Sentences with phrase «of the purchase price over»

The aggregate purchase price has been preliminarily allocated to the tangible and intangible assets acquired and liabilities assumed based upon our assessment of their relative fair values as of the acquisition date, with the excess of the purchase price over the fair value of the net assets acquired recorded as goodwill, as follows:

The purchase price has been allocated to the tangible and intangible assets acquired and liabilities assumed based upon our assessment of their relative fair values as of the acquisition date, with the excess of the purchase price over the fair value of the net assets acquired recorded as goodwill, as follows:

The aggregate purchase price has been allocated to the tangible and intangible assets acquired and liabilities assumed based upon our assessment of their relative fair values as of the acquisition date, with the excess of the purchase price over the fair value of the net assets acquired recorded as goodwill, as follows:

It's one of the best cars going for holding its value, retaining on average around 60 per cent of its purchase price over three years and 36,000 miles.

Sadly, in supercar terms the Huracan is a high - volume model, and as a result you can expect to lose a massive chunk of its purchase price over a three - year ownership period.

Seller agreed to finance $ 800,000 of the purchase price over a five - year installment note, with the first installment being due in Year 2.

Installment sales are structured so that the seller receives payments for parts of the purchase price over a period of time following the closing.

If you can't come up with a 20 percent down, try to save a 10 percent down payment (if you're buying a home with a purchase price between $ 500,000 and $ 999,000 you'll be required to save a 10 percent down payment on the portion of the purchase price over $ 500,000).

Lease payments typically are fixed to provide for amortization of the purchase price over the term of the lease plus a specified return rate on the buyer's investment.

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.

When you purchase a broad swath of equities, say an S&P 500 index fund, the returns you can expect over the next decade or so comprise four building blocks: the starting dividend yield, projected growth in real earnings per share, expected inflation, and the expected change in «valuation» — that is, the expansion or contraction in the price / earnings (P / E) multiple.

Even with a system efficiency of 80 % the 1.4 GW array would generate about 7.28 GWh of electricity daily (or 2,657.2 GWh annually)-- worth over $ 106 million per year via a competitive utility - scale Power Purchase Agreement (PPA) at $ 40 / MWh (i.e. a contract between the electricity seller and buyer that sets the price of the solar energy from the grid).

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.

Because PE is a measure of earnings over time, you can think of it as representing the number of years required to pay back a stock's purchase price (ignoring inflation, earnings growth and the time value of money).

Instead, if the investor is purchasing $ 5,000 worth of stock at a warrant - conversion price of $ 2,000, the company subtracts the cost of the conversion and actually turns over only $ 3,000 worth of shares to its investor.

The purchase gave another boost to the company's share price, which had already gone from $ 40 to over $ 60 in 2014, with a full year total stockholder return of 64 %.

These risks and uncertainties include: Gilead's ability to achieve its anticipated full year 2018 financial results; Gilead's ability to sustain growth in revenues for its antiviral and other programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures in European countries that may increase the amount of discount required on Gilead's products; an increase in discounts, chargebacks and rebates due to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift in payer mix to more highly discounted payer segments and geographic regions and decreases in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (the SEC).

Execution of the company's strategy resulted in strong earnings growth during the life of NEP's investment and an exit multiple of over 3x greater than the initial purchase price.

This was strictly a curiosity purchase, the idea of owning something that was over a hundred years old was appealing, plus I couldn't go wrong with the price — winning bid was $ 2.00 — shipping cost me more.

Until recently, many of the stores were seriously dated, full of brightly coloured plastic furniture (it was estimated that 3G's actual purchase price was really closer to $ 7 billion, given all the renovations that were required) and menu was all over the place.

Two factors will be key for that decision: the behaviour of price expectations and whether or not the community accepts a decline in real purchasing power over the resources whose price has risen.

Calculations are based on the advertised purchase price on the date of publication at 0 % APR over 24 months.

In recognition of these achievements and to create incentives for future success, the Compensation Committee recommended, and the Board of Directors approved a grant to Mr. Musk of 10,067,960 options to purchase shares of our common stock at an exercise price of $ 2.21 per share representing 4 % of our fully - diluted share base as of December 4, 2009, with 1 / 4th of the shares subject to the option vesting immediately, and 1 / 48th of the shares subject to the option scheduled to vest each month thereafter over the next three years, assuming Mr. Musk's continued service to us through each vesting date.

In the event of a change of control (as defined in the plan), the compensation committee may, in its discretion, provide for any or all of the following actions: (i) awards may be continued, assumed, or substituted with new rights, (ii) awards may be purchased for cash equal to the excess (if any) of the highest price per share of common stock paid in the change in control transaction over the aggregate exercise price of such awards, (iii) outstanding and unexercised stock options and stock appreciation rights may be terminated, prior to the change in control (in which case holders of such unvested awards would be given notice and the opportunity to exercise such awards), or (iv) vesting or lapse of restrictions may be accelerated.

Robust sales of mass - priced watches, including fashionable plastic watches stand testimony to the recession induced change in consumer perspective over purchase of watches and clocks.

