Sentences with phrase «potential costs if»

There are also carrying costs and other potential costs if things do not go according to plan.

While costs might seem steep and the relatively low risk of such a situation developing may deter you, consider the potential costs if you happen to be one of the unlucky people who do witness the return of a lost, angry heir.

In Congressional testimony he mentions «the huge potential costs if the impacts turn out to be even greater than predicted, something that appears to be the case now with the potential rapid collapse of the West Antarctic Ice Sheet and the increased sea level rise that will come with it.»

Not every P2P lender deals with small business loans, and many won't accept borrowers below a certain credit score; the ones who do may also impose high interest rates, so prepare yourself for the potential cost if you're early in your business career and in need of financing.

Not every P2P lender deals with small business loans, and many won't accept borrowers below a certain credit score; the ones who do may also impose high interest rates, so prepare yourself for the potential cost if you're early in your business career and in need of financing.

Not exact matches

If you've been in business longer than a week, you've probably heard this objection from at least one potential new client: «It just costs too much» or «I'm really interested, but I think I can get it cheaper somewhere else.»

If your maximum income potential is not what you thought it was, either your prices have to go up or you have to reduce your costs (or both).

But if the lead magnet is ultra specific, your cost per acquisition of a potential customer will be far less, and your advertising ROI far greater.

The FCC letter from wireless telecommunication bureau chief Jon Wilkins said rival providers would face potential higher costs that DirecTV would not — including «overage fees and or reduced transmission fees» if subscribers exceeded allowances under their plan.

If your idea takes the group's fancy — medical products, consumer electronics, and packaging are the in niches — ADLE is prepared to take the up - front risk, by, for example, creating a prototype and shopping it around to potential licensees, or doing a full - blown feasibility study, which can cost ADLE at least $ 200,000.

If it's not an order of magnitude better or cheaper, customers usually conclude that the risk and cost of change are simply not worth the potential payback over what they have today.

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.

Calculate the costs of recreating critical information — and, if applicable, the potential damage from data that's permanently lost.

Miller also wanted to «keep our financing costs at some kind of fixed interest rate, because then I'd be able to factor that into potential acquisitions to see if they made financial sense for us.»

A smaller death benefit is typical if you are looking to cover all costs associated with your passing, such as a funeral and potential hospital expenses.

If we use EnergySage's estimated Solar Roof cost of $ 8.14 per watt, we get a market potential of $ 814 million for the solar roof.

In fact, ETF issuers can even pick and choose which shares to give to APs, meaning they can offload the shares with the lowest possible cost basis (and biggest potential to generate a profit, if sold).

But if they do, they should do so in the context of comprehensive reform that addresses all potential interactions, weighs the costs and benefits, and follows the example in Chairman Camp's Tax Reform Act of 2014 to responsibly pay for any new or extended provisions.

You can easily check the costs of sending your rewards beforehand and even, if your campaign qualifies, get a Floship Certified Logistics Plan badge to add to your campaign page and build more trust with potential backers that you have thought threw the delivery of your product.

«Without understanding if associates are going to be compensated for gas, additional insurance costs, wear and tear on our cars and the potential risks of delivering packages, this program could be creating problems for associates,» said Cynthia Murray, a Walmart employee in Laurel, Md., who leads the Organization United for Respect Walmart, a workers» activist group.

These risks and uncertainties include: fluctuations in U.S. and international economies and currencies, our ability to preserve, grow and leverage our brands, potential negative effects of material breaches of our information technology systems if any were to occur, costs associated with, and the successful execution of, the company's initiatives and plans, the acceptance of the company's products by our customers, the impact of competition, coffee, dairy and other raw material prices and availability, the effect of legal proceedings, and other risks detailed in the company filings with the Securities and Exchange Commission, including the «Risk Factors» section of Starbucks Annual Report on Form 10 - K for the fiscal year ended September 28, 2014.

Once you fully analyze NAFTA's effects on your business, understand the potential new costs and legal changes that would come into place if the deal is terminated, talk to the businesses you work with and develop new plans, your business will be ready for even the worst case scenario.

If potential intelligence sources know that their identities might be compromised when political winds arise, those sources of vital information will simply dry up, at great cost to our national security.

If that's you, you'll benefit from the lower monthly cost of this type of insurance as well as the savings and earnings potential.

