If there is
a possibility of a future business relationship, then any entertainment expenses incurred after the discussion can be tax deductible.
Even if your accrued mileage stands at zero, at least you'll represent
the possibility of future business, in the event you have an issue or a request.
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.
Factors that could cause or contribute to such differences include, but are not limited to, the receipt and timing
of regulatory approvals for the transaction, the
possibility that the transaction may not close, the reaction to the transaction
of Braintree's customers and merchant and gateway partners, PayPal's plans for Braintree, the
future growth
of Braintree's and PayPal's
businesses, the reaction
of competitors to the transaction and the
possibility that integration following the transaction may be more difficult than expected.
«We must be proactive about encouraging
future WBEs
of all backgrounds to see the
possibilities in opening their own
businesses,» says Pamela Prince - Eason, WBENC President and CEO.
«We must be proactive about encouraging
future WBEs
of all backgrounds see the
possibilities in opening their own
businesses.
The more uncertain the
future of a
business, the more
possibility there is that the calculation will be wildly off - base.»
Back in the oil
business full time as
of November 3, Joe Shell is still confident about his own political
future and is not discounting the
possibility that he might run for governor again in 1966.
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...
OneJet Airlines says it is weighing the
possibility of restoring air service between Buffalo and Albany in the near
future, confirming reports from three sources that the company has been performing due diligence investigations within the local
business community.
«This project is not the best project in the world, but in the immediate near
future, it is a project that will give us jobs, that will give us the
possibility of jobs going forward, that will open doors for people
of color, and women
businesses, to do the work that needs to be done, that they've never had the opportunity to do before,» Ervin said.
Gladstone et al. (2012) also investigated the
future of PIG, and they too found ongoing ice mass loss to be likely under a «
business as usual scenario» (IPCC), with full collapse
of the main trunk
of PIG during the 22nd century still a
possibility.
The comments by Volkswagen brand Chief Executive Herbert Diess, first reported by European
business daily Handelsblatt and confirmed to Reuters by a VW spokesman, were the strongest yet to deny the
possibility that diesel - once a quarter
of the brand's U.S. sales - could be a part
of Volkswagen's
future U.S. lineup.
«While there were some discussions into the
possibility that the Act might be changed in
future so that the archived copies
of websites might be made available via the web, it was noted that freely accessible web content can be part
of a commercial
business model, e.g. to support advertising and «click - through» traffic to the rights owner's website,» said Giddy while further adding: «Making archived copies
of material available online, and also allowing it to be indexed by search engines, could potentially affect the volume
of web user traffic to the rights owner's live website and harm their
business model.»
Incredible
business fundamentals, more than two decades
of dividend growth, a strong
possibility of double - digit dividend growth for the foreseeable
future, and the potential that shares are 9 % undervalued all adds up to a very compelling long - term dividend growth investment idea.
Because
of the cyclical nature
of the
business and the high level
of operating leverage ABH needs a very conservative capital structure to reduce the
possibility of future bankruptcy.
- despite the new
business partnership with Cygames, Nintendo is very satisfied with its mobile
business - they are also happy with the various projects created in partnership with DeNA, and their relationship will continue - Nintendo is trying to expand its lineup
of mobile games - Cygames had a plan for a title that was very deep and Nintendo thought it was important to develop and operate it jointly - DeNA doesn't just support Nintendo's mobile applications, but also its Nintendo Account system with tech and dev support - those areas
of Nintendo's partnership will also continue - Nintendo is open to partner with other companies as well in the
future - by using Nintendo IP in mobile apps, the company wants to spread awareness about Nintendo's characters - ultimately they'd like it to become synergistic with the console
business - Nintendo wants to make mobile games one
of the pillars
of revenue - it's not enough to just expand dedicated internal development resources for this goal - this is why Nintendo is looking for
possibilities to do it externally as well - Nintendo thought that Cygames» plan with Dragalia Lost was common ground for the companies, so they decided to partner - one important factor to think about when managing a company like Nintendo is that its products aren't daily necessities - Nintendo creates entertainment and fun, and the essence
of its
business will remain unchanged - Nintendo says it's a high - risk
business, and there are times in which performance could be good or bad - Nintendo will continue to create specialized gaming hardware and software for the world - the aim is to be successful every time, but sometimes it will work out, and sometimes it won't - instead
of thinking «I can't do this» they'd rather think «what can we do to continuously tighten our relationship with the customers?»
Simbin are also proving their
business savvy when it comes to their in - house development processes, even creating an in - house graphics engine called LIZARD ™, according to Simbin this gives them a powerful and flexible development tool that can also potentially be adapted to use on other genres, including announcing their possible intentions for potential projects on the Playstation 3, either way this as with all development processes will see a period
of evolution as Simbin refine and push the
possibilities of current and
future gaming hardware.
Otherwise, this creates the
possibility of GM being disrupted in the way described by Clayton Christensen in The Innovator's Dilemma: «Christensen suggests that successful companies can put too much emphasis on customers» current needs, and fail to adopt new technology or
business models that will meet customers» unstated or
future needs; he argues that such companies will eventually fall behind».
Going into
business with family is not always as easy as you wish; often
business ventures fixate on the potential
possibility of heated family arguments and ignore focusing on how
future generations will continue to revenue capital for the years to come.
Description: This measure considers
future profits from existing
business only, and ignores the
possibility of introduction
of new policies and hence profits from those are not taken into account.
Samsung has been considering the
possibility of implementing iris scanners since at least the Galaxy S5, but the company's first explicit jump into the
future of biometric security took off with the Korean giant's Galaxy Tab Iris announced one week ago that is a tablet for
businesses and the government in India.
Travel savvy making frequent site visits to the Service Center to foster strong relationships with
business users that assisted in identification
of issues and
possibility for
future enhancements.
Yes, I see the
possibilities in the
future of our real estate
business as a growing, energizing and truly amazing profession.
The interest in the real estate
business is evidently flourishing online and there is a dramatic
possibility of increase in the near
future with the potential data brought by buyers and sellers.