Sentences with phrase «risk of doing business»

The Risk Management Certification for agents and brokers is designed around fundamental disciplines that provide the core competencies needed to reduce the risk of doing business.

We hope to foster a discussion about how to minimize the risk of doing business internationally, while remaining competitive.

To help assess the risk of doing business with others.

Keep in mind that credit scoring models are specifically designed to help lenders predict the risk of doing business with you.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

Related - party transactions represent another significant, continuing, and underappreciated risk of doing business in many different cultures and business environments.

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 first and most obvious lesson involves the risks of doing business overseas, where it is all too tempting to rely on the guidance of locals to tell you what's legal and what's not.

For would - be Amazon partners, this is just the latest cautionary tale about the risks of doing business with the online retail giant: No matter what the company says, there are no equal partnerships when Amazon is involved.

Three recent but unrelated incidents illustrate the need to rethink — and reprice — the risks of doing business in China.

Even though, Chinese investors are also warned the risks of doing business in Canada as outlined in the CIPA's Country Report — Investing in Canada.

Legal Week, in association with CMS, is hosting a panel discussion on how to take advantage of the business opportunities in Central and Eastern Europe (CEE) and mitigate the potential risks of doing business there.

Despite the potential rewards, there are significant risks of doing business in Africa.

Assess the strengths and weaknesses of the portfolio so that the client can understand the risks of doing business with the rights - holder.

Most companies share some common concerns about the risks of doing business, such as a lawsuit that could put the entire operation at risk.

Not exact matches

Business don't have faith that investments they make in new capacity today will provide enough of a return to justify the risks.

Here»; s what small businesses can do to reap the benefits of endorsements while minimizing the costs and the risks.

Doing business in a country that faces allegations of human rights abuses such as Eritrea carries with it a certain amount of reputational risk.

And if he does get there, he'll prove that old - fashioned, low - risk consumer banking is one of the world's best businesses.

And if you need to cobble together multiple plans to insure for greater risk, you at least can take comfort from knowing that there are dozens of companies that might be interested in doing business with you.

While it's true that a good insurance policy can do much to reduce lawsuit worries and that many small, savvy businesses don't have debt problems, it's also true that businesses which face significant risks in either of these areas should probably organize themselves as a corporation or LLC.

When consumers and the financial industry do come on board, the Committee advises regulating it much like other financial services products, like supervising bitcoin exchanges with «requirements for business continuity planning,» and «a forum for fraud prevention and disclosure of bitcoin's risks and costs.»

«The reality these days is that the business that does not have a code of ethics subjects itself to a much greater risk in its day - to - day operations and if there is an unfortunate incident, they expose themselves to much greater risk [from] regulatory and prosecutorial authorities.»

You don't need a college degree, but you do need to be aware of the risks and realities of business ownership.

So does your family, so don't let the twin risks of student debt and a startup business demolish your financial security.

Relying almost exclusively on data - driven processes, Nguyenova is a proponent of continuous AB testing in multiple areas of the business (to quickly figure out what works and what doesn't), and encourages constant adaptability so startups never run the risk of going obsolete or succumbing to competition.

Potential risks and uncertainties include, among others, the possibility that the anticipated synergies of the combined companies may not be achieved after closing, the combined operations may not be successfully integrated in a timely manner, if at all, general economic conditions in regions in which either company does business may deteriorate and / or Oracle or Vocado may be adversely affected by other economic, business, and / or competitive factors.

Mr Stephen Rogers chief executive of Clough's Oil and Gas business unit said that the Apache project would generate a strong and consistent earnings stream for the Oil and Gas business unit, with positive cash flow, and as the contract is rates based, Clough does not assume any lump - sum risk.

Rather, I wanted to illustrate how poorly most of us assess risk in our personal lives — and the same is true when it comes to what we do in our businesses.

This is true for all sorts of businesses, but I don't think it's true for one that aims to meet the underserved and most at risk where they are — in community centers, libraries, churches.

Their themes — don't risk it all, stay small, charge for value, free is stupid — fly in the face of the conventional image that web success comes from big startups that attract massive amounts of free users and then massive buyouts — yet they're right in line with a time - honored business practice: making a profit.

That's right: While one of the main purposes of a business plan is to help you avoid risk, the act of creating one does create a few risks as well.

Bank of Canada governor Mark Carney ruffled feathers earlier this year when he blamed the country's «abysmal productivity record» on a lack of investment on the part of risk — averse CEOs, maintaining that while government has done its part, «business, thus far, has disappointed.»

The alert noted that in a recent SEC Office of Compliance Inspections and Examinations study of 75 financial firms, 5 percent of broker - dealers and 26 percent of advisors and investment funds did not conduct periodic risk assessments of critical systems to uncover vulnerabilities, potential business consequences and other cybersecurity threats.

In other words, a risk - averse Pentagon is an ineffective Pentagon, and some cost overruns should be embraced as the cost of doing business.

While the IRS claims the letters don't constitute an audit, they certainly run the risk of creating a chilling effect on thousands of American businesses.

Starting a business is hard, and if you did a really sober - minded assessment of the risks and likely outcomes, you'd probably never get started in the first place.

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 a consequence of this interconnected style of doing business, companies are at greater risk of having confidential information spill into the outside world, either accidentally or through some form of data theft.

A majority of female business owners expect their companies to grow over the next two years, but most don't want to raise prices — and they'd like to avoid risk, says a new report.

Most business managers, of course, prefer to spell out exactly how they want employees to do a task, and with good reason: if you don't, you face the risk of having the employee carry it out in an inefficient or even disastrous fashion.

The secret to earning income without risk or working for it, I learn on this day, is bringing together a buyer and a seller of services and receiving an ongoing commission on all the business they do together.

«If I were to buy the Toys» R «Us business in Canada, I would be buying it at a discount, I'd be buying the leases at a discount, and I'd be buying the inventory at a discount, because I think there's a lot of risk to the business in the long term, even if it's doing OK today.»

You don't want to risk loosing valuable clients, vendors or employees because of negative connotations that might come from putting your business on the block for sale.

What small - business groups should advocate comes down to a fundamental question: Do they believe in their own economic analysis enough to risk a recession that could hurt many small - business owners in a game of chicken over taxes on the highest earning Americans?

Two big announcements last week highlighted the type of risks faced by businesses that don't anticipate and adapt to better environmental, social and governance practices.

«We saw that [the internet] was a fundamental change in the way companies did business, and that it was going to create a fundamentally new type of risk,» says Robert Parisi, cyber product leader at insurance brokerage firm Marsh USA.

«We want to remain one of the top states in which to do business, so why would we want to do anything to risk any of that, by legislation that's really unnecessary and unenforceable?

Accepting some level of risk is part of doing business.

Schorr cautions that LLCs won't fit every company's needs: «Because of the limited number of states that have enacted LLC statutes, and the lack of case law, companies that do business in a range of states run the risk of encountering a state that wouldn't recognize the limited liability of the partners.»