Sentences with phrase «term cash flow needs»

How to determine exactly how many seller leads you need to achieve your short term cash flow needs and meet your long term financial goals... and then go out and get them!

In fact, fast cash or no credit check loans are intended for short - term cash flow needs.

They are used by companies to manage short - term cash flow needs.

A line of credit is a great solution if your business regularly has short - term cash flow needs.

Although this type of financing is not best suited for meeting long - terms needs for capital, there are reasons a business might consider borrowing to meet a short - term cash flow need (provided they have the resources to make the periodic payments.

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.

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.

A company might decide to sell some of its assets in order to raise the short - term finance they need or they may use their assets as collateral to access secured loans that might ease cash flow concerns or help them make other important investments.

If you need another short - term catalyst, look at the company's free cash flow.

In much the same way most people would never purchase a new car with a 30 - year loan, purchasing quick - turnaround inventory, bridging a seasonal cash flow gap, or ramping up to fulfill the needs of a new contract might be better suited for a short - term loan.

The reason, or your loan purpose, will determine how much you need, whether you should consider a term loan or line of credit, what payback options your cash flow can handle, and how quickly you need the money, are a just a few of the many other elements that will affect your financing decisions.

A small business term loan is used to meet a business» capital needs — purchasing inventory, buying expensive equipment, building a new building, or any other business - related expense that requires more capital than is immediately available within the cash flow of the business.

Meeting a temporary cash flow need requires a different approach than borrowing to purchase a heavy piece of equipment, expand into a new location or meet some other long - term capital need.

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

A LOC has traditionally been one of the most popular options for meeting short - term capital and cash flow needs for small business owners.

And, with a strong credit profile, others are able to leverage a business line of credit to meet short - term needs for additional cash flow.

A loan term of 10 to 20 years can provide you the breathing room you need as you establish yourself, work to increase your income, and manage your cash flow wisely.

We plan distributions of foreign earnings based on projected cash flow needs as well as the working capital and long - term investment requirements of our foreign subsidiaries and our domestic operations.

You should turn to these options mainly for short - term needs or emergencies and only if you're sure you have the cash flow to cover the financing costs.

If you don't have the cash flow to pay back these fees, you need to find a lender that has more favorable terms, such as the SBA, or seek alternative methods like a grant or crowdfunding campaign.

If managers can effectively monitor short - term cash flow, the firm needs less cash to operate each month.

Travis Hoium (Pattern Energy Group): Long - term investors looking for value in energy don't need to look further than yieldcos who provide contract - protected cash flows for decades to come that will be paid in the form of a dividend.

Despite challenging conditions, businesses became acutely aware of the need to manage cash flow and reduce long - term overheads — including office leases — which is believed by some to have helped serviced offices gain a stronger foothold in the aftermath of the recession.

Outlook For the full year 2012, the company is increasing its adjusted free cash flow guidance to reflect the favorable terms of the notes receivable securitization, the impact of lower financing propensity which results in a higher percentage of cash sales as compared to financed sales of vacation ownership products, as well as reduced real estate inventory needs.

In addition to monitoring short term cash flow, you need to prioritize your projections and forecasts.

They are generating a lot of net - free cash flow and need to determine what to do with monthly, quarterly or annual lump sums of cash that need to be saved long - term and put into their overall asset allocation plan.

She raise her boys to protect women, regardless of any risk or cost to themselves, and to define their manhood in terms of how well they provide for a woman, whatever it may cost them in jobs they hate or that injure of sicken them, in lost time and relationships with their own children, and in lost relationsjhips with other men poisoned by competition needed to maintain the cash flow.

Cash gives you the flexibility to stress less, even with the ebbs and flows of business cycles, and also not rely on debt or long - term investments to cover your short - term needs.

Many small businesses with tight cash flows often need a short - term federal loan to hold them over until customers or vendors pay for services or product.

In addition to the predictable cash flow needs above, setting a term for the loan determines how long their money will be tied up in the loan.

If managers can effectively monitor short - term cash flow, the firm needs less cash to operate each month.

It will also help getting into investments that need more up front than your short term cash - flow allows.

(2) U.S. financial expert Harold Evensky's version of the bucket strategy calls for maintaining two years worth of spending needs in a highly liquid «cash flow reserve account» and at least three years of spending needs in high - quality short - term bonds.

Instead of looking at whether the prices have gone up or down, and getting excited or scared, they need to begin to think in terms of what is the future cash flow yield of the investment that I am pursuing?

Maybe your business has a short - term cash flow gap from unpaid invoices or you've had an unexpected expense come up — whatever the case, you need cash fast.

So, they've got three or four of them and they're, you know, owing a thousand bucks on each of them, payday loans and short - term loans and they get them because their cash flow just isn't what it needs to be and the payday loan companies are more than happy to loan to someone who has a fixed income.

For example, if you are cashing in your policy for short term financial needs and will be left without life insurance, it may be best to look for other ways to increase your cash flow.

In addition to financing long - term infrastructure projects, bonds help governments manage the ebb of its cash flow, passing savings onto taxpayers who help the government pay for needed services, such as those provided by military, police, hospital staff, school teachers, and others.

In much the same way most people would never purchase a new car with a 30 - year loan, purchasing quick - turnaround inventory, bridging a seasonal cash flow gap, or ramping up to fulfill the needs of a new contract might be better suited for a short - term loan.

While governments and corporations typically tap the securities markets for long - term funding needs, they may also need to issue debt for shorter periods to finance imports, to meet seasonal cash - flow needs or to create «bridge» financing until conditions are right for longer - term debt issues.

As ACH direct debits become a more popular way for both traditional lenders and online lenders to accept periodic payments, it's important for business owners to understand what that entails, the opportunities it might provide in terms of additional loan options, and help them position their cash flow needs in such a way to accommodate the often more - frequent - than monthly payment terms.

From helping with cash - flow to expansion costs, a short - term loan could be an option if your business needs a boost

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

But to put it in accounting terms, it needs to be put into the long term context of building value in your lifelong balance sheet, rather than looking at it through a myopic lense of monthly cash flow and income statement.

Equity has to reflect assets that are high quality and that are not needed to support short - term obligations from the cash flow tests.

My advice would be try to ensure at the start of retirement that you can generate five to 10 years worth of cash flow for at least basic needs without being forced to sell stocks or long - term bonds at inopportune times.

While the terms and conditions may vary on these loans, they're generally considered best for unexpected cash flow emergencies, taking advantage of business opportunities, and other more sudden needs.

While income - driven repayment plans can open up some much - needed cash flow, they do have consequences that can impact your finances over the long - term.

This can also help you spot warning signs that a potential lender may not have the experience you need or may demonstrate predatory - lending behaviors — either of which can result in a loan that's poorly structured, with repayment terms that jeopardize your business's cash flow.

In some cases, lenders may opt to have a prepaid mortgage so that you do not have to worry about making payments for the term and focus on what you need to do to get your cash flow back again.