Sentences with phrase «people pay a market»

My own study demonstrates that people pay a market timing penalty of about 1.5 % annually by chasing whatever sector is hot.

Not exact matches

«People I've talked to who have looked at the books — to the extent you can — of the state - owned enterprises and estimated what would be their profit margin if they had to pay market rates for their inputs is that a lot of them would go bankrupt or they would be far less profitable,» Dobson says.

Tesla's future as a mass - market carmaker hinges on efficient, automated production of the Model 3, which more than 400,000 people have already reserved, paying $ 1,000 refundable fees to do so.

Ken Solow, author of Buy and Hold is Dead (Again), nsays people need to follow three steps to invest in today's market: nform an opinion on whether the market is expanding or contracting, looknat whether the market is overextended and pay attention to metrics suchnas price - earnings, price - to - sales and dividend yields to find cheapnmarkets and companies.

Prestige beauty is a healthy market overall, but how much are people willing to pay for the promise of a unique formula?

His plans meant overhauling the way Jamba Juice pays its professional and administrative staff — 100 people in the marketing, real estate, research - and - development, and IT departments who are critical players in growing the 4,500 - person company.

A market researcher is paid a large sum of money to go out on the street and ask people at random to rate the ads, asking them which one they find most attractive, most likely to create trust, most likely to appeal to older people, and so on.

Futron, a market research firm in Bethesda, Md., did a survey in 2002 that suggested only about 820 people worldwide would be willing to pay $ 100,000, once they understood the likely discomforts.

In a 2015 survey of over 70,000 employees, an astonishing two - thirds of people who were paid at the market rate believed they were actually underpaid, and the majority of those who felt they were underpaid intended to quit, even when they were being paid at the market rate.

Traditional marketing tactics, such as paying to create and distribute new ads, are still common even though The Guardian reports that a person is more likely to summit Mount Everest than click on a banner ad.

The overarching strategy of your holiday - email - marketing campaigns should be to use caution, pay attention to metrics, send holiday mail to people who subscribed to your list and don't increase sending frequency just because it's the holidays.

Willms ditched the old products, transformed from JustTHINK Media to Terra Marketing Group, and started running penny auctions, which allow people to bid on consumer goods, primarily electronics, for a fraction of retail prices after paying to join.

Everybody wants to get paid what they deserve, and when an employee finds out they are getting paid lower than the market value, this person feels undervalued and wants to leave.

I now travel for board meetings and paid speaking engagements but almost never for a two - hour meeting because I have senior people in major markets who can represent the firm well.

Once you know your customers and understanding where they are and how they think, you can specifically design an online marketing campaign that appeals to those people who would love to pay for your products or services.

What's more, for this to work, the person who rents has to actually invest money they would have put into a downpayment into the stock market, as well as all the principal payments they would have made to pay down the debt.

Often it turns out that the price increases by Valeant and Turing that have provoked the most criticism have been on drugs that are off - patent — meaning generic competitors are free to enter the market, typically bringing the price that most people pay for the drugs way down.

With locations in glamour centres Manhattan, Tokyo and Milan, the Obika Mozzarella Bar chain that Bulgari's Silvio Ursini founded in 2004 thrives in markets where people are used to paying for the finer things.

If Federal Emergency Management Agency flood maps incorporated future climate conditions, that move would send a ripple effect into real estate and insurance markets, forcing people to pay attention, he said.

«I'm not making the case of whether individual people's salaries should be made public in a company, but there is no employee that does not want to know if she is being paid fairly relative to market.

«Once people are reminded that the price you pay for something is not actually reflective of your feelings for that person, they tend to make better purchasing decisions,» said Yarrow, who is also a professor emerita of marketing and psychology at Golden Gate University in San Francisco.

BH: People can get paid in ether and then cash out into fiat currency whenever they fancy (assuming the market keeps up).

«Marketing should be so good that people would gladly pay for it if they were asked.

In fact, that kind of marketing might even make people more likely to want to pay the fee to get a game.

If you're able to identify a market for an innovative product or service and deliver value, people will pay for it.

