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 it is
key to be aware
of the new
changes made by the CRA, it equally important for Canadians to look
at changes in their own life, and what that means for their taxes, she added.
Such risks, uncertainties and other factors include, without limitation: (1) the effect
of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any
changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels
of end market demand in construction and in both the commercial and defense segments
of the aerospace industry, levels
of air travel, financial condition
of commercial airlines, the impact
of weather conditions and natural disasters and the financial condition
of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization
of the anticipated benefits
of advanced technologies and new products and services; (3) the scope, nature, impact or timing
of acquisition and divestiture or restructuring activity, including the pending acquisition
of Rockwell Collins, including among other things integration
of acquired businesses into United Technologies» existing businesses and realization
of synergies and opportunities for growth and innovation; (4) future timing and levels
of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability
of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope
of future repurchases
of United Technologies» common stock, which may be suspended
at any time due to various factors, including market conditions and the level
of other investing activities and uses
of cash, including in connection with the proposed acquisition
of Rockwell; (7) delays and disruption in delivery
of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits
of organizational
changes; (11) the anticipated benefits
of diversification and balance
of operations across product lines, regions and industries; (12) the outcome
of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact
of the negotiation
of collective bargaining agreements and labor disputes; (15) the effect
of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect
of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect
of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act
of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability
of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition
of conditions that could adversely affect the combined company or the expected benefits
of the merger) and to satisfy the other conditions to the closing
of the pending acquisition on a timely basis or
at all; (18) the occurrence
of events that may give rise to a right
of one or both
of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee
of $ 695 million to United Technologies or $ 50 million
of expense reimbursement; (19) negative effects
of the announcement or the completion
of the merger on the market price
of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation
of their businesses while the merger agreement is in effect; (21) risks relating to the value
of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability
of United Technologies and Rockwell Collins, or the combined company, to retain and hire
key personnel.
The companies most adept
at change, innovation, and transformation all prioritize some mix
of the following
key factors:
«The
key is to be able to read statements under IFRS and understand that one
change occurred because
of a business
change while another occurred because
of an accounting
change,» says Anthony Scilipoti, executive vice president
at Veritas Research Corp..
According to a 2013 survey
of more than 22,000 business executives by the Katzenbach Center
at Strategy &, most leaders understand the
key point I just mentioned — that culture plays a critical role in achieving great financial performance - and successfully leading and managing
change.
And with looming leadership
changes at organizations
key to global health and development aid — the heads
of the United Nations, the World Health Organization, the Global Fund to Fight AIDS, Tuberculosis and Malaria, and the World Bank — malaria champions say the risk
of setbacks is unnerving.
A
key component
of the package is a requirement that fast food restaurants schedule their workers
at least two weeks in advance or pay extra for shift
changes.
In an interview on CNBC, Buffett called the
changes «part
of the movement toward succession over time,» saying Abel and Jain are «the two
key figures»
at Berkshire and «have Berkshire in their blood.»
«Our managers look
at three
key areas — passion, proven history, and an employee's willingness and ability to adapt to
change and take on new things,» David Stafford, chief human resources officer and executive vice president
of personnel for Michelin North America, told Business Insider.
These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop
at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost
of revenue or operating expenses may exceed our expectations; the mix
of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact
of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance
of our new or existing products; losses
of one or more
key customers; risks associated with our international operations; exchange rate fluctuations
of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance
of various types
of broadband services, on the adoption
of new broadband technologies and on broadband industry trends; inventory management; the lack
of timely availability
of parts or raw materials necessary to produce our products; the impact
of increases in the prices
of raw materials and oil; the effect
of competition, on both revenue and gross margins; difficulties associated with rapid technological
changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business
of natural disasters.
For example, the expected timing and likelihood
of completion
of the proposed merger, including the timing, receipt and terms and conditions
of any required governmental and regulatory approvals
of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence
of any event,
change or other circumstances that could give rise to the termination
of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or
at all, risks related to disruption
of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price
of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability
of Kraft and Heinz to retain customers and retain and hire
key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses
of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.
