Sentences with phrase «returning to profitability in»

Things only got better from there on out, with Lenovo's MBG returning to profitability in the very next quarter ending December 31, 2015.

«We have implemented numerous changes at BlackBerry over the past year and those changes have resulted in the Company returning to profitability in the fourth quarter,» said Thorsten Heins, President and CEO.

GoPro Inc (NASDAQ: GPRO) deserves some credit for returning to profitability in late 2017, but perhaps investors are giving the company «too much credit,» according to Wall Street's newest bear analyst.

Ford Motor Co. will return to profitability in Europe in 2001 and the automaker will direct its focus toward other Asia / Pacific markets now that it has bowed out of negotiations to acquire South Korea's beleaguered Daewoo Motor Corp., President and Chief Executive Jacques Nasser tells Ward's in a wide - ranging interview.

After a devastating $ 4.5 billion loss in 1991, GM returned to profitability in the first quarter of 1992.

Sure the investments may decrease in value, but provided they do not withdraw, generally speaking, they will return to profitability in relatively short order.

But despite the slow recovery, PulteGroup returned to profitability in 2012, started paying dividends again in 2013, and appears to be on course for better times.

ZTE has announced it returned to profitability in its latest fiscal year.

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.

In the U.S. presidential race, Hillary Clinton has proposed tax reforms to curb what she calls «quarterly capital,» the focus by public companies and investors on rapid returns instead of long - term profitability and economic growth.

«We are committed to long - term leadership and improved profitability of our mobile business and the decision to cancel Broxton for phones and tablets and SoFIA 3Gx / LTE / LTE2 enable us to move resources to products that deliver higher returns and advance our strategy,» the spokeswoman said in a statement.

But a shift in corporate culture in the 1990s that led to a single - minded focus on profitability and shareholder return actually proved counterproductive for Boeing, as it quickly lost ground to Airbus.

«We are on a clear path to be one of the first solar module suppliers to return to profitability,» CEO Shawn Qu said in a recent earnings call.

«The aim of this strategy is to significantly improve total shareholder returns and near - term profitability and is in the best interest of the company and all its stakeholders,» added Buckland.

Rovio has in the last year or so returned to profitability, largely thanks to the success of the Angry Birds film.

It also said it would cut operating expenses by more than $ 200 million and return to EBITDA profitability in 2017.

Can it weather a year in the red and return to profitability?

The company returned to profitability last quarter, while investments in expanding its reach and scale have it positioned to ride the growth in shale production even higher in coming years.

Avon CEO Sheri McCoy, who took the helm in 2012 to fix a cosmetics giant left in disarray by her predecessor Andrea Jung, has repeatedly said that because of Avon's heritage, the fixing the U.S. business is her «No. 1 priority», and has pledged to return its second biggest market to profitability in 2015.

As of the autumn of 2017, GoPro has delivered three solid quarters in a row — growing revenue, cutting costs, meeting or beating guidance — and it claims it will return to steady profitability in 2018.

TORONTO — BlackBerry (TSX: BB) could lay off as many as 5,000 employees in the coming months in an effort to return the smartphone maker to profitability, according to a media report.

While the majority of RBS» restructuring is now complete, the bank still lags behind its rivals in returning to profitability.

Sprint on Thursday named seasoned turnaround strategist Michel Combes as president and chief financial officer in a move to return the company to profitability.

At the same time, they must carefully monitor consumers» perceptions of «normal» price levels: Excessive promotions lead consumers to revise their expectations about prices downward and can threaten profitability in the recovery period because people will resist the steep increases as prices return to «normal.»

This is a rebound of over 2.4 million bpd from just two weeks ago, and further upside lies ahead in the coming weeks as refineries return to full strength, and strong crack spreads (aka profitability) encourage refiners to run as hard as they can, deferring maintenance where possible.

We are on track to return to sequential originations growth in Q3 and achieve GAAP profitability by year end, and we look forward to profitable growth off a lower expense base in 2018.»

In their January 2018 paper entitled «Bitcoin: Predictability and Profitability Via Technical Analysis», Andrew Detzel, Hong Liu, Jack Strauss, Guofu Zhou and Yingzi Zhu investigate the use of 5 - day, 10 - day, 20 - day, 50 - day or 100 - day SMAs to predict Bitcoin returns.

We see the potential for EM stocks to again outperform in 2018 on rising profitability, higher valuations and investors returning to the asset class.

Coworkly, a side project that's currently dominating the majority of Arar's time, arose from a desire to fill a gap he's seen in Ottawa for many years now — namely, a community of startups that focus on venture capital and raising money rather than returning to the basics of bootstrapping and profitability.

Improved profitability was reflected in a year - on - year jump in return on equity from 1.5 % to 12.9 %.

