Sentences with phrase «of doing business with others»

To help assess the risk of doing business with others.

Not exact matches

And with good reason; millions of entrepreneurs and businesspeople have embraced the idea that carving out a slice of an existing market can certainly be effective, but finding new opportunities — finding blue oceans — is even better, since those gains don't have to come at the expense of other businesses or other people.

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.

Developers also have a choice of business models — they can sell their products at console - like prices or give them away like Blot is doing, with an eye to generating revenue through micro-transactions or other methods, such as merchandise.

The House and Senate Small Business Committees should assign staffers to benchmark what has been done to reduce the regulatory burden in other countries, with the goal of copying the best initiatives enacted elsewhere.

The idea behind the campaign is to engage and work with lawmakers in Washington, D.C. — as well as those in other states — to get them to start listening to small business owners, and do something about reversing this tide of increasing regulations.

Melody Biringer, founder of the CRAVE company appeared on the Small Businesses Do It Better Show, episode 3 (watch the show on Ovaleye.tv) on Connecting with Other Businesses to Grow Your Own.

Topol pointed out that currently there's a ton of «information blocking» going on by health providers that don't» want to share data with others for fear of losing their patients (i.e. business).

Find people who are familiar with the market, the business model, and any other players; people who have been there, done that, and can give you insight and perspective that you may not have thought of on your own, or only come to understand after hours of research.

«I think the main difference between Irish cities and other cities is that people genuinely do welcome people with open arms in terms of business, networking, and relationships,» observes O» Reilly.

Staff said partnering with a ski hill or local vineyard could chip away at Getaway's unique mission of helping guests disconnect and recharge, and he said doing so would make Getaway just another «business like so many others.»

There was little accountability, he adds, and many of the small businesses using the free space didn't participate in events to share advice with other entrepreneurs.

Rosekind, the scientist who studied the benefits of naps and developed a «fatigue countermeasures» program for NASA, put it in terms business people can understand: «Which person do you want on the job, the one with 34 % better performance [after a nap] and 100 % more alert — or the other guy?»

With an early success on its hands, Econet is staking much of its future growth in Zimbabwe — and other African countries in which it does business including Nigeria, South Africa, and Botswana — on non-voice revenues that come from programs like EcoCash.

When consumers and the financial industry do come on board, the Committee advises regulating it much like other financial services products, like supervising bitcoin exchanges with «requirements for business continuity planning,» and «a forum for fraud prevention and disclosure of bitcoin's risks and costs.»

The most useful mental models and rules of thumb, in other words, are often dead simple, which is why an interview Adam Bryant of The New York Times did with Dropbox co-founder and CEO Drew Houston earlier this year is so helpful (hat tip to Business Insider for the pointer).

Through the work I've done at Growth Everywhere, I've been lucky enough to chat with notable entrepreneurs such as Jason Lemkin (founder of Echosign, which sold to Adobe), Mark Organ (co-founder of Eloqua, which sold to Oracle) and others who are constantly pushing the boundaries of business success with their own companies.

The following year, EMC bundled up Pivotal Labs with others parts of its business and spun it out as Pivotal, an independent software and services company that at first was not quite sure what it was supposed to do.

«We wanted to make sure that our own country was part of the conversation about global health issues in two ways — one, making sure that we're not thinking of it as issues that affect other people that don't have anything to do with us, but also acknowledging that we can learn so much from what has gone well or new models that are effective in other countries,» Bush tells Business Insider.

So no matter what your field of business is, try thinking of one feature your company should focus on and don't mix it with any other features.

If so, you may be doing something wrong, according to Victor Green, author of How to Succeed in Business by Really Trying, and a serial entrepreneur who's launched several successful companies and spent the past 15 years consulting with other entrepreneurs.

Even in the earliest days of the business, we focused on doing a lot of partnerships with other brands and influencers.

Employees are a major component of any business and while being self - employed means you don't have to worry about recruitment of others; small businesses will be faced with the issue sooner or later.

Disclosure: Bill George does not own any of shares of Starbucks or Siemens, nor does he have any other business relationships with the company.