Find a house that has potential to sell for a higher dollar amount if cosmetic changes are made, and then compare the cost of the home and the repairs to the price at which you could sell it in the end.

Despite Disney's apparent lack of concern about the potential to scare off remotely budget - conscious vacationers, Frommer.com's Jason Cochran, author of Frommer's Easy Guide to Walt Disney World and Orlando, says that the theme park giant is «playing a dangerous game» not only with the latest price hikes, but with an array of policies that all but force guests to book multi-day vacations (because the per - day costs are astronomical if the visit is short) and to plan every latest detail of one's visit far in advance (because that's the way to get the most out of one's trip).

For example, if you don't have much time to support potential questions because you have another job outside your ecommerce store, it might be easier to select lower cost items as your starting point.

However, given the complexity of the policy, the additional costs correlated with permanent life insurance policies, and the potential to lose the entirety of the account's cash value, it's not recommended if your primary intent is to provide financial coverage in the case of your death.

Essentially, if the stock goes up, you have unlimited profit potential (less the cost of the put options), and if the stock goes down, the put goes up in value to offset losses on the stock.

Please contact us if you would like to receive a mortgage rate quote, or a comprehensive loan estimate showing all of your potential borrowing costs.

The narrow point is: If notable cost - cutter Valeant gets its hands on Allergan, it will short - sightedly cut off development of DARPin (it's a drug or something 1) to save $ 350 or $ 400 million, giving up $ 20 billion of potential revenue.

Even if history hadn't played out quite as Jenkins predicts, it's worth pondering not only what the crisis cost in terms of holiness, reputation, or dollars, but also (and this is impossible to quantify) in terms of how much potential good was suffocated and refused.

He stressed that the Commission needed to decide if increased charges in energy and feed costs would also be linked to any potential changes in market intervention.

If he sees the potential costs of pushing money out then he can say that when I ask him the first time.

It's different, and it protects people at the cost of the tiniest slivers of your potential enjoyment, which you aren't willing to give up, especially if it means changing something.

Ox — Good player and has potential to be WC someday if he keeps improving, adding an end product to his play and AVOIDING injuries at all cost.

if the Ox was played to either showcase his skills or to increase any potential bids because of his perceived importance to our starting 11, this was an incredibly risky move that could have cost us dearly... imagine if he was injured or played poorly, like he did, and this negatively impacted our ability to get the best available deal... more importantly, why was Wenger willing to play someone who obviously wants out in such an important game under false pretenses... this kind of behaviour might be less offensive in April, when things are done and dusted, but to do this following a loss against a supposed main rival that pipped us for fourth by a point last year, could be considered at best inappropriate and at worst treasonous... we can't afford to let this coach make business decisions on game day, which has gone on for far too long

He could cost from # 18mil to 30 but if he fulfills his potential he will be saleable for a lot more.

Staal is obviously a good option but it's opportunity cost if you see potential in Danault to step into a 3C role to replace Desharnais then you want to spend your money elsewhere.

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...

The potential cost to West Ham's future would make this an unwise purchase if the buy - back clause was included.

It will cost any potential suitors $ 50million if Milan fail to reach the 2017/18 UEFA Champions League, and a whopping $ 100million if they do qualify for Europe's elite competition.

Seven million euros will be a steal if we can acquire a player of his potential for such a low cost.

If you decide that the cost of complying with the regulations is too great (for the potential revenue earned) you can choose to just sell in UK only.

If not, here's what you should know about potential cost savings.

And then many have tens if not hundreds of thousands of dollars of cost of a lifetime of disability (lost earning potential, added medical expense, etc).

Here are 5 ways to cut diaper costs, plus a potential resource if even cheap diapers cost too much for your family.

Views are particularly polarised in the United States, with interventions and costs of hospital births escalating and midwives involved with home births being denied the ability to be lead professionals in hospital, with admitting and discharge privileges.5 Although several Canadian medical societies6 7 and the American Public Health Association8 have adopted policies promoting or acknowledging the viability of home births, the American College of Obstetricians and Gynecologists continues to oppose it.9 Studies on home birth have been criticised if they have been too small to accurately assess perinatal mortality, unable to distinguish planned from unplanned home births accurately, or retrospective with the potential of bias from selective reporting.

Not all retailers will ship to Canada, and if they do shipping costs are high, and there is a potential for duties and taxes.

This means I have the potential to receive a small commission (at no extra cost to you) if you purchase something using one of my links.