Not exact matches
Part of the differential is due to the higher
cost of doing business in Canada because
of the fee and charges that U.S. airlines don't face operating out
of its airports.
Michigan's ranking
in our important
Cost of Doing Business category has barely budged — 32nd then, 31st now —
in part because we consider tax burdens on individuals and corporations
in computing
costs.
Thousands
of plastic
parts in millions
of businesses cost more to transport than they
do to produce.
Well guys it is Hell already here on earth endless killings worldwide... Back here where I am Ye is already heading towards that the whole country is on demonstrations demanding resignation
of the ruler but he seems unwilling to resign before the end
of his ruling period on 2013, while the streets are demanding immediate resignation and that has caused bloodshed
in every city
in the country... the streets demonstrations has enforced civil strikes all over the country which is now paralyzed... no cash with the banks all money frozen
in the central bank... My
business is
in the field
of services therefore I find my self now obliged to dismiss
part of my staff
in order to be able to survive this unfortunate thing... Already have reduced working hour to one shift to reduce running
cost... so you see am now sitting alone
in the whole building
of our
business office writing here as nothing can be
done to carry on
business even if there is
business... Just I pray these unfortunate events passes over soon before it becomes out
of control as had happened
in Libya... we have nothing to say but (Ina - Lilah - WaIna - Alih - Ragoon) & (Alhmed - Lilah for every thing)... «Mankind has always been Hasty while God has always been the most Patient»...
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...
«Any
costs the retailer incurs for processing debit card payments should be treated as
part of the
cost of doing business and should be included
in the headline price.
India is still cited as a difficult place for overseas investors to
do business, with a lack
of transparency
in several
parts of the economy and a high start - up
cost.
In the end, developing an eLearning service that satisfies both who develops it and who consumes it has
costs that, or are considered a
part of your
business or strategy, or you
do not see them reasonable.
Such statements reflect the current views
of Barnes & Noble with respect to future events, the outcome
of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions
in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases
in labor
costs, possible increases
in shipping rates or interruptions
in shipping service, effects
of competition, possible risks that inventory
in channels
of distribution may be larger than able to be sold, possible risks associated with changes
in the strategic direction
of the device
business, including possible reduction
in sales
of content, accessories and other merchandise and other adverse financial impacts, possible risk that component
parts will be rendered obsolete or otherwise not be able to be effectively utilized
in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels
of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it
does not exceed the rate
of investment spend, higher - than - anticipated store closing or relocation
costs, higher interest rates, the performance
of Barnes & Noble's online, digital and other initiatives, the success
of Barnes & Noble's strategic investments, unanticipated increases
in merchandise, component or occupancy
costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's
businesses resulting from the Company's prior reviews
of strategic alternatives and the potential separation
of the Company's
businesses, the risk that the transactions with Microsoft and Pearson
do not achieve the expected benefits for the parties or impose
costs on the Company
in excess
of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution
of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained
in, the delayed filing
of, and the material weakness
in internal controls described
in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed
in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK
business and the expected
costs and benefits
of such efforts and associated risks and other factors which may be outside
of Barnes & Noble's control, including those factors discussed
in detail
in Item 1A, «Risk Factors,»
in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and
in Barnes & Noble's other filings made hereafter from time to time with the SEC.
