Sentences with phrase «returns over a 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.

Furthermore, a government crackdown on corruption late in 2017 that saw numerous Saudi business people, including notable royals, detained and imprisoned (infamously, in the Riyadh Ritz Carlton hotel) and assets handed over to the authorities in return for freedom could also spook investors.

As I look over the business plans and projections that these entrepreneurs share with us, one thing I constantly see is a lack of sophistication in calculating the investor's return.

Also but separately the current sharemarket acts as a casino and has lost its original form due to major hedge and other funds looking for short term returns in a long term business and also over influencing CEOs and Boards..

In return, Hamersley Iron will contribute up to $ 38 million over the life of any new mines developed in the agreement area to a trust that will fund education, training, business and community development for the Eastern Guruma people.

Watsa's sway with investors is no mystery: Fairfax has returned more than 5,000 % over the past 20 years, and the company has its hands in a diverse array of businesses, including insurance, media, and restaurants.

«The family has benefited mightily from the strong returns of the business, as BFB's shares have outperformed the S&P 500 by 550 % over the last 20 years.»

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.

This week, Germany's business pages have been full of little warnings about the Return of Inflation, the biggest bogeyman in the Teutonic economic lexicon, all because the annual consumer price index rose to its highest level in over three years in December, a shocking 1.7 %.

For instance, over the past three years Berkshire had an average return of 8.2 % on the cash it invested in its energy business.

In return, though, you'll maintain complete control over your business — and your profit.

Some businesses and events that had boycotted the state over H.B. 2 — like the NCAA Men's Basketball Tournament — decided to return anyway, and North Carolina does improve to No. 28 from No. 30 last year in Quality of Life.

I also found it difficult to get a business loan so instead of paying off college debt I decided to use the money to grow my businesses that luckily returned over 3 %.

Loan or Debt Crowdfunding: Also known as peer - to - peer lending, individuals provide capital to businesses or individuals in exchange for interest payments and return of principal over a defined time period, similar to a mortgage or a car loan.

United States U.S. top court turns away Google fight over business patents, Reuters Jackson won't return to job as Trump's physician, Washington Post

Very simply, they are high quality businesses that can grow their intrinsic value at high rates of return over long periods of time.

«Leaving the question of price aside, the best business to own is one that over an extended period can employ large amounts of incremental capital at very high rates of return.»

final quarter Apple CFO Luca Maestri mentioned the business expected to be «internet cash impartial» over time, signaling that it may beginning returning extra capital to shareholders through its dividend and share buyback courses.

If the business earns 6 % on capital over 40 years and you hold it for 40 years, you're not going to do make much different than a 6 % return even if you buy it at a huge discount.

Over time, with the insights from his See's Candies acquisition and of course a little help from Charlie Munger, he realised the best returns were to be found in owning the great businesses.

«Over the long term, it's hard for a stock to earn a much better return than the business which underlies it.

For example, grocers almost always stay in the very low price / revenue deciles because they operate in a low - margin business, yet fluctuations in their price / revenue ratios over time are still very informative about subsequent returns.

«We would rather earn a fair return and grow our businesses long term than try to maximize our profit over any one time period.»

«Leaving the question of price aside, the best business to own is one that over an extended period can employ large amounts of free — other peoples money — in highly productive assets so that return on owners capital becomes exceptional.»

Factor in what might be high - single - digit business growth over the next year, as well as what's currently a yield of just over 2.25 %, and you could easily make a case for what might be a total return of ~ 25 % for 2018.

Vijay now simply calls it a mobile internet business as possibilities have exploded over the past couple of years, especially after a US$ 680 million funding infusion from Alibaba in return for a 40 percent stake.

Over the long term, it only makes sense to deploy capital into those businesses that actually generate adequate returns on invested capital (ROIC).

The bottom line: Berkshire's business has transformed over the years, but remains focused on long - term return and the efficient use of capital.