Rebecca Skvorc, SVP
of Finance
at Wave shares with Anthony Lacavera how she made the transition from a corporate environment into the startup world and her
key takeaways for anyone who wants to make the
change.
VICTORIA — Dan Woynillowicz, policy director
at Clean Energy Canada, made the following statement in response to the federal government's 2018 budget: «Today's budget announced support for implementing
key pieces
of the government's climate
change and clean growth plan, including putting a price on carbon pollution and extending tax support for clean energy.
Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or
at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact
of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid
change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact
of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits
of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain
key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure
of confidential and personal information;
Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or
at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact
of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid
change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact
of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits
of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain
key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure
of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers
of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management
changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice
of providing forward - looking guidance; potential charges relating to the impairment
of intangible assets recorded on BlackBerry's balance sheet; risks as a result
of actions
of activist shareholders; government regulation
of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological
changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.
Deutsche Bank WM is also pursuing a digital revamp
of sorts and the
change of leadership
at the very top
of the bank — John Cryan is out and former wealth management and commercial banking boss Christian Sewing is in — may bode well for the German lender, which has stated on record that it will focus on building its wealth management business in
key markets, including Hong Kong and Singapore.
Earnings / Macro Pulse: But if you look
at a couple
of key indicators we track: the «nominal surprise index» (this tracks a combination
of the Citi US inflation surprise index and the economic surprise index - giving a view on how the inflation and general economic data is turning out vs expectations), and the «earnings revisions indicator» (this combines earnings revisions ratio and the rate
of change in forward earnings).
Price action can
change at certain times
of the day, such as when
key major market hours overlap.
The Council's
key initiatives are aimed
at addressing present and future challenges facing the federation, in order to better meet the
changing needs
of Canadians.
Sandy Silver, Premier
of Yukon and Chair
of the Council
of the Federation, chaired the meeting
at which Premiers discussed several
key issues including health care and climate
change.
The Hillary Step is the
key bottleneck on the Everest summit climb and can often become a juncture where human life is lost dependent on two variables --(1) the number
of climbers concentrated
at the Step that either want to ascend or descend
at any one time, and (2) the
change in trend in the weather
at the top
of the mountain.
It concluded: «
At least for now, the
changing fortunes
of key cryptocurrencies are closely tied to the earning potential
of the leading cryptocurrency exchange sites through advertising.»
Examples
of these risks, uncertainties and other factors include, but are not limited to the impact
of: adverse general economic and related factors, such as fluctuating or increasing levels
of unemployment, underemployment and the volatility
of fuel prices, declines in the securities and real estate markets, and perceptions
of these conditions that decrease the level
of disposable income
of consumers or consumer confidence; adverse events impacting the security
of travel, such as terrorist acts, armed conflict and threats thereof, acts
of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread
of epidemics and viral outbreaks; adverse incidents involving cruise ships;
changes in fuel prices and / or other cruise operating costs; any impairment
of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount
of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion
of our assets pledged as collateral under our existing debt agreements and the ability
of our creditors to accelerate the repayment
of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in
key markets or globally; our inability to recruit or retain qualified personnel or the loss
of key personnel; future
changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price
of, or major
changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels
at different times
of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability
of attractive port destinations; pending or threatened litigation, investigations and enforcement actions;
changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.
At Key Stage 3 (age 11 to 13 +, Years 7 to 9) schools have to teach: that fertilisation in humans and flowering plants is the fusion
of a male and a female cell; about the physical and emotional
changes that take place during adolescence; about the human reproductive system, including the menstrual cycle and fertilization; how the foetus develops in the uterus, including the role
of the placenta.