Is Scotiabank preparing to launch a mobile wallet in partnership with Digicel in some of the 29 other Caribbean and Latin American countries in which it does business?

We do this not only because there is a lot of competition in our business, but because we want to make sure these customers come back, refer other people and feel secure with their decision.

«in connection with» the business if the space is a separate structure from the residence (e.g., a barn or detached garage) Q. Supposing that I meet this criteria, what other home expenses do I need to keep track of?

While state law did not allow retail to integrate with businesses in the other two areas, many cultivators merged with producing operations, attempting to skip one level of taxation.

In no other industry do small - business owners sense the same degree of competition with Amazon.

The most effective way to do that, he adds, is by working with other firms based on the ground; Kinova leverages a network of distributors around the world to better convey its brand message, conducts business according to local customs and — crucially — does it all in local languages.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

Then Casale, with her husband and business partner, Dave Croton, will take you under her wing for a one - to three - day «vacation» of baking, pricing, taking inventory, and other ins and outs of the business It costs roughly $ 1,000 for one of these vacations, and they don't include spa treatments.

Eurasia Group's Chairman Cliff Kupchan said in a note Wednesday that the agreement is unlikely «to survive President Donald Trump's first term in office» and that the «re-imposition of U.S. secondary sanctions» — the sanctions that prevent other countries from doing business with Iran — is likely.

According to CNBC, Apple claims Qualcomm charges five times more for its patents than all of the other licensors it does business with combined.

What the console industry doesn't want to have happen though is to be taken by surprise, where customers get ahead of the curve and hand their business over to other players almost entirely, as happened with the music industry and the rise of Apple.

Rene offers one other piece of salient advice for companies trying to win business abroad when they're competing with local firms: don't coast.

Small - business owners «are having to do a lot more digging to find the opportunities, and since the opportunities are fewer, they have more competition with other small businesses,» says Julie Weeks, an American Express research advisor and author of the report.

Bruno Pavlovsky, chairman of Chanel's fashion business, said the brand had been working with the tannery for 30 years and would continue to supply rivals as other Chanel suppliers already do.

Krupa says the bank is hoping to win more business with existing clients, as well as close some gaps where it does some business with clients but not other bits of business.

Plenty of other recent psychological research has suggested that short bursts of mindfulness are effective, which means that busy business people don't have to take days or even weeks out of their lives to get started with meditation.

It is, for example, completely inappropriate to send anyone but the CEO to an interview meant to inspire other entrepreneurs on creating a multi-million-dollar business with stories of how you did it.

Make sure as you grow your network that you keep in touch with them, gently remind them of what you can do to help them, steer other businesses their way that you know they can help, and be grateful when they hook you up with a good lead or an endorsement.

They don't have more hours in the day than other people, but they are more disciplined about setting and achieving goals, says Brad Sugars, founder of ActionCOACH, a business coaching service with offices in 34 countries.

Instead of buying into the «Moses myth» — venerating a small cluster of genius individuals with the power to part waters — companies can tap on design thinking to systematically build a bridge, according to University of Virginia Darden School of Business professor Jeanne Liedtka, «It's not one or the other — you can do both.»

«On the other hand, there's a difference between mere difference of opinion and doing business with people who you believe are guilty of real wrongdoing.

As the details of this plan become known, and as the political response builds from people who fear their taxes will be raised, and as they build a coalition with special interests who would lose out from other aspects of the proposal (like investors who do not like the proposed limitation on the deduction of business - interest expenses), this plan will become an enormous liability.

Participating in team sports can also teach control - freak entrepreneurs about the importance of entrusting others with important tasks, proving they don't have to do it all on their own to have a successful business.

Along with other rail companies, it's shipping more crude, frac sand and grain and it's doing more intermodal business — taking goods to another mode of transportation, such as ship or plane — than it has in the past.

I craved relationship, connecting with people and helping other small business owners to do what I had been doing, all of these years online in my Internet - marketing businesses.

Floored by her success and skeptical of the multi-level marketing (MLM) model, I was excited to chat with her about how she did it and her advice for other franchisees or MLM business owners.