Sentences with phrase «than the financial cost»

Perhaps more important than the financial costs, this rate of turnover negatively affects the culture of schools, making it difficult to sustain a comprehensive school improvement program or build trust and spread knowledge among the faculty.

Among the survey's findings: the majority of small businesses say that administrative burdens are actually a bigger problem than the financial cost of federal taxes; and one - in - three small businesses report spending more than 80 hours — two full work weeks — each year on federal taxes.

Not exact matches

Macron has said he hopes to pool liability for various kinds of debt: a completed banking union would ensure bailout costs for individual financial institutions would be distributed across the continent rather than borne by individual countries, and the so - called Eurobonds would allow national governments to borrow money against a joint continental credit rating.

In the real world: Pembina claims actual reclamation costs could be 24 times higher than the funds available in the EPSF — leaving Albertan taxpayers «vulnerable to major financial risks.»

Industry watchers suspect the Star is in better financial shape than the Globe, where Crawley says cost cuts have made operations profitable.

Most couples have some financial objectives with bigger costs and a more long - term outlook than a wedding, said Kevin Meehan, a certified financial planner and the regional president of Wealth Enhancement Group in Itasca, Illinois.

But AMRO said its outlook is not without risks as it warned of the potential impact of faster - than - expected monetary policy tightening on global financial conditions, and escalation of global trade tensions, on capital flows and borrowing costs.

The companies are ranked based on their position in the 2017 Franchise 500, which evaluates more than 150 data points in the areas of costs and fees, size and growth, franchisee support, brand strength, and financial strength and stability.

While it doesn't always make strictly rational financial sense — if you have a 3.5 percent mortgage but can earn 7 or 8 percent from investing, putting extra money towards your mortgage does result in opportunity cost — the emotional impact could more than offset that «loss.»

The Brooklyn, N.Y., firm is establishing a web - based financial system that will offer free ATMs, automated money management, smartphone bank deposits and free online bill payment with what the firm claims are no hidden fees and far lower costs than traditional banks.

Marketing costs represent more than one - quarter of HelloFresh expenses, financial filings show.

Annual Statement Studies, published by Robert Morris Associates of Philadelphia, lists actual costs and other financial info for more than 140,000 mostly small and midsized companies in 525 industries.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

All statements other than statements of historical facts included in this news release regarding our strategies, prospects, financial condition, operations, costs, plans and objectives are forward - looking statements.

Many traditional financial advisors have decided to work cooperatively with robo advisors rather than try to compete with them directly, and this strategy has helped streamline the process and reduce costs.

Loss on impairment of long - term investments - We exclude the effect of any other - than - temporary impairment of a cost method investment in calculating our non-GAAP financial measures.

Examples of such projects providing marginal benefits are: improving financial reporting systems through better information technology, minor tweaks to supply chain logistics, cutting back on marketing or increasing low - cost advertising (like social media), «rationalization» of head count, holding average wages as low as possible, squeezing suppliers a little bit, not repatriating earnings to stave off taxation, refinancing rather than retiring debts, and the share buyback that is insensitive to a company's current stock price.

The data provides financial, geological and technical data on more than 100 categories of costs, plus detailed wellbore graphics for each well.

He was also forced to clean up other messes, including bad bets on U.S. subprime mortgages and structured debt that cost the bank more than $ 10.7 billion in writedowns from 2007 to 2009, the most of any Canadian lender during the financial crisis.

«By allowing investors and their financial advisers to efficiently learn about our REITs and invest directly, there is less cost involved in raising equity capital than there would be through more traditional public distribution formats,» said Amy Tait, chairman, CEO and co-founder of Broadstone, in a statement.

Ray Ferrara, the former chairman of the Certified Financial Planner Board of Standards who's chairman and CEO of dually registered ProVise Management Group in Clearwater, Florida, noted on a panel discussion at the event that he expects his firm to shell out «less than $ 10,000 in our hard costs» to comply with the fiduciary rule, but didn't anticipate «any significant ongoing [compliance] costs.»

In this case the «cost» of financial repression to households was the gap between nominal GDP growth and nominal lending rates, plus an additional 1 - 1.5 % to account for the larger than normal gap between the lending rate and the deposit rate.

