This information can also be used to identify (and plan for) future opportunities or
potential loss of business.
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.
The report, co-written with risk - modeling firm Cyence, examined
potential economic
losses from the hypothetical hacking
of a cloud service provider and cyber attacks on computer operating systems run by
businesses worldwide.
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.
• As the name indicates, terrorism insurance provides coverage to individuals and
businesses for
potential losses due to acts
of terrorism.
Large cable providers like Time Warner, meanwhile, have the
potential to make up for some
of their cord - cutting
losses on the TV side through higher fees for their Internet service - provider
business, since those who stream Netflix and other services tend to use up a lot more data by doing so.
On Sunday, The New York Times reported that Trump converted nearly a billion dollars in
business losses — from failed ventures in casinos, real estate and a now defunct regional airline — to win a free pass with the IRS with the
potential to shield as much as 18 years
of his personal income from taxes.
Sometimes this is a non-starter and the bitcoin entity makes the decision to set up operations in another country, which is extremely unfortunate for a variety
of reasons, including the economic
loss to Canada derived from losing a
potential new Canadian
business and the more important
loss to the
potential client in regards to their bitcoin
business.
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.
By increasing the size
of potential investor
losses if the
business is not successful, these regulations reduce the number
of new
business ventures and job growth.
At its half - yearly report in December 2010, when it posted a $ 1.08 million
loss after tax, the company announced it was considering a formal review
of its corporate and
business operations with a
potential corporate restructure at hand.
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 says the recommended amount
of $ 8.50 cents is low enough to prevent any
potential job
losses from
businesses who say they can't afford a sudden increase.
The analysis does not put a dollar value on those
potential losses, because it would be impossible to project future prices, said Matt Lewis, director
of communications for Risky
Business.
Because
of our very convoluted
business entanglements I am reluctant to pull the plug... the
potential for great
loss is there.
Furthermore, Google is already burdened with many other risks, for instance: (1) increased competition from general purpose search engines and information services (page 7); (2) dependency on remaining competitive and providing value to advertisers (page 7); (3) being subject to increased regulatory scrutiny which may negatively impact
business (page 8); (4) being «regularly subject to claims, suits, government investigations, and other proceedings that may result in adverse outcomes» (page 8); (5) «Privacy concerns relating to our technology could damage our reputation and deter current and
potential users from using our products and services» (page 12); (6) «Web spam and content farms could decrease our search quality, which could damage our reputation and deter our current and
potential users from using our products and services» (page 13); (7) «Internet access providers may be able to restrict, block, degrade, or charge for access to certain
of our products and services, which could lead to additional expenses and the
loss of users and advertisers» (page 16); (8) «New technologies could block online ads, which would harm our
business» (page 16).
If it is, in fact, trying to drive consumer prices down (and accept short - term
losses) in order to be the only (or major) supplier
of books to consumers and / or reseller
of books from publishers, this can be viewed as predatory pricing — perhaps good for the consumer in the very short run, but less so in the long run, since there are significant fixed costs to establishing a similar e - book / bricks & mortar presence in the market, particularly in the light
of Amazon's
potential willingness to drop prices enough to make
business untenable for the new entrant.
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.
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, including store closings, higher - than - anticipated or increasing costs, including with respect to store closings, relocation, occupancy (including in connection with lease renewals) and labor costs, the effects
of competition, the risk
of insufficient access to financing to implement future
business initiatives, risks associated with data privacy and information security, risks associated with Barnes & Noble's supply chain, including possible delays and disruptions and increases in shipping rates, various risks associated with the digital
business, including the possible
loss of customers, declines in digital content sales, risks and costs associated with ongoing efforts to rationalize the digital
business and the digital
business not being able to perform its obligations under the Samsung commercial agreement and the consequences thereof, the risk that financial and operational forecasts and projections are not achieved, the performance
of Barnes & Noble's initiatives including but not limited to its new store concept and e-commerce initiatives, unanticipated adverse litigation results or effects,
potential infringement
of Barnes & Noble's intellectual property by third parties or by Barnes & Noble
of the intellectual property
of third parties, and other factors, 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 30, 2016, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.
Below is a list
of 20
potential tips, given by market giants for the emerging traders, to avoid great
losses in the Forex
business.
Oftentimes, when a company would not be able to withstand the
loss of two key executives, the second - to - die life insurance option can be a good plan for ensuring that there are funds available to the
business for keeping the company afloat while a replacement is being sought, or the company is in the process
of finding a
potential purchaser.
In addition, our investigation
of strategic options may result in added costs,
potential loss of customers and key employees as well as management's distraction from ordinary - course
business operations.
Some
of the worries home inspectors have when they bring their spouse into the
business are... The
potential loss of insurance and other employee benefits that the spouse might have with their current employer.
For a
business with fixed - rate borrowing, lower interest rates raise the fair value
of its fixed - rate borrowing liability — a
potential loss for the
business.
This has the unpleasant side effect
of generating a good - sized carbon footprint for transportation, as well as the
loss of potential business for local growers, whose veggies and fruits may be less exciting than avocados, but are arguably more nutritious and definitely fresher.
Food Chain: In the
Business of Green there is a huge
potential not for money making but for
losses prevention.