Jeremy have been asking the holy spirit for his help with this and in regards to the lame man that Jesus healed I do nt believe that sin was the issue for him just like the blind man was it his parents or did he sin the answer was neither but so that God would be glorified.What was the sin that may have been worse for him.The two situations are related
of the woman caught in adultery the
key words being go and sin no more only two references in the bible and will explain later the lame man we see
at first his dependency on everyone else for his needs he cant do it he is in the best position to receive Gods grace but what does he do with it.Does he follow Jesus no we are told he goes to the temple and Jesus finds him now that he has his strength to do things on his own what his response to follow the way
of the pharisees that is what is worse than his condition before so he is warned by go and sin no more.We get confused because we see the word sin but the giver
of is speaking to him to go another way means death.Getting back to the two situations
of the woman caught in adultery and the lame man here we see a picture
of our hearts on the one our love for sin and on the other the desire to work out our salvation on our terms they are the two areas we have to submit to God.My experience was the self righteousness was the harder to deal with because it is linked in to our feelings
of self worth and self confidence so we have to be broken so we are humble enough to realise that without God we can do nothing our flesh hates that so it is a struggle
at first to
change our way
of thinking.brentnz
Creative writing in schools gets very mixed treatment: while it is privileged
at key stage 2 and, to a certain extent,
at key stage 3, it usually receives less attention
at key stage 4 and almost none
at key stage 5 (though there are signs
of change here with a renewed emphasis on recreative writing as an A Level coursework option).
«That's the real
key to our success, the fact that we're hands on and that our goals haven't really
changed concerning our long - standing commitment
of providing the best products and service
at a great value.»
These adjustments, coupled with a
key executive
change at Ballast Point and the purchase
of Florida's Funky Buddha Brewery, are all part
of Constellation's renewed focus on the craft beer category — something it wasn't participating in until it purchased Ballast Point in late 2015.
Speaking
of CFB's
changing approach, Casella, a member
of the new Australian Grape & Wine Authority board, said the industry had neglected
key areas
of the market and needed to do a better job
at promoting itself: «Australia has a job
of rebuilding its image.»
Grace Boyle, chair
of the student union's Love Veggie society, played a
key role in Ulster's adoption
of MFM by starting a petition to gather support for the move, because
of a lack
of meat free and vegan options
at Ulster, and because the university does not formally acknowledge that the meat and dairy industries are major contributors to climate
change.
David Olivier, a postdoctoral research fellow
at the Global
Change and Sustainability Research Institute, University
of the Witwatersrand, on why social networks are a
key spinoff
of urban farming
... The kosher community rises to the challenge
of helping Jewish poor this past Passover... Chicago's kosher scene to experience reset as Hungarian Kosher
changes hands... Kosher caterers are a
key part
of the lucrative Passover resort program... Kosher options expand in Las Vegas... Record number
of ads placed in pre-Passover blitz... In My Sixth Sense, I look
at spending Passover
at a luxury resort... Eda Kram in her New Product Showcase covers new Olive Turkey Breasts.
United are in the perfect position to chop and
change as they sit 12 points clear
at the top
of the Premier League, allowing Ferguson to rest several
key players against Norwich before their decisive Champions League last 16 second leg encounter with Real Madrid on Tuesday.
Antonio Conte is preparing to make major
changes to Chelsea squad over the next two windows according to the Mirror, including the removal
of many older
key players that are lingering
at Stamford Bridge.
Luiz was a
key part
of Chelsea's title - winning squad last season, but the Blues have not looked as convincing
at the back lately, prompting Conte to make a big
change for the visit
of United.
Obviously trades can
change all this, but there's a lot
of teams where it just doesn't make sense to make a run
at Seguin, a lot
of teams that are no closer to winning than we are, and a lot
of teams with
key guys
of their own to sign that summer.
A club run by joe Lewis lol when was the last fuking time Spurs won a trophy give it a fuking rest Wenger has won more trophies then spuds in their whole fuking history Sick
of plastic fans constantly knocking the manager and players like you are fuking genius experts in knowing all about football We have the worst fan base in football a bunch
of ingrates Why would any top player come and join Arsenal when they see how fans treat their own players like ozil Lol
at people talking about Spurs and pool fukers don't win any trophies but their fans stay loyal ours turn nasty every game werther we win or lose It won't
change even if we get a new manager they will turn on him
at first defeat What we need is for the vocal minority
of plastic
key board fans to fuk off and stop bringing the club down Coyg
I remember some
of you posted pics
of our midfield and praised ev some drew comparison with lucho, ev has a style that is very similar to the Barca way, but he loves defensive stability and because we lack the true Barca MF to do it we are like this, we all agree some players must go, but carefully looking
at things you see that most
of what ev does was done by pep (
of course not as boldly) but his style looks ugly and boring, guys let us give him a chance it hurts but let us do it, let us see the big picture, he may not be capable
of beautiful football but
at least while we build we are confident
of results which we need, when we rebuild then let us fire him, but if this is down to the players then we are making a mistake, I am not asking anyone to
change but just stop insulting and criticising ev, patience is the
key.
