The Tours and Offers Indices are based
on customer demand in these same 15 Redfin markets.
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.
Leaders have found that keeping everyone
on top of changes
in technology, competition and
customer demands is critical to success.
«Usually
customers want some more convenience,» says Felstiner, going
on to list features that are common to many
on -
demand companies: «The
customer may want access to other people's reviews of the [worker], they may want some guarantee of competence, or they want to know the person will arrive
in 30 minutes, and then the service accepts payment
on behalf of the person and takes a cut.»
Commenting
on the results, Chip Childs, Chief Executive Officer and President of SkyWest, said «
Demand for our product remains strong, and I'm proud of our professionals who continue to provide best -
in - class operations to our
customers.
Focusing
on performance - based earnings will prove to the
on -
demand startup's advantage
in the long run as it brings home
customer loyalty.
Launched
in 2008 at the Royal Philips Electronics lifestyle incubator
in Eindhovern, the Netherlands, the company has two factories where it produces products
on demand, shipping them to
customers worldwide.
Companies
in the $ 10 million to $ 50 million range are important links
in supply chains, with smaller vendors feeding into them and large
customers making
demands on them.
Customers and contractors often must provide valuable private information, such as credit card numbers and travel history,
in exchange for
on -
demand services.
The company has grown 10 times its size
in just the past two years, largely due to
demand and engagement from its loyal
customers, who Salzberg said pay between $ 900 - $ 1,000
on average over a three - year period.
Breather lets
customers book private workspaces and conference rooms
in the U.S., Canada, and London
on demand.
Seasonal spikes
in customer demand, unexpected service needs, or a wildly successful product launch all put additional pressure
on organizations to respond rapidly.
Airlines»
customer service practices have come under fire
in recent months, and just last year, U.S. carriers were cleared
in a federal investigation regarding exorbitant fare mark - ups
in the wake of a deadly Amtrak derailment that drove up
demand for air travel
on some routes.
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.
In our
on -
demand world, what separates the haves from have nots is a focus
on the
customer.
Customer - centric founders have found that interactive coaching and mentoring by experienced peers is more effective and positive in keeping everyone up to speed on trends, competition, customer demands and tec
Customer - centric founders have found that interactive coaching and mentoring by experienced peers is more effective and positive
in keeping everyone up to speed
on trends, competition,
customer demands and tec
customer demands and technology.
The BT unit is currently spending $ 4 billion
on fibre upgrades
in response to strong
demand from wholesale
customers, and is planning
on being done 18 months ahead of time.
Once BloomThat expanded from San Francisco to the greater Bay Area, then Los Angeles and finally New York, the company learned that providing
on -
demand delivery to
customers in three of the country's largest markets was going to put them out of business.
Larry Ellison, Oracle's executive chairman, said Sunday during the company's annual
customer conference
in San Francisco that he considers Amazon to be Oracle's number one competitor when it comes to the business of selling computing capacity
on demand, also known as cloud computing.
In cloud computing, companies sell computing, networking, and storage capacity
on -
demand to their
customers, which negates the need for these
customers to buy as much data center hardware as they once did.
Your company's product or service might be
on target right now
in terms of
customer demand, but don't get too comfortable.
Customers can book a car
on demand or up to three months
in advance.
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.
Grossman says
customers should be wary of going around Jiffy
on Demand in such a way because future jobs done
in such manner won't get the company's guarantee.
A plumber could, for example, use Jiffy
on Demand to gain new
customers, then offer those
customers lower prices if they call him or her directly
in the future.
The
on -
demand taxi company made a splash
in 2014 when it announced that
customers could use its app to order an UberJET to fly them from Paris to the Cannes Film Festival.
This is different than a one - for - one model
in that once our developing markets achieve critical mass, they can economically sustain themselves through
customer driven
demand rather than relying
on an influx of donations.
Plus, he adds, by asking for payment
on only the oldest invoice, you are subtly currying goodwill with the
customer, who'll appreciate your leniency
in not
demanding the entire debt.
Many
customers wait for Apple to launch its new smartphones before deciding
on upgrading or replacing their current devices, which usually results
in iPhone
demand tapering
in the months before a release.
Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its
customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and
customer preferences; (4) foreign currency exchange rates and fluctuations
in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased
demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur
in the legal and regulatory proceedings described
in the Company's Annual Report
on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports
on Form 10 - Q (the «Reports»).
As per Facebook, «Once you've captured awareness and created
demand for your business, encourage potential
customers to sign up for more information, spend time
in your app or
on your website or visit your store — actions that signal they may make a purchase.
First, as happened
in Australia and New Zealand, if ISPs and content providers believe they can reduce costs by peering (i.e. not have to pay transit to exchange traffic) they can use this as a competitive tool to pass
on zero - rated content to their
customers, as opposed to those ISPs
demanding transit payments to deliver traffic, which was particularly common when the countries could be reached only via one company, the incumbent operator.
