Sentences with phrase «term business plan»

The Board determined that the Compson proposal was inadequate and that continuing to implement the company's long - term business plan would maximize stockholder value.

I've established contacts on an ongoing basis and that is the foundation of my long - term business plan, which I continue to develop.

Create and implement long term business plan to ensure continuity of business operations in the long run

Think white papers, a pitch deck, or a short - term business plan with actionable steps for the company to take.

Free is a Four - Letter Word «Anything free can be a great marketing idea, but not a long - term business plan,» remarked Richard Blech, CEO of Secure Channels.

The challenge is translating the anxiety of the moment into a long - term business plan.

That move is not a good long - term business plan!

She developed policies and best practices, streamlined processes, networked with other local animal organizations and created a long - term business plan.

The platform you have gained on your site can be swayed in many ways, and this influence should be accounted for when you create a long - term business plan.

6... Get a long - term business plan and stick with it.

Looks like Ferrari's short term business plan is to put their faith in baseball caps and tea shirt sales.

why take any chances with the golden goose and if its true that FFP rules are about to be relaxed it means the cornerstone of the boards argument around a stable long term business plan is now in shreds.

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.

The problem perpetuated by the show, argues Kopke, is that it contributes to a business culture that revolves entirely around the pitch, a short - sighted approach that barely scratches the surface of what an entrepreneur has to offer, or what it means to grow an idea into a long - term business plan.

Says Bapty: «If a CRO is nimble and can evolve technology that can enable its clients to get a drug approved faster or to reduce the risk of a clinical study, or even save them development money in the long run, that company will find it has a long - term business plan.»

«the nature of long - term business plans including plans on climate change preparedness and sustainability»

«Even today, with the global warming danger level at a critical phase, Defendants continue to engage in massive fossil fuel production and execute long - term business plans to continue and even expand their fossil fuel production for decades into the future.»

Shortly after, the company removed the location tracking feature from its iOS app, stating that it wasn't used but rather is something the company has considered as part of its long - term business plans.

This shouldn't be surprising since in many ways digital currencies are a competitor to the long - term business plans of these investors and bankers, and these people are highly incentivized for Bitcoin to fall in price, or fail entirely.

These same executives... who developed long - term business plans, anticipated market changes, and transitioned company's through major mergers and acquisitions didn't make the same strategic investment in their own career.

Senior Manager of unique casual dining restaurant franchise business responsible for all aspects including development, design, and long term business planning.

June 2004 to April 2008 Professional Services, Inc — New Cityland, CA Business Consultant — Assisted in gathering data that would be used to develop long - term business plans for clients.

An effective Budget Analyst resume template will indicate your experience in collaborating with others to develop long - term business plans.

Create Resume Kelsey Upton 100 Broadway LaneNew Parkland, CA, 91010Cell: [phone] [email protected] Professional Summary Versatile Communications Representative with long - term business planning and executive consulting experience.

Specializes in long and short - term business planning.

departments Mentoring Governmental Affairs Long - term business planning and execution Driving continuous improvement... Ohio State University, Board of Trustees * Ohio Business Roundtable Board * Midmark Corporation, Board

Skills Administrative support specialist Long - term business planning... general contractor personnel.

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.

Forward - looking statements include, without limitation, statements regarding the future business plans, earnings and performance of Yum China, anticipated effects of population and macroeconomic trends, statements regarding the capital structure of Yum China, and beliefs regarding the long - term drivers of Yum China's business.

Working with your financial quarterback, develop your new investment business plan (known as an investment policy statement) for the immediate deployment of the transaction's proceeds and for long - term management of investment capital.

Office automation systems are also often used to track both short - term and long - term data in the realms of financial plans, workforce allocation plans, marketing expenditures, inventory purchases, and other aspects of business.

The right accountant can help a business with not only tax returns, but with longer term tax planning, business planning, networking, and even personal tax planning if your still the major stakeholder in your business.

«I treated family life like a business,» she said, adding, «Not from the emotional part, obviously, but in terms of having backup plans.

Building the business for the long term - we think - is Jason's plan B.

The truth is, creating a business is easy — creating a long - term sustainable business that investors want to back requires forward planning and a vision.

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.

Social media company migme has cancelled plans to undertake a share placement, after being battered by volatile markets and selling by long - term shareholders who had acquired the stock when it was a mining business.

Rather than cater to retail investors demanding growth every quarter, these companies plan and invest for the long term, since the founding family's wealth is tied up in the business.

When planning out your business, you've probably created plenty of short - term and long - term goals, but have you planned out any medium - term goals?

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

When Karen Mills announced in February that she would not stay on for a second term as head of the U.S. Small Business Administration, she still planned to remain in her post until the government agency named a replacement.

Customers who are looking at your business plan are probably doing so because they contemplate building a long - term relationship with you.

BlackRock CEO Larry Fink is head of the world's largest asset manager, and in a letter to CEOs in January he stated that BlackRock will only do business with companies that have clearly defined long - term plans that benefit society.

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.

In fact, more important to your business's future than having a 30 - page, coil - bound plan to distribute is the business planning process that you undertake on a regular basis to hopefully keep your ship headed in the right direction without losing sight of your long - term destination.

«At the same time, we've learned a lot from our customers, in terms of care, and empathy and service, and we plan to bring these lessons to larger and larger businesses, as well as more small and medium enterprises, over time.

If you are planning to launch a business in the short term, living with your parents would provide some advantages.

You started a business and wisely crafted a well - thought out long - term strategic plan.

But the financial terms and conditions of those deals are not in the business plan.

They also have to answer five essay questions about their experience as an entrepreneur, including what inspired them to start their own business and information on their short - term and long - term growth plans.