And while these returns can be attributed to the synchronized upswing in global economic growth and strong corporate profitability, hanging in the background of markets all year were a series of risks.

«If we make it more efficient, all that waste turns into profitability and shareholder returns to reinvest better in product, brand and support.»

Reflecting on the second - half of the financial year Fonterra said it returned its Australian operations to profitability by taking out costs, reducing working capital and divesting non-core business assets, including shares in Bega Cheese and Dairy technology Services.

Outgoing Wesfarmers managing director Richard Goyder has defended his $ 1 billion investment in the British home improvement market, saying Bunnings UK and Ireland will eventually make a return but it will take longer than expected to reach profitability.

«We have a clear plan in Australia and making progress on returning the business to profitability,» the company said in a statement.

First Milk has returned to the black in the year ended March 31st 2010 with a positive # 10.3 m swing in pre-tax profitability to end the year with a profit of # 0.4 m as the UK dairy co-operative systematically reduced its cost base and improved efficiencies throughout the business.

«The financiers have confidence in the way we are running the business and our return to profitability,» Mr Casella said.

Of the total cost reduction, Arla said it expects to return approximately $ 300m ($ 369m) to farmers through the farmgate milk price with the additional savings being reinvested in the company's Good Growth 2020 strategy to fuel further growth and improve profitability.

Of the total cost reduction of more than $ 400 million, Arla expects to return approximately $ 300 million to the farmers through the farmgate milk price with the additional savings being reinvested in the company's Good Growth 2020 strategy to fuel further growth and improve profitability.

there is no doubting that Arsene has helped to provide us with some incredible footballing moments in the formative years of his managerial career at Arsenal, but that certainly doesn't and shouldn't mean that he has earned the right to decide when and how he should leave this club... there have been numerous managers at each of the biggest clubs in Europe throughout the last decade who have waged far more successful campaigns than ours yet somehow and someway each were given their walking papers because they failed to meet the standards laid out by the hierarchy of their respective clubs... of course that doesn't mean that clubs should simply follow the lead of others, especially if clubs of note have become too reactionary when it comes to issues of termination, for whatever reasons, but there should be some logical discourse when it comes to the setting of parameters for a changing of the guard... in the case of Arsenal, this sort of discourse was largely stifled when the higher - ups devised their sinister plan on the eve of our move to the Emirates... by giving Wenger a free pass due to supposed financial constraints he, unwittingly or not, set the bar too low... it reminds me of a landlord who says he will only rent to «professional people» to maintain a certain standard then does a complete about face when the market is lean and vacancies are up... for those who rented under the original mandate they of course feel cheated but there is little they can do, except move on, especially if the landlord clearly cares more about profitability than keeping their word... unfortunately for the lifelong fans of a football club it's not so easy to switch allegiances and frankly why should they, in most cases we have been around far longer than them... so how does one deal with such an untenable situation... do you simply shut - up and hope for the best, do you place the best interests of those with only self - serving agendas above the collective and pray that karma eventually catches up with them, do you run away with your tail between your legs and only return when things have ultimately changed, do you keep trying to find silver linings to justify your very existence, do you lower your expectations by convincing yourself it could be worse or do you stand up for what you believe in by holding people accountable for their actions, especially when every fiber of your being tells you that something is rotten in the state of Denmark

The answers, at least in part: a park district intent on scheduling more events to return the stadium to profitability, a sport that is by its nature tough on grass and bad breaks from Mother Nature.

In early 2015, the company set out to return to profitability and rebuild this flagship brand.

The Volkswagen Group returned in 2016 to profitability after a difficult 2015.

Waterstones, which had sales of over # 400 million last year, has returned to profitability over the last two years after almost collapsing in 2011 when it was hit by a combination of high debt and declining book sales in the face of competition from electronic readers.

While Barnes & Noble stares oblivion in the face, its UK counterpart Waterstone's has been there, seen the film, got the t - shirt and returned safely to profitability.

The Capstone strategy seeks to generate absolute returns over the long term in the attractive asset class of smaller under - researched companies by building portfolios that have lower than market levels of debt, higher than market levels of profitability, and are trading at a discount to their intrinsic value.

The investment would only make sense if an investor expects profitability and growth to return in the near future.

The positive information ratio of Group 1 also highlights that small - cap companies with profitability characteristics were able to generate higher excess returns over the benchmark (the small - cap universe in this case) on a consistent basis.

Profitability was recognized by the father of value investing Benjamin Graham in 1928 as a predominant driver of stock returns: It is undoubtedly better to concentrate on one stock that you know is going to prove highly profitable, rather than dilute your results to a mediocre figure, merely for diversifications sake.

As long as they can continue to achieve profitability in their underwriting and can find ways to invest their portfolio at the same return over time, they'll continue to create the same returns on equity and the same growth in intrinsic value.