«Franchising can be executed
in a way that is actually better for
customer service and better for the
customer,» says Josh Cohen, founder and CEO of
on -
demand junk removal service Junkluggers.
At Peloton, they would record classes
in a yet - to - be-built studio
in New York City; classes would then be streamed live or
on -
demand to Peloton
customers around the world for $ 39 per month.
In my recent profile of Handy, the
on -
demand home cleaning startup, I detailed how the company has cut back dramatically
on its use of
customer service reps by deploying artificially intelligent chatbots.
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.
The company may have been founded
on yoga principles, but Lululemon's real genius lies
in what some analysts call the «Blue Ocean» strategy — the ability to foster new
demand in an uncontested market instead of competing for pre-existing
customers.
Macy's already has one of the strongest omnichannel businesses
in the industry, and with Hal
on the team, we will accelerate the integration of digital both online and
in our stores to deliver the world - class experience our
customers demand.»
«Consumer
on -
demand parking, while one of those novel, amazing experiences for
customers, is a very difficult business to scale,» the company wrote
in a goodbye letter.
The company has invested
in growing its content lineup, and its Prime service does provide
customers with access to
on -
demand video, but Twitch, which provides free content to all comers, integrates less precisely than it would with Google.
Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon;
demand for end - use products by consumers and inventory levels of such products
in the supply chain; changes
in demand from significant
customers; changes
in demand from major markets such as Japan, the U.S., India and China; changes
in customer order patterns; changes
in product mix; capacity utilization; level of competition; pricing pressure and declines
in average selling prices; delays
in new product introduction; delays
in utility - scale project approval process; delays
in utility - scale project construction; delays
in the completion of project sales; continued success
in technological innovations and delivery of products with the features
customers demand; shortage
in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described
in the Company's SEC filings, including its annual report
on Form 20 - F filed
on April 27, 2017.
Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon;
demand for end - use products by consumers and inventory levels of such products
in the supply chain; changes
in demand from significant
customers; changes
in demand from major markets such as Japan, the U.S., India and China; changes
in customer order patterns; changes
in product mix; capacity utilization; level of competition; pricing pressure and declines
in average selling prices; delays
in new product introduction; delays
in utility - scale project approval process; delays
in utility - scale project construction; continued success
in technological innovations and delivery of products with the features
customers demand; shortage
in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described
in the Company's SEC filings, including its annual report
on Form 20 - F filed
on April 20, 2016.
Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon;
demand for end - use products by consumers and inventory levels of such products
in the supply chain; changes
in demand from significant
customers; changes
in demand from major markets such as Japan, the U.S., India and China; changes
in customer order patterns; changes
in product mix; capacity utilization; level of competition; pricing pressure and declines
in average selling prices; delays
in new product introduction; delays
in utility - scale project approval process; delays
in utility - scale project construction; cancelation of utility - scale feed -
in - tariff contracts
in Japan; continued success
in technological innovations and delivery of products with the features
customers demand; shortage
in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described
in the Company's SEC filings, including its annual report
on Form 20 - F filed
on April 27, 2017.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those
in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail
customers; the Company's ability to predict, identify and interpret changes
in consumer preferences and
demand; the Company's ability to drive revenue growth
in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility
in commodity, energy and other input costs; changes
in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes
in relationships with significant
customers and suppliers; execution of the Company's international expansion strategy; changes
in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions
in the nations
in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility
in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions
in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events
in the locations
in which the Company or its
customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments
on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.
Factors that could cause actual results to differ materially from those expressed or implied
in any forward - looking statements include, but are not limited to: changes
in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest
in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes
in the competitive market and competition amongst retailers; changes
in consumer
demand or shopping patterns and our ability to identify new trends and have the right trending products
in our stores and
on our website; changes
in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations
on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential
customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.
Valet Anywhere tried to make
on -
demand parking work for several months
in New York, but founder Robert Kao says «there was no way» to charge a
customer more money than it cost to pay for labor and the parking space.
Conyers sees the increase
in on -
demand services as the next step
in the rising expectations
customers have for online businesses.
As we noted
in a previous report, a proposal to the New York Public Service Commission has been submitted by Orange and Rockland Utilities for a Tesla Powerpack system that could see a 70 % reduction
in the
demand charges
on customer electricity bills.
The 104 - page OPEC report finds that there will be greater
demand for the group's oil
in 2016, with
customers consuming an average of 31.65 million barrels a day throughout the year because the market will be «supply - driven» as competitors, beset by low prices, continue to cut back severely
on capital expenditures ranging from exploration to new drilling.
Xometry (tagline: Manufacturing
on Demand) has an online platform connecting small to medium sized manufacturers with
customers in a wide range of industries.