While people like ordering a ride with a mobile app and not needing to pay in cash, other critics charge ride - hailing start - ups unfairly compete with taxi drivers by entering their markets without following regulations or fare schedules.

It seems simple to suggest using your company's own product, but when you're hands - on as a customer or consuming marketing communications it sends the message that you're really paying attention to what people are doing.

«If we substitute a tax on marijuana cigarettes equal to the difference between the local production cost and the street price people currently pay — that is, transfer the revenue from the current producers and marketers (many of whom work with organized crime) to the government, leaving all other marketing and transportation issues aside we would have revenue of (say) $ 7 per [unit].

The presentation says advertisers would be able to pay to send marketing messages to people who've already messaged that business.

Fears of a still jittery job market have convinced a lot of people to keep their heads down, put up with whatever their managers ask of them and continue to be able to pay their mortgages, especially if they live in pricey Silicon Valley.

Do the markets further stagnate and drive people toward locking up cash in real assets or debt pay - down?

Those stocks would get crushed, we're buying stocks that are have huge cash flows, people have low expectations for them that's why we're getting them so cheap and so we know pay for high expectations in the long book, so when the low — bad news comes in, we didn't pay for high expectations so our longs tend to hold up better, our shorts are getting killed, great spreads and bad markets.

«Attending there is different between paying lip service to saying you want creative people in the company and actually showing that you genuinely appreciate creative people,» says Ferazzi camp alum, James Schroer, the former head of marketing at Chrysler and Ford.

The uncertainty in these extreme, remote market risks meant that the person who took them should be paid more to do so.

The company is home to growing media platforms and extensions, including digital video, OTT, television, licensing, international markets, paid products and services and celebrated live events, such as the TIME 100, FORTUNE Most Powerful Women, PEOPLE's Sexiest Man Alive, SPORTS ILLUSTRATED's Sportsperson of the Year, the ESSENCE Festival and the FOOD & WINE Classic in Aspen.

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.

People ran up debts to buy better homes, and then borrowed against the rising market value of their property to pay off the credit - card debt that was financing much of their rising consumption.

Youtility for Accountants Co-written with best - selling author Darren Root, Youtility for Accountants: Why Smart Accountants are Helping not Selling takes the core premise of Youtility — making your marketing so useful, people would pay for it — and gives it an accountants - only twist.

So instead of paying a defined pension benefit as people expected, they've gone to a defined payment program (to a 401K or stock market or mutual fund).

People need to pay attention to the 10 - year bond yield as it is signaling something negative may be about to happen in the equities market here.

Then they lean on President Obama and Tim Geithner to tell the Europeans: «You have to make Greece pay, so that we win the bets that we've made, because if we lose the bets, then we go under and the stock market crashes, and a lot of people can't collect on their money market funds.»

Low interest rates helped fuel the real estate and stock market bubble by making the debt side of the balance sheet less expensive, creating a «wealth effect» as people came to believe that rising property and stock - market prices would be able to pay off their obligations.

mental regulators are precisely the people who would be in the market for a VW clean - diesel vehicle — and hitherto were willing to pay a hefty premium for the environmental cache it conveyed.

Youtility for Real Estate Co-written with digital marketing expert Erica Campbell Byrum from Homes.com and ForRent.com, Youtility for Real Estate: Why Smart Real Estate Professionals are Helping not Selling takes the core premise of Youtility — making your marketing so useful, people would pay for it — and shows how it works for the real estate business.

If you can get people to pay a high price, because of quality, public relations, high scores, marketing muscle, or just plain luck, well then, you've found the right price.

My team put these things on our marketing to - do list, worked like hell to execute, and paid the big bucks because, well, that's what one did as marketing and PR people.

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, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; 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 ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; 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 United States and in various other nations in which we operate; 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 we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

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 business and operations of the Company in the expected time frame; 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; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; 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; tax law changes or interpretations; and other factors.

You just talked about how reluctant some of these negotiators are, but in health policy consistently what you hear people say, and it's Lucy and the football every time, the reason employers ultimately... They may not want to be in the market, just like they may not want to pay high costs, but what they really don't want to do is piss off their employees.

There are also too many people who left the labour market unwillingly or who are unhappily stuck in part - time or low - paid jobs.