Sentences with phrase «such factor strategies»

Keep in mind, we are not trying to definitively say that such factor strategies do not work, but instead hoping potential users of these strategies will pause and ask deeper questions about them.

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.

As such, they're also a good barometer for your brand's cool factor, or its imminent dilution, depending on your marketing strategy.

Those factors make such a strategy best suited to certain kinds of businesses.

The portfolio management team uses a variety of investment strategies to search for companies suitable for investment in the fund, including factors such as growth in earnings, return on equity, and revenue.

A number of factors — such as rising US interest rates, the recurrence of big fluctuations in global currencies, and the widening dispersion of equity returns across sectors and regions — may have helped to create an increasingly conducive environment for hedge - fund strategies, which have seen a positive turnaround in performance in recent quarters.

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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

Our digital strategies are not one size fits all, they are custom tailored to each client needs and factors such as how competitive your industry vertical is and what kind of a brand are you.

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.

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, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; 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 inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; 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 nations in which the Company operates; 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 that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

The best pin bar strategies occur with a confluence of signals such as support and resistance levels, dominant trend confirmation, or other «confirming» factors.

By systematically and deliberately setting exposure factors such as momentum, quality, or value, managers can utilize smart beta strategies to improve returns, reduce risk or enhance diversification.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commfactors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commfactors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commfactors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange CommFactors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

As such we factor these impacts into our analysis of an issuer's economy, fiscal position, and capital infrastructure, as well as management's ability to marshal resources and implement strategies to drive recovery.

Dietary strategies for managing weight and other risk factors of obesity - related chronic diseases such as type 2 diabetes, cardiovascular disease and depression.

Meanwhile, the Foodex Engage Lounge, in partnership with Teknomek, will host more than 30 sessions over three days on issues such as how to reduce the risk of bacterial contamination; hygiene strategies to manage the «human factor»; how plastic is enhancing hygienic routines; and balancing occupational health with hygiene.

Blindly following a broad strategy such as betting against the public isn't always effective, which is why our annual betting against the public report has to look at other factors that can better produce a winning season.

Strategies for teaching reading will depend on many factors such as your child's age, learning style, and personality.

Lack of breast feeding is significantly associated with higher use and cost of health care.28 Improved short and long term health of breastfed children, improved wellbeing of mothers who have breast fed, and the cost of goods consumed are major factors leading to economic benefits from the promotion of breast feeding.6 29 30 31 Future research should compare the specific cost effectiveness of such strategies for improvement of breastfeeding practice.

While it's clear that, all things being equal, a truly independent commission is the best procedure, we no longer believe that pursuing such a strategy to the exclusion of other important factors is realistic.

When patients present with variables associated with a greater risk for VPC, clinicians should direct more intensive management of modifiable factors, such as smoking and lung function, as well as improved medication adherence or alternative treatment strategies, the investigators concluded.

Yang et al. report on one such strategy: Taking the knowledge that an increase in type I interferons (IFNs) correlates positively with clinical outcome in several cancers and that type I IFNs can enhance antitumor immunity in some models, the authors tethered IFN - β to a monoclonal antibody targeting the epithelial growth factor receptor (EGFR), which is approved for use in treating metastatic colorectal cancer and head and neck cancer.

A combination of such factors is likely the reason for the cost effectiveness of the MRI guided strategies.

«But if we can understand the factors that increase the risk of this serious illness among immigrants, we can develop strategies such as social supports to mitigate this risk.»

«To mitigate the effects of climate change, we can talk about two types of options: to attack it at its origin, by eliminating or reducing the human factors that contribute to it (such as, reducing emissions, controlling pollution, etc.) or developing strategies that allow for its effects to be reduced, such as, in the case that concerns us, increasing green areas in cities, using, for example, the tops of buildings as green roofs,» states the University of Seville researcher, Luis Pérez Urrestarazu.

The authors acknowledge, however, that these strategies would not be a unilateral win for health: less livestock could lead to poor nutrition in low - income countries, and better housing insulation could lead to health risks from factors such as more indoor air pollution.

By developing blood biomarkers and «immunologic signatures» related to antigen - specific T - cell responses, the researchers hope to identify individuals with latent TB infection who are at greatest risk for progression to active disease, allowing development of prevention strategies to target those at highest risk in areas with high rates of infection (usually low - and middle - income countries), as well as high income countries such as the U.S., where factors such as recent infection and HIV co-infection are associated with an increased risk of progression to active TB.