Other specific factors to have contributed to the CPI increase over the past year have been large increases in insurance and tobacco prices, much of which were tax - related, and house purchase prices, which have been partly driven by strength in housing demand attempting to avoid the GST (and accommodated by easy credit availability).

While some of the rise in inflation over the past year or so reflects increases in the price of oil and tax - related increases in the cost of insurance, house purchase and cigarettes and tobacco, the pick - up in inflation has been quite broadly based (Table 12).

Virtual currency and securities listed and / or over the counter derivatives or other financial instruments that derive their value from, have a price linkage to, have exposure to or result in a payment or distribution of virtual currency, are not currently available for custody, distribution, settlement, purchase or sale at or through Morgan Stanley Smith Barney LLC («Morgan Stanley»).

However, even if you're purchasing metal for delivery, given the competitiveness of Hard Assets Alliance's premiums over the gold spot prices, they are still the clear winner.

Factoring in the additional cost saving as a result of not having to purchase gas, and the reduced maintenance cost over the truck's lifetime, and Tesla Semi's price point really begins to make sense.Tesla markets the Semi as having the lowest cost of ownership on its website.

We composed a blend of five key valuation metrics — including forward price - to - earnings ratios and price - to - book value — and examined how strong the relationship was between starting valuations — or valuations at the time of purchase — and the variability of subsequent U.S. dollar returns over time.

If such a well known company was so amazing, don't you think that many institutional investors would have made a major purchase in MMM thinking the price could skyrocket over $ 300 over a short period of time?

But within series B, since different investors have different caps (based on their purchase price), they would theoretically / mathematically hit their caps at different valuations.This most probably happens because of the excess amount left over after Series A hits its cap.

Non-tradables price inflation continues to be affected by strength in house purchase costs, which increased by 5 1/2 per cent over the year; this increase is the result of rising costs of skilled labour and materials.

Over the long years that I have known Wayne, beginning in 2002 when T. Rowe Price purchased 8 % of POT, Wayne has proven to be one of the most disciplined and thoughtful CFOs with whom I have had the pleasure of working.

As mentioned earlier, the prices of this digital currency are extremely volatile, so spreading out your purchases over days or weeks could be helpful.

In February 2016, the Company issued to a service provider a 12 month convertible debentures at 15 % interest with a principal amount of $ 35,000 along with 35,000 3 - year warrants to purchase shares common stock at $ 1.00 per share The convertible debentures are payable at maturity, and convertible at the investor's determination at a price equal to 90 % of the price of a subsequent public underwritten offering if one occurs over $ 5 million, or, if no subsequent offering occurs, at $ 0.75 per share.

By putting ethics over (or at least at the same level as) price in the list of purchasing priorities, we can at least ensure that the priorities are in balance.

When he had the total purchase price deposited, he took his master to the temple; the priest paid over the money; and then the slave became the property of the god and therefore free of all men.

This means that if you click over and purchase something, I will receive a very small percentage of the purchase price (at no extra cost to you).

Please note: This post contains product links from Amazon and The Book Depository which are affiliate links, meaning if you click over and purchase something, I will receive a very small percentage of the purchase price (at no extra cost to you) which goes towards maintaining eat.

If you buy one of the above linked granolas, not only can you purchase them at a discount via Thrive Market (where groceries run 25 % -50 % cheaper than typical grocery store prices), but you get free shipping over $ 49, AND save 20 % off your first three orders.

MK Dons, who sold the Republic of Ireland international, are also entitled to 10 per cent of any profit over his purchase price of # 1million.

We think all of own purchases are terrific quality at the right price, whilst those purchased by our rivals are over priced tossers.

lets all thank arsene for finally doing the right thing only time will tell but have we finally signed the DM we need STRONG MINDED NO HOLD BAR MIDFIELDER WE HAVE ALL CRAVED, but lets take it back we all know it will take 2 or 3 more like minded players to make us great again, he has tricked us all buy buying one superstar in the last 3 windows ALEXIS, OZIL and CHEC great players but can't do it all on their own, spending huge amount of money and saying we can buy the best players, on the surface this looks great we are buying top top players big prices but instead of spending his usual 50 mill on 2, 3, 4, 0r 5 players he has pulled the wool over are eyes with 1 superstar thinking the fans are that dumb enough to believe it, infact he has never spent his budget only balanced on sales too purchases, i love arsenal but this summer i hope for more he needs to do that consistently through out the team spend the same amount on the team stop balancing the american owners, grow a pair say yes we will buy a top defender and a world class striker, stan we love arsenal please be one of us do whats needed then you will fell proud as we are and we will adore you for it.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

I don't know the financial component of such a move, but increasing the price of the Fight Pass to US $ 15 - 20 a month, which would include all the PPVs, some of these fight nights, and other assorted UFC - themed programming might make the average consumer more likely to purchase the Fight Pass over having to decide if spending $ 60 for a PPV is really worth it.

Fisher Price is one of those brands we have continually purchased over the years.

For the price of this toy and the over year and half usage, this so defiantly a good buy and I will be making a replacement purchase in a few months time.

After doing quite a bit of research and talking with friends who have jogging strollers, we decided to get the BOB Revolution SE, which was on sale on Amazon when we made the purchase (it still is over $ 100 off the original price).