Sentences with phrase «term business needs»

Strong business acumen and the ability to plan for both short - and long - term business needs is highly desirable for this role, as is superior communication, organization and leadership talents.

Career Objective: An IT Director position with a corporation where I can combine my technical and business skills to manage the production process of technology products and build strategies to enhance and support long - term business needs.

Good for managing cash flow, handling unexpected expenses and financing short - term business needs

Most people would never buy a new car with a 30 - year auto loan; and some small business financing options may be better suited to meet shorter - term business needs.

Long - term business needs, such as investing in equipment or business expansion, can be covered by a loan with terms between two and four years.

You may want to leverage your portfolio to meet certain short ‑ term business needs, or you may benefit from refinancing an existing loan.

Good for managing cash flow, handling unexpected expenses and financing short - term business needs

In short, having such a strategy means having a supply of capable leaders to meet both your short - and long - term business needs.

Ask yourself, «Am I trying to meet a short - term business need?

Depending upon the loan term, purchasing quick - turnaround inventory or any other short - term business need

Temporary Cash Flow Loans Many businesses experience times when the need arises for extra capital to meet a short - term business need.

Not exact matches

To start, he needed both people and funds — futuristic home doodads don't invent themselves — so he secured $ 12.5 million in subordinated debt financing from the Business Development Bank of Canada and Quebec's Fonds de solidarité FTQ, with flexible five - year payment terms (the latter a reward for years of solid financial management).

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.

Our business TidyClub.com has customers all over the world and as we continue to grow and the need to find further capital becomes apparent we are seriously considering moving the business to other jurisdictions to find better terms.

As a veteran, Wallace understands the value of growing a small business for a potential long term partnership, which is why he's given me his cell and personal email if I need to reach out.

New business - focused technologies are coming to market each and every day, and for small and start - up businesses in particular these advancements provide a much needed lifeline to reduce overheads, boost bottom lines and streamline management on a short and long term basis.

Even though «brand tribalism» is a term that's bandied about, few businesses understand what it is besides «something we need to get.»

There are some key differences between the different types of hosting, so it's important to understand your short - and long - term goals for your website and which services will handle not only your needs today, but can grow along with your business.

If your business needs to buy its facility, your initial costs may be high, but the building's cost can be financed over a long - term period (15 to 30 years).

But in terms of input to it, of course, we need to hear from the business community.

Yes, there are good reasons why some startups should put working day - to - day on growing their business aside and spend the time instead looking for outside investment, including: gaining the financial and other operational resources they need to move forward; to increase their financial stability, focus (plus peace of mind) in the short - term if they've been growing on revenue, founders» savings and credit cards; and to quickly accelerate their growth in order to capture a massive market.

Instead, with no contingency plan, the business owner would likely need to take on a short - term business loan with interest rates in the 60 to 80 percent range to fix the plumbing and get back up and running.

Not only is it a long - term process where you'll need some time before you see your business really get going, but you'll also need to sacrifice a lot of the time you spend with your friends.

Businesses in need of short - term financing to buy those products had been using a Chinese bank that partnered with Alibaba.

As a result, businesses need to ensure they are ready for those changes and are prepared to focus on customer engagement to drive long - term success.

Dig Deeper: Francisco Dao on making goals inspirational, not delusional Setting Business Goals: Create Short - Term Objectives Now that you've figured out what you want in the long term, you need to figure out how to get thTerm Objectives Now that you've figured out what you want in the long term, you need to figure out how to get thterm, you need to figure out how to get there.

As an entrepreneur, you too need to build a brand if you want a long - term career as a business owner.»

The U.K.'s small businesses and start - ups need the government to boost jobs and long - term growth in the forthcoming spring Budget, the Federation of Small Businesses has urged the finance secretary, Chancellor of the Exchequer Philibusinesses and start - ups need the government to boost jobs and long - term growth in the forthcoming spring Budget, the Federation of Small Businesses has urged the finance secretary, Chancellor of the Exchequer PhiliBusinesses has urged the finance secretary, Chancellor of the Exchequer Philip Hammond.

In terms of lessons learned, Jerry Masino suggests using your franchisor's template and training, understanding customer service — «it's the cornerstone of a lot of businesses» — and making sure your location is right by hiring a corporate realtor to provided the demographics needed.

Businesses can also look to other sources to reduce external funding needs, such as requesting credit terms with suppliers.

The 7 (a) Loan Program was formed to meet the long - term financing needs of small businesses.

The company must have long - term potential; it needs some sort of sustainable competitive advantage that will keep it in business for years to come; he wants double - digit returns — «Why bother buying a business if you're not getting at least that for taking on the risk of owning a company?»

Limited to $ 750,000, CAPLines loans are given to small businesses with short - term working capital needs.

So, to create a sustainable business that succeeds over the long term, you need to ensure clients want to work with you and proactively seek you out.

If you have a strategy to grow, if you have a strategy to build business and market, you need to think in diverse terms.

Beyond those basics, you'll get approved more readily and with better terms if you give the banks precisely what they need to make a decision: tax returns and audited (if possible) financial statements (P&L, balance sheets and cash flow) for the year to date and the previous three years; monthly statements for the previous 12 months; a business plan explaining what you do, how you do it and why your company would be a good risk; a detailed projection showing how you will generate the funds to pay down the line; and a backup plan (collateral) to repay the bank if the projections don't pan out.

«I knew I wanted to go to business school when... I realized that the skill - set needed to achieve my long term career goals could not be attained from solely work experience.»

If a business needs to dramatically alter pictures of its products to make them look appealing, fabricate positive customer feedback, or obscure contract terms, something is drastically wrong.

A: If a business experiences significant revenue swings, a credit line might be just the right tool to help manage short - term cash and working capital needs.

Today's Boomer Consumer Businesses need to understand today's boomers from three perspectives: 1) where they are in their heads in terms of what drives their behavior; 2) where they are in their lives in terms of lifestyle and life stage; and 3) how their shared generational experiences coming of age in the late»50s to early»70s shape their perceptions.

As he scouted for data - management companies, he told them that he'd really love to throw a little sole - source business their way, but a client like, say, American Express needed longer payment terms.

But I also saw a gap in the small business market: the need for everyday funding to address short term needs.

Every business owner needs a long term exit strategy, and the planning process has to start with the company's real value.

The senior teams that lead each separate business unit are directed by three key priorities: one, fostering cross-functional communication across the company; two, setting and supporting decision - making for the medium - to long - term needs of their unit; and three, developing three - year rolling business plans on an annual basis.

But Daley and Thorne knew from the start they needed funding to scale and fill out their long - term business plan: investing in R&D and in a supply chain to handle orders from a growing list of stores (500 and counting) in 26 countries.

Your three - year plan should become a living, breathing document of what the business is all about, what needs to get accomplished over the short and long term.

The bottom line is this, my friends, to build a long withstanding business, that you can be profitable with, long term, you need to bring value.

Some need an extra truck for peak business periods, and others want to try out a rental before committing to a long - term lease.»

At the heart of most business compromises is the tension between long - term values and short - term needs.

This entrepreneurial alphabet has the terms you need to know to help your new business succeed.