Such interventions are based on psychopathology research that identifies potentially mutable factors associated with etiology, maintenance, severity and / or course of disorders; importantly, the new strategy emphasized that these factors may be considered in psychological terms (e.g., attention, impulsivity).

Systemic bacterial infections such as those caused by Salmonella are highly regulated and complex processes that include sophisticated offensive and defensive strategies by both pathogen and host that are orchestrated by virulence factors.

It should consider many factors such as IT that already exists in the school, finance, curriculum and pupil age, to create a holistic strategy for the 21st Century.

The Commission will examine factors in raising student achievement from prekindergarten through high school including: state accountability and curriculum requirements; model programs to improve student achievement beginning in early learning programs and continuing throughout high school; strategies for every student to achieve at grade level such as intervention and support systems; and policies to improve student attendance and retention.

There are several factors that could possibly be contributing to this pattern in results, such as teachers adopting new strategies in response to the removal of the January series; a slight shift towards Facilitating Subjects affecting outcomes at grade A; and as the A * continues to bed in it becomes more important for highly selective universities and as such provides a greater incentive for students.

Rather than the one - size - fits - all strategy of delivering content to a passive learner in those designs, ITS designs are able to customize the learning experience the student receives based on factors such as pre-existing knowledge, learning style, and the student's progress through the content material.

The task force will study areas such as dual licensure and dual preparation models, pipeline strategies around recruitment and retention, interdisciplinary collaboration, and other factors pertinent to this specialized preparation.

These strategies shall include professional development for all school personnel in all job categories who regularly interact with students or are in a position to recognize the risk factors and warning signs of suicide, including substitute teachers, volunteers, expanded learning staff (afterschool) and other individuals in regular contact with students such as crossing guards, tutors, and coaches.

The near - term approach is based on greater deployment of factors already known to save lives, such as improving seat belt use, road diets and other infrastructure strategies, truck safety, behavior change campaigns and data - driven enforcement.

Monetary and income results are based on many factors such as professionalism, distinctive strategy, efforts, etc..

Before you publish your books, there are important factors that you need to consider, such as the services of publishing companies, your marketing strategies, your agent - hunting techniques, and some other related things.

There are numerous ways to go about this, and the strategies we use will depend on factors such as an author's background; how well he or she is already known; what the book is about; its selling scope — international, national, regional, local; who we'll be marketing the book to; current news, stories, trends; the author's availability to travel; and a host of other factors.

One of the great anomalies of investing: The historical long - term outperformance of certain smart beta or factor - based strategies relative to the broader equity market (think choosing stocks based on their valuations, momentum, low volatility or quality metrics such as profitability).

Investors should also consider other factors, such as stability of the brokerage firm, investment strategy, and access to a live financial advisor, when evaluating a robo - advisor.

Investors may also want to consider limiting or diversifying their exposure to certain macro factors, such as changes in economic activity and oil prices, by pursuing minimum volatility and multifactor strategies.

CPMS is a service that Morningstar sells to advisors and portfolio managers who are interested in executing particular investment strategies — such as those based on dividends, value factors, or momentum.

Data mining, factor crowding, as well as economic changes are all reasons why such strategies may disappoint in the future.

The best pin bar strategies occur with a confluence of signals such as support and resistance levels, dominant trend confirmation, or other «confirming» factors.

Looking beyond the story telling that characterizes various investment philosophies, the long - term return drivers of many complex smart beta strategies are tilts toward well - known factor / style exposures, such as value, size, and low volatility.

However, contrarian trading strategies tend to be driven more by market sentiment factors than are value investing strategies, and to rely less on specific fundamental analysis metrics such as the P / B ratio.

A half - life of 1.0 typically means roughly 100 % annual portfolio turnover; a half - life of 10.0 means only about one - tenth of the portfolio turns over in any given year.8 Strategies and factors with longer half - lives, such as small cap and profitability, are likely to have portfolios that change slowly from one year to the next, making it much easier to tease out the structural alpha.

Smart beta strategies capture the power of factors — broad and historically rewarded drivers of returns such as value (buying cheap) and momentum (trending upward)-- to seek higher returns or lower risk.

Factor - based strategies, use scientific, rules - based technology to focus on specific drivers of return such as momentum, value, quality, size and lower volatility.