Last year I wrote on Suven Life Sciences, also I did some secondary level maths to get a sense of returns an investor could get buying the business at then market cap (~ 2000 INR Crores or 400 Million USD) and exiting in 2024 See Snap shot below The base case CAGR didn't excite but reading management commentary compelled me to take a tracking position in model portfolio Over to this year One thing in AR gave me a Jeff Bezos moment For the first time management was sounding optimistic (this is coming from a management which is very conservative on record) Emphasis mine Management views on past Despite having grown the business every single year across the last five years, our business sustainability has been consistently questioned.

We continue to do our best to optimize the returns of the Fund by purchasing undervalued companies that are growing their intrinsic value over time and that are managed by individuals who think and act like long - term owners of the business.

We build portfolios in the same manner we would manage our personal capital: We seek to maximize after - tax returns over a multi-year time horizon by concentrating our investments in the most undervalued businesses, managed by capable and properly motivated management teams.

You're right or wrong because the business does, or doesn't provide acceptable returns over time.

[NYTimes] Americans haven't been this optimistic about stocks for nearly two decades [Bloomberg] The gap between sentiment and certainty is stunning [WSJ] On the ramifications of Brexit [Arp Investments] How Canada completely lost its mind over real estate [Macleans] Why Costco (COST) loves store sales: you try shipping a tub of mayo [WSJ] Q&A with Airbnb's CEO Brian Chesky [Fortune] Mobile video to grow almost 900 % by 2021 Cisco predicts [Fierce Wireless] Inside Verizon's go90, a video app mix between YouTube and Netflix [Business Insider] Your focus should be on saving money, not investment returns [Collaborative Fund] Instagram (FB) «influencer» marketing is now a $ 1 billion industry [MediaKix] Quick video on Zara: How a Spaniard invented fast fashion [YouTube]

Employment in property & business services increased again in the March quarter and returned to positive growth over the year.

«We are seeking a level of Mastery in understanding the fundamental truths that enable a business to earn superior returns, with a healthy margin of safety over the longest duration possible» Christopher Begg

«True managers need to be tested in multiple business cycles to prove their compound annual return is consistent over long periods of time» Thomas Kahn

And we will do our best to optimize the returns of the Oakmark Global Fund by purchasing undervalued companies that are growing their intrinsic value over time and that are managed by individuals who think and act like long - term owners of the business.

I wouldn't waste much ink trying to argue this is a fantastic business, but because of strong market share, over a cycle NOV has earned a decent return on capital.

And then lastly, we feel great about the amount of cash that this business continues to kick off, allowing us to reinvest in this low risk, high return new unit growth and the infrastructure to support it, while continuing to pay a competitive and over time, growing dividend, as well as consistent, robust share repurchases.

It can not simply involve papering over the obvious cracks in order to return to gospel business as usual.

How about donating over $ 300 dollars to kiva.org to blooming independent business people with the express instructions to not have any return?

«the baptism of John was a call to Jews to return to true and proper Judaism, where people were generous with their money, honest in their business dealings, and gracious in their use of power over others (Luke 3:10 - 14).»

We continued with the significant and necessary changes we began in the business over three years ago to support our strategy and its priorities, and worked hard to return every possible cent of value back to our farmers,» Wilson said.

Last year, a wider analysis of over 1,200 business sites and 700 companies found that the median site reaped $ 14 in returns for every $ 1 invested.

Then Rich Swann showed up to back Sasha for some reason even though Cedric Alexander has returned from injury and has previous unfinished business with ex-girlfriend Fox and the dude Fox chose over him, Dar.

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...

Olivier Giroud is in amazing form since returning from injury, and he did the business again yesterday with both goals in Arsenal's 2 - 1 win over Newcastle.

Presented as a transfer guru who could help the club return to the Premier League, there's been question marks placed over a lot of the business which Orta has overseen.

«Over half of business turnover from small retailers is returned to the local community.

Capital Region elected officials and business leaders acknowledged concerns over the possibility of more casinos, but said it is a bet worth taking for the potential economic development return.