In consulting with financial services firms, Lynch says he's seen compliance cost range anywhere from more than $ 10 million to «others getting it done for a fraction of that.»

With total annual costs (TAC) of 0.39 %, KIE expenses are lower than 81 % of Financial sector ETFs and mutual funds under coverage.

These things are still far from certain since you still have to deal with unknowns such as future financial market returns, your actual lifespan, healthcare costs and those times where life invariably gets in the way and causes you to spend more than you planned for.

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

The system threatens to collapse in such a way that will leave a legacy of financial cleanup costs for the bad debts that form the counterpart to the economy's «bad savings», that is, savings lent to speculators who use the money simply to buy existing properties rather than to create new assets.

The customer would pay back SolarCity and its financial partners over the course of a 20 - year lease, ideally at a monthly cost that would be lower than their traditional utility bill.

Steve Blank suggested metrics that may be more important than the financial statements itself which included: monthly burn rate (cash flow), customer acquisition costs, customer lifetime value, etc. for a startup company.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

While we have strengthened our balance sheet, prioritized efficient capital allocation and taken a disciplined approach to costs, we have continued to invest in a broad set of institutionally focused businesses that have a track record of providing higher returns than many other businesses within financial services.

Blockchain technologies can be used as a store of value, in trading and payment transactions, and to transfer and move money either domestically or international at a faster speed and a lower cost than the traditional financial institution or intermediary is able to — just to name a few use cases.

With that being said, one could argue that it makes financial sense to buy sooner rather than later, due to rising housing costs.

We, too, would prefer an environment where market returns derive from economic improvement rather than cost cutting and financial engineering.

Let's look at the costs of an actively managed portfolio designed by a financial advisor to provide higher returns with lower volatility than the corresponding benchmark.

For companies with a strong credit rating and advanced, verifiable financial reporting (such as receivable and payable summaries), Liquid Capital's Asset - Based Lending (ABL) solution provides an excellent financing option that is more cost - effective, creative and discreet than anything else in the marketplace.

In his speech to the Committee for the Republic in Washington D.C. on January 16, 2013, Richard Fisher of the Dallas Fed said: «The next financial crisis could cost more than two years of economic output, borne by millions of U.S. taxpayers.

Most financial advisors recommend that you spend no more than 28 % of your monthly income on housing costs.

Saddled with more than $ 4 billion in debt and cumulative financial losses of about $ 1.7 billion since 2011, the airline has been increasingly squeezed in recent years by competition from nimbler, low - cost rivals in the region, including AirAsia, founded by the Malaysian billionaire Tony Fernandes.

Flatt also chairs Brookfield's Investment Committee, whose investment approach is to acquire high - quality assets at less than replacement cost by looking for opportunities in regions and sectors during periods of financial upheaval or operational challenge.

You'll get the benefit of a senior financial advisor, a customized financial plan, ongoing portfolio management, and more — all for an annual cost of no more than 0.30 % of your assets under management.

Studies have increasingly indicated that many baby boomers have no financial plan in place to protect themselves against outliving their assets and the rising cost of health care should they live longer than expected.

Other Tencent blockchain projects include a financial application that allows users to profit from increases in the price of gold, a service that helps small and medium - sized businesses to procure financing at a lower cost than they might otherwise be able to, and an app geared toward locating missing children.

The kicker in the analysis is that credit costs are also likely to rise faster than either revenue or pre-tax earnings, adding an additional headwind to financials as 2018 unfolds.

In both examples, term life insurance would provide an ample death benefit to the beneficiaries at a much lower cost than permanent life insurance, which may not be within the financial reach of these buyers.

From no wealth effect realization to meaningful financial market distortions to less Treasury issuance ahead, the Fed knows the costs and the risks (financial bubbles) of further QE are outweighing the less than hoped for positives.

If we continue to require insurance companies to pay for more and more, they will just continue to jack up the rates making the cost of insurance more of a financial hardship than it already is.

«It would allow me to decide when I am ready to go, rather than be forced into a premature death by travelling to Dignitas at great emotional and financial cost, or to suffer a traumatic, drawn - out death at home.»

It would cost me more to have a financial adviser now than the finances I have.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...