If the covered lagoon method (pictured) proves to be globally valuable for
business, the upshot is a large scale incentive to prevent lagoon flooding or leakage, and the resulting
loss of raw material (the poop) needed profit from a waste that, if not carefully retained to extract economic value, offends neighbors, is a
potential disease vector (for Avian flu for example) and poses an ecological hazard to downstream waters.
All
of this means multitudes
of businesses are putting themselves at risk
of being hit by substantial fines, as well as reputational damage and a
potential loss of customers.
Business interruption insurance will protect your business against the loss of revenue as well as any potential relocatio
Business interruption insurance will protect your
business against the loss of revenue as well as any potential relocatio
business against the
loss of revenue as well as any
potential relocation costs.
The actual
potential value
of any personal injury claim that is settled out
of court is determined by the nature and extent
of the accident victim's injuries, the medical expenses, the
loss of income, and the pain and suffering that the accident victim endures because
of the fault
of another person or
business entity.
Within hours after the storm, Josh, working with New York insurance partner John Pruitt, drafted the legal alert, which addressed issues such as (i) determining if insurance would cover property damage from the storm; (ii)
potential recovery for lost profits through
business interruption coverage and
loss of ingress / egress provisions; and (iii) timely notification
of losses to insurance agents and brokers.
Key Executive / Person Insurance Life insurance purchased by a
business on a valuable employee (or owner - employee) to indemnify the
business against the
potential financial
loss that would result in the event
of that individual's death.
Every time you are planning to use a subcontractor, the
potential for a default is always there but not only that, the terrible consequences and
loss of time and money will have a direct impact on your
business operations.
Being able to work could be difficult —
businesses may close to halt the spread
of the disease, and those affected may have to work from home, use paid leave, or plan for the
potential loss of income.
Don't let the bright lights
of the big city blind you to the fact that as a
business owner, you face
potential loss every single day.
Oftentimes, when a company would not be able to withstand the
loss of two key executives, the second - to - die life insurance option can be a good plan for ensuring that there are funds available to the
business for keeping the company afloat while a replacement is being sought, or the company is in the process
of finding a
potential purchaser.
Of course, in addition to providing the
potential for financial success,
business ownership can lead to
losses due to hazards such as fire, severe weather, liability lawsuits, and other industry - specific risks.
In interstate trucking or intrastate transportation, a certificate
of insurance is required because
of the
potential for large
losses if a driver or
business owner is held legally liable for an accident.
Regardless
of what type
of industry your
business falls into, you are strongly advised to have a commercial insurance policy in place to protect your company from
potential financial
losses that may otherwise cause financial
losses or even lead to bankruptcy.
Any local
business that provides the goods and services needed by the residents
of Bastrop has the
potential to thrive, but is also at risk for large financial
losses caused by such hazards as severe weather, property crimes, and liability lawsuits.
Regardless
of which industry your
business falls into, you are strongly advised to have a commercial insurance policy in place to protect your company from
potential financial
losses that may otherwise lead to bankruptcy.
• Secured credits up to 600000 $ for the bank through PR protocol delivery and excellent customer care to
potential customers • Reduced the bank's annual
losses by 10 % in one year via effective credit risk analysis • Led the commercial client team for three years • Developed and maintained professional rapport and provided consultancy to 14 small
business bankers in developing product portfolios • Critically analyzed and re-formulated the bank's credit policies based on detailed financial credit and risk analysis stretched over a period
of two years
Designed disaster recovery plan saved in excess
of 1 million dollars
of potential business loss due to high - rise building fire.
With over 15 years experience, an MBA, and turn around management training from Harvard
Business School, I offer the depth and breadth
of knowledge to increase the value
of investments, or if necessary, minimize
potential losses.
Professional Duties & Responsibilities Directed all daily operations, customer service, personnel, and finances for multiple hotels and resorts Designed and implemented marketing and sales campaigns resulting in increased
business Planned and executed successful community events which enhanced brand awareness Responsible for multimillion dollar inventory, facility, and professional food preparation equipment Recruited, trained, and oversaw customer service personnel, kitchen staff, and cleaning crews Set company budgets, maintained profit /
loss statements, and ensured overall financial health Cut operational costs through effective inventory management and employee scheduling Negotiated contracts and agreements with suppliers securing quality products at low prices Performed site inspection tours as well as
potential client tours Built and maintained highly profitable corporate accounts Ensured compliance with all applicable health and safety regulations Created employee development programs building staff skill sets and value Utilized employee recognition tactics to build morale and company loyalty Crafted an atmosphere
of respect, professionalism, and dedication to excellence Developed a loyal client base through excellent customer service and a quality guest experience Built and strengthened relationships with clients, staff, and community leaders Performed administrative duties such as data entry, filing, faxing, and phones as needed
Loss of business includes losing the deal, extra work for sales, marketing and operation teams; diminished revenues, customer retention, and
potential legal disputes leading to a tarnished
business reputation.
Some property owners, including
business owners and those who bought property after July 6, 2012, are shocked to be facing
potential tenfold premium increases or, in some cases, significant
losses to the value
of their homes.
«Some property owners, including
business owners and those who bought property after July 6, 2012, are shocked to be facing
potential tenfold premium increases or, in some cases, significant
losses to the value
of their homes,» the Times reports.