Such statements reflect the current views
of Barnes & Noble with respect to future events, the outcome
of which is subject to certain risks, including, among others, the effect
of the proposed separation
of NOOK Media, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions
in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases
in labor
costs, possible increases
in shipping rates or interruptions
in shipping service, effects
of competition, possible risks that inventory
in channels
of distribution may be larger than able to be sold, possible risks associated with changes
in the strategic direction
of the device
business, including possible reduction
in sales
of content, accessories and other merchandise and other adverse financial impacts, possible risk that component
parts will be rendered obsolete or otherwise not be able to be effectively utilized
in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels
of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it
does not exceed the rate
of investment spend, higher - than - anticipated store closing or relocation
costs, higher interest rates, the performance
of Barnes & Noble's online, digital and other initiatives, the success
of Barnes & Noble's strategic investments, unanticipated increases
in merchandise, component or occupancy
costs, unanticipated adverse litigation results or effects, product and component shortages, risks associated with the commercial agreement with Samsung, the potential adverse impact on the Company's
businesses resulting from the Company's prior reviews
of strategic alternatives and the potential separation
of the Company's
businesses (including with respect to the timing
of the completion thereof), the risk that the transactions with Pearson and Samsung
do not achieve the expected benefits for the parties or impose
costs on the Company
in excess
of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution
of those applications is not achieved, risks associated with the international expansion previously undertaken, including any risks associated with a reduction
of international operations following termination
of the Microsoft commercial agreement, the risk that NOOK Media is not able to perform its obligations under the Pearson and Samsung commercial agreements and the consequences thereof, the risks associated with the termination
of Microsoft commercial agreement, including potential customer losses, risks associated with the restatement contained
in, the delayed filing
of, and the material weakness
in internal controls described
in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed
in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK
business and the expected
costs and benefits
of such efforts and associated risks and other factors which may be outside
of Barnes & Noble's control, including those factors discussed
in detail
in Item 1A, «Risk Factors,»
in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended May 3, 2014, and
in Barnes & Noble's other filings made hereafter from time to time with the SEC.
· Listening to customer requirements and presenting appropriately to make a sale; · Maintaining and developing relationships with existing customers
in person and via telephone calls and emails; · Cold calling to arrange meetings with potential customers to prospect for new
business; · Responding to incoming email and phone inquiries; · Acting as a contact between a company and its existing and potential markets; · Gathering market and customer information; · Representing the company at trade exhibitions, events and demonstrations; · Negotiating on price,
costs, delivery and specifications with buyers and managers; · Advising on forthcoming product developments and discussing special promotions; · Creating detailed proposal documents, often as
part of a formal bidding process which is largely dictated by the prospective customer; · Reporting to Senior Management on sales and potential opportunities
in your area; · Reviewing your own sales performance, aiming to meet or exceed targets; · Gaining a clear understanding
of customers»
businesses and requirements; · Following up with customers for payment; ·
Doing Quality - Control on products delivered; · Attending team meetings and sharing best practices with colleagues
in East Williamsburg, Brooklyn.
Because virtually every class action
in which the class is certified is settled with no judicial assessment
of the underlying merits, however, the message to decision makers is that class action payments are simply
part of the
cost of doing business, no matter what steps a company takes to comply with the law.
The bottom line: some hardship must be expected and an employer must accept this as
part of «the
cost of doing business»
in a diverse and rights - based society like Canada.
In today's competitive environment, litigation has become
part of the
cost of doing business.
«Companies we talk to are bullish about 2018, particularly given Singapore's positive economic outlook, but they also plan to keep a close eye on
costs to maximise their potential for
business growth and accessing a contingent workforce is an effective way to
do this,» Eardley said.
Of the companies who engaged contractors and temporary staff, 38 %
did so for «special projects» while 33 % used contractors and temporary staff only
in «exceptional circumstances», while 18 % enlisted the services
of contractors and temporary staff on a regular basis.Hays» data also found that,
of the companies using a flexible staffing approach, 42 % employed «
part time staff», 24 % employed «casual staff» and 12 % facilitated the provision
of «job sharing».
You're like many
in this
business in that you only see the Internet as a single edged sword; you don't see the potential for a higher awareness
of market time on the
part of buyer's and the potential
costs to the seller's associated with that.
Take the
cost to acquire the goods (without co-op agents selling your MLS listings, perhaps they would never sell and this is
in fact «a
cost») away from the gross dollars coming
in, before you
do any other calculations, (
of course after co-op fees are paid) they are
part of trust funds and can not be allotted to any other category, even so they appear on the Balance Sheet as a payable) because those
costs are
in fact fixed expenses, and must be deducted from gross BRANCH income before anything else, making the co-op dollars,
in fact,
part of the
cost of doing business.