Sentences with phrase «term needs of the business»

The Treasury and the DTI have continually sought to ensure that environmental objectives are watered down to avoid any conflict with the short - term needs of the business community.

Others believe that it is more important to consider the long term needs of the business, and also to consider the behaviour of the CEOs» themselves.

A low p / e may indicate that a company is being run for the maximum current profit, without regard to the long - term needs of the business.

Contracted candidate will oversee daily and long term need of the business, process daily deposits and cash flow, and train assistant retail managers.

«Together we will preserve the tradition of the iconic Chicago Board of Trade Building while introducing to the market its unmatched infrastructure that can support the long - term needs of all business operations.»

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.

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.

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.

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.

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.

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.

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?»

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.

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.

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.

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

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

If you're in a business - to - business, professional services category or have a long - term sales cycle, your lead - to - sale ratio will give you an idea of the audience you'll need to target to actually close a sale.

It's what makes business and government focus on safer, short - term goals at the expense of the long - term, and riskier, R&D needed for true innovation.

These risks and uncertainties include competition and other economic conditions including fragmentation of the media landscape and competition from other media alternatives; changes in advertising demand, circulation levels and audience shares; the Company's ability to develop and grow its online businesses; the Company's reliance on revenue from printing and distributing third - party publications; changes in newsprint prices; macroeconomic trends and conditions; the Company's ability to adapt to technological changes; the Company's ability to realize benefits or synergies from acquisitions or divestitures or to operate its businesses effectively following acquisitions or divestitures; the Company's success in implementing expense mitigation efforts; the Company's reliance on third - party vendors for various services; adverse results from litigation, governmental investigations or tax - related proceedings or audits; the Company's ability to attract and retain employees; the Company's ability to satisfy pension and other postretirement employee benefit obligations; changes in accounting standards; the effect of labor strikes, lockouts and labor negotiations; regulatory and judicial rulings; the Company's indebtedness and ability to comply with debt covenants applicable to its debt facilities; the Company's ability to satisfy future capital and liquidity requirements; the Company's ability to access the credit and capital markets at the times and in the amounts needed and on acceptable terms; and other events beyond the Company's control that may result in unexpected adverse operating results.

A business line of credit is a flexible, often low - cost way to cover short - term financing needs such as purchasing inventory and making on - time payroll.

Short Term Debt Financing usually applies to money needed for the day - to - day operations of the business, such as purchasing inventory, supplies, or paying the wages of employees.

Whether it's a term loan or a line of credit, the best use case for a short - term loan is for projects where the business need has a clear short - term ROI.

Examples of business needs for short - term financing to fuel growth or increase ROI are: a physical expansion or renovation, hiring a new employee, buying inventory quickly, or purchasing equipment.

But when you consider other factors, such as total cost of the loan and your business need, you can see a short - term loan could be a better fit for your business.

Many of the businesses that find success with non-profit lenders are some of the very smallest small businesses and the micro-loan amounts and terms are often a perfect fit for businesses that don't have large capital needs.

But the main purpose of these statements, and of all the other communication we do, is simply to try to make the Bank's assessment of the outlook and its actions as understandable as possible to the many people who need to make long - term decisions, including households and businesses.

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.

• A product / services that addresses a large market need (not a nice to have) • Team that can execute who has a solid understanding of business and challenges • Validation / proof (de-risk) • Some are seeking social impact or to balance impact with profits The Investment Process • Pitch deck is bare essential • Meet and greet is only the first step • All investment basics must be met • Due diligence review • Terms negotiated • Close (in person) What are investors looking for?

Because many of the business owners that find success with non-profit lenders are some of the smallest small businesses, the loan amounts and terms are a perfect fit for business owners that don't have large capital needs.

The Electronic Transactions Association (ETA) surveyed a group of small businesses and found that when meeting a short - term need, they wanted to minimize the total loan cost to maximize ROI potential.

This type of financing could be a good fit to meet shorter - term business financing needs.

The PUD and other governmental agencies in Washington and other states should be mindful of balancing their short - term financial goals with the need to attract and maintain innovative businesses.

Leasing is particularly attractive to business owners who need equipment that becomes outdated quickly, or is expected to suffer a lot of wear and tear over the course of its useful life, because it allows the business to regularly update equipment at the end of the lease term.

What marketers need to know about Facebook's updated Business Tools Terms Facebook's decision to apply the European Union's General Data Protection Regulation (GDPR) standards worldwide means an update to a number of the firm's business tool definitions and accompanying terminology for maBusiness Tools Terms Facebook's decision to apply the European Union's General Data Protection Regulation (GDPR) standards worldwide means an update to a number of the firm's business tool definitions and accompanying terminology for mabusiness tool definitions and accompanying terminology for marketers.

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

Most banks and credit unions offer standard term loans and lines of credit for small businesses, and while qualifying will depend on the bank, you will need both a strong personal and business credit score as well as strong business financials.

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

Depending upon the lender, the creditworthiness of the borrower, the loan purpose, and the loan type, online lenders offer a variety of potential loans to small business owners — short - and long - term loans along with lines of credit to meet a variety of business needs.

These short - term lenders want to become the go - to financiers for business owners in need of quick cash.

You can borrow up to $ 250,000 for working capital or other needs with a maximum interest rate of 9.75 %, which are great terms for new businesses.

Repayment terms can vary depending on the intermediary lender and the needs of the small business borrower.

The Small Business Administration's CAPLines Program allows small businesses to acquire lines of credit, fixed or revolving, for meeting cyclical and short - term working capital needs.