and brand) around an ability to get that 25 % into cars.

Our website includes free educational resources to help business owners understand and navigate the three phases of building credit: pre-application, the application process and after the financing decision.

Only half of small - business owners strongly agree it takes time to build a strong credit application.

Regardless of your ultimate ability to garner funding through school grants, crowdsourcing or other alternatives, you will likely have to get your business rolling with minimal capital until you can demonstrate viable potential or build enough credit standing to warrant large - scale borrowing.

A secured business line of credit is a revolving credit option designed to help you build business credit with Wells Fargo.

On the topic of business education, the Gallup study showed that African American, Asian, and Hispanic business owners were more likely than business owners in the general population to be extremely or very interested in learning how to build a strong business credit application, choose a credit product, and develop a business plan.

Doing the right things to build your business credit profile is one of the most important items you can take as small business owner.

If you don't yet have a bank account set up for your business, and if you are not yet building business credit, it will be wise to start if you suspect a future need for a line of credit.

Unlikely though it may seem, building your personal credit score is one of the first steps to building a credit history for your business.

Once you get a business credit card, use it regularly to make business purchases and pay the bill on time — ideally in full — to build a history of using it responsibly.

If you get a small - business loan, line of credit, or trade line from a vendor who reports to the business credit bureaus, that also helps build your business credit.

A great understanding of how credit works likely isn't the reason you became a small business owner, but it will certainly help you build a successful business.

And unlike merchant cash advances, we build your business credit and deduct fixed daily or weekly payments, rather than a batch percentage of your sales.

Building your business credit profile during the first few years of your business should be a priority.

Many business credit cards report your transaction history to the business credit bureaus instead of the personal credit bureaus, which is important for business owners interested in building their business credit and protecting their personal credit.

As a small business owner, you don't need to be a credit or finance expert, but in today's world, it's critically important that you have a strong foundation of credit knowledge and are vigilant in your efforts to build and maintain a strong profile.

While it may sound overly simplistic, regularly reviewing your profile is one of the most important steps to help you build a strong business credit history.

Not too long ago we invited a group of small business experts to a Twitter chat to answer questions about how business credit works and what you can do to build a strong business credit profile.

Using your personal credit doesn't do anything to help you build a strong business credit profile; and the higher balances (increasing the ratio of available credit to the credit used) may even hurt your personal score.

Unlike some other lenders, OnDeck reports your business credit history with us to a number of business credit bureaus; so long as you make timely payments, that positive credit history helps your business build a strong profile.

In particular, Dan Phillips (C - Founder & CEO), Joe Kinsella (Co-Founder & CTO) and Larry Begley (CFO & one of the first institutional investors while a GP at.406 Ventures) deserve tremendous credit for the team they've assembled and the business they've built.

The lender will report the timeliness of your payments to Experian, which can help build your business credit.

More and more, entrepreneurs understand the importance of building strong business credit.

You can build your business credit by asking creditors and vendors, and even the landlord of your retail property.

The second piece of advice for building good business credit is to make sure you have accounts reporting to the various business credit agencies.

Using a line of credit allows you to build a positive business credit history as you use the line and make the payments on time.

Of all small business financing options, this is a great option for new businesses who haven't had a chance yet to build up their credit.

In the years immediately following these problems, credit outstanding grew more slowly than nominal GDP and, in a number of countries, fell in absolute terms as businesses and financial institutions sought to correct the excessive debt positions built up during the 1980s.

This provides a lot of credit to the economy, which in the short - run, encourages growth, as businesses borrow to build supply, and consumers borrow, which temporarily boosts demand.

That includes funding awards to boost entrepreneurship in communities, the Business Smart Toolkit from the U.S. Small Business Administration and the National Association for Government Guaranteed Lenders — which will assist new entrepreneurs in building a credit - ready business — and the expansion of the The Innovation Corps program, which provides entrepreneurship training for scientists and enBusiness Smart Toolkit from the U.S. Small Business Administration and the National Association for Government Guaranteed Lenders — which will assist new entrepreneurs in building a credit - ready business — and the expansion of the The Innovation Corps program, which provides entrepreneurship training for scientists and enBusiness Administration and the National Association for Government Guaranteed Lenders — which will assist new entrepreneurs in building a credit - ready business — and the expansion of the The Innovation Corps program, which provides entrepreneurship training for scientists and enbusiness — and the expansion of the The Innovation Corps program, which provides entrepreneurship training for scientists and engineers.

Explaining how the supplier's credit facility was going to run for interested individuals and businesses, Mr. Asare - Adjei said the projects will have to be built on turn - key basis and will require local investors to provide at least 15 per cent of the investment required before credit facility will be available to them.