As expected by most Arsenal fans and watchers, the manager has rung the
changes for the EFL cup match
at home to Southampton because
of our numerous injury problems and also to allow a few
of the
key players to get some well earned rest after a hectic fixture schedule.
The UFC simply grew too fast in relation their own organisational capabalities and it cannot / could not cope with it, hence Ferritta's sold it
at the perfect time, now they have an aging staff minus some
of the
key players (e.g. Joe Silva etc.) with an old business model and old thinking processes with same old leaders (e.g. Dana), but now operating under totally new realities, many more fighters, fighters attitude have
changed, different landscape in the sporting world in general (from how sport fans consume sports, viewing habbits,...)
While the teams will have
changed significantly since the game in Brazil we look
at five
key battles that may determine who is victorious
at the end
of the night.
After getting his starting lineup tactically wrong, Juventus manager Max Allegri made a pair
of key changes with substitutions
at the hour mark to add much - needed width to his side, something that had been Spurs» weakness earlier in the tie but had gone unpunished in this match.
Is it
at all possible that
changing key personnel on a regular basis is not only part
of the modern game but also a necessity, regardless
of the results?
The same could be said
of Gomes, as the Portuguese international hasn't been able to establish himself as a
key figure
at the Nou Camp since arriving from Valencia in 2016, despite making 31 appearances this season and continuing to feature regularly despite the coaching
change.
sorry, just not wanting wenger to have the excuse again
of a tie in a second leg, to get
change we need to get beat, if we finish behind spurs, loose to watford
at home and get humiliated in the ucl, and they still do not buy a w / c striker, spend on
key players, or
change management then i know where i stand...
Arsene Wenger, sitting out the final match
of his ban, made one
key change from the 1 - 0 defeat
at Carrow Road by replacing striker Olivier Giroud with midfielder Francis Coquelin.
Mauricio Pochettino says respect is
key to his near perfect record against lower - league teams so far
at Spurs - and that won't
change as we face League One side AFC Wimbledon in the third round
of the FA Cup on Sunday.
In the second half, one
key tactical
change was made with Karamoh having more
of a free role which was very smart by Spalletti since Miangue was very defensive like I previously mentioned so now instead, with the role he had, he could help Perišić to double up on Romagna since Cagliari had switched to a 4 -4-2
at this point and Faragò wasn't helping defensively throughout the match.
As I mentionned above that ive just watched all the Arsenal game 2007 and 2008, Ive personnaly gave up with this idea
of strngthenin our defence.Its obvious, we need CDM, and I strongly recommend Toure for that job, but finally, I found out our main PBM: AW is a man who beleives in: THE BEST DEFENCE IS ATTACKIN.He has built the team that way.When I watched our 2007 games, i could see that most
of these teams who has defeated us this season played exactly the same style
of game last season but they couldnt perform so much as our attackin side were so strong for them so that they were always held
at their own defensive side.The game is completely Psycological.
At the 1st 10mn
of the game, they try to attack @their best, but just when we start attackin then all their mdlfldr start to pull back coz most
of our attack are all dangerous.And this is what makes the diffrence between the so called BIG 4 and the rest
of the league.The Pbm isnt really that our defence is so weak, It is our attack which is WEAK.Durin the first half
of this season, Our guys couldnt perform any attackin strategy planned by AW, coz 1st: they were new to it, coz they have only practiced it durin trainin session.2 nd: Some
of the
key players are gone.3 rd: Even AW did nt know where exactly is the best position for those new players, the likes
of Nasri, Vela, and some
of them were all subsitute last year.Plus they are all young players who can improve and
change their style game after game.