Sentences with phrase «value strategies look»
The value strategy looks only at dividend - paying companies that have provided an inflation - adjusted cash flow return on investment of at least 10 % in each of the last 10 years.
http://www.mutualfundobserver.com/ Not exact matches
«We looked at a number of alternatives, but the strategy we settled on was the one that adds the most significant amount of shareholder value over time.
While those actions are targeting the private sector, decisions taken by the government during this year's stock market rout — something that wiped around $ 5 trillion from the value of Chinese listed firms — help explain why looking for signs of stock market manipulation remains a popular investment strategy, and not just from local investors.
That said, the Girl Scout's top sellers already understand the value of developing a business strategy, including the importance of scouting out good locations, identifying peak selling hours and developing a trademark look that sets them apart from the competition.
There are plenty of studies showing that value strategies outperform other types of investing strategies (especially over the long run), but you really only have to look at some of the world's most successful investors, like Warren Buffett, Seth Klarman, and Mario Gabelli, to understand that value investing works.
They are asked to consider what an Asia strategy for Canada might look like by examining the value, impact, and potential policy actions and dimensions of a strategy for Asia.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.
By looking across all the possible directions of growth — growing the core, expanding geographically, diversifying into adjacencies, and taking opportunities that arise from value - chain disruptions and integrations — we help companies choose where to compete, and we support them as they execute their growth strategies.
The new menu items resulted in initial sales bumps, but whether Wendy's better - burger strategy will continue to have a positive impact is debatable as consumers continue to look for value items on fast food menus.
video coverage from SES Chicago 2006: SES: A Deeper Look Into AskCity Dissecting the Value of PageRank The Generative Nature of Online Video Marketing Search Engine Strategies, Chicago 2006
This two strategy approach offers a large - cap value model and a growth approach that looks for persistent earnings growth and strong relative strength.
This broad approach to defining value — looking at low - growth companies, high - growth companies, and everything in between — is one of the reasons why we expect our strategies to continue to outperform their benchmarks.
In addition, we take a look at combining value and momentum for a winning strategy and review the dismal track record of stock market forecasters.
One argument against this strategy is that value investing is investing, it is not trading over a short period of time, looking for the daily movements that take place in a stock's value.
Here, the team takes a look at the events driving global equity market action so far this year, and shares their value - oriented investment strategy in light of the conditions they currently see.
Spring Semester Kick - Off Event — Community Congress Get a first look at «A New Way to Plan for Buffalo Niagara» the Regional Plan for Sustainable Development, which explores ideas and potential strategies to align our actions to our values, providing a basic framework for moving the region towards a more sustainable, resilient, prosperous and opportunity - rich future.
We're not looking for a preacher as our leader, we're looking for someone who has good values, strong electoral instincts and the ability to put in place a winning strategy.
When we hire new teachers, our principals are always looking for the knowledge, strategies and core beliefs that we value at Sanger Unified.
In this multiplication strategy, we look at the visual Japanese multiplication representation and recognize that this method does not take care of place value for us.
«I have learned to look for the value in each interaction with the staff, [and gained] strategies [on how] to be a better leader and how to mobilize teachers.»
Porsche's GT cars have always looked surprisingly good value against competitors with a similar performance and focus, but with the GT2 RS that pricing strategy has evolved into something much more inline with its exotic rivals.
Here, the team takes a look at the events driving global equity market action so far this year, and shares their value - oriented investment strategy in light of the conditions they currently see.
Putnam takes a closer look at the benefits of traditional GICs as part of a strategic allocation within stable value strategies.
If your firm is looking for new ways to recognize real value from collections files, trying to locate or contact consumers motivated to settle their debts and who are funding trust accounts for this purpose on a monthly basis and if your firm is seeking an enhanced layer of security and compliance when dealing with third parties in the debt settlement industry, consider a strategy focusing on consumers enrolled in debt settlement programs and select a commercial vendor that aggregates this data to make the process of working with this industry more efficient, compliant and profitable.»
The strategy could be improved upon by removing book value from the equation and looking for stocks that are undervalued based on earnings and / or EBIT, EBITDA, or cash flows.
Warren Buffett follows a strict value investment strategy, where he looks for companies that are fundamentally undervalued and invests in them for the long term.
Indeed, Stephen Penman and Francesco Reggiani recently published a paper, Returns to Buying Earnings and Book Value, which looks at how an investor would have made out with a combined low - P / E and low - P / B strategy between 1963 to 2006.
This is hard to do, but a lot of investors take advantage of this strategy in currency and Forex trading by looking at the different values of two currencies and trading the difference.
To maximize the value of the strategy, Valouch suggests that you look for securities to contribute that have increased the most in value and that you have held for more than a year.
Investing for dividends is one type of investment strategy, and it can be contrasted with value investing, in which we look at the future prospects of a company rather than its current dividend.
Regarding the FAM Value Fund the article states, «It deserves to be better known, most especially by equity investors looking for a committed team, a value - sensitive strategy and a long, consistent record.&rValue Fund the article states, «It deserves to be better known, most especially by equity investors looking for a committed team, a value - sensitive strategy and a long, consistent record.&rvalue - sensitive strategy and a long, consistent record.»
Just as studies have shown that value investing holds a slight edge over growth investing over the long haul, fundamental investing has shown an ability to outperform its traditional cap - weighted peers, although that history is not long once you throw out back - testing (results «proven» by looking backward and seeing how the strategy might have performed had it existed years ago).
For example, investors can determine when a value strategy might be likely to outperform by looking at the spread between the dividend yields of value and growth stocks over time.
For those looking for a real life example (I suspect I know the answer but I will defer to Charles to provide the numbers in next month's MFO), contrast the performance over time of the closed - end fund, Source Capital (SOR) run by one of the best value investment firms, First Pacific Advisors with the performance over time of the mutual funds run by the same firm, some with the same portfolio managers and strategy.
posted at MagicDiligence — Optimizing Joel Greenblatts Value Stock Strategy, saying, «Medical diagnostic laboratories have solid fundamental growth drivers, and their stock prices are historically cheap due to what looks like short - term problems.
Baird uses a value - oriented strategy and looks for undervalued municipal securities that offer above - average return characteristics.
John Authers concludes «buying into funds that keep costs low by following disciplined quantitative strategies to invest in value, high dividend, or small - cap stocks, or to harness the momentum effect, looks like a great idea».
Looking beyond the story telling that characterizes various investment philosophies, the long - term return drivers of many complex smart beta strategies are tilts toward well - known factor / style exposures, such as value, size, and low volatility.
Whether an investor is looking for dividends, value, quality, or companies with sustainable competitive advantages, the foundation of each strategy is finding companies with a sound balance sheet.
We learned about the different types of stocks that investors look for in Lesson 2: Strategies for Stock Investing, but now we need to start looking at trying to value specific companies.
A strategy favoring high B / P companies may favor less profitable companies, increasing investor exposure to «value traps» — those companies that look cheap on their way to zero!
Especially for a long - term strategy like value investing, where you easily can underperform several years, at least for me it is a great comfort to look at my now 15 year - long personal track record.
Looking for stocks you can buy for less than liquidation value is not a viable strategy.
It helps me to re-focus back onto my investing strategy, the fundamentals I've designed & incorporated into my practice and where to look for value when everyone else is focused on something else.
It takes a lively look at a variety of value investing strategies starting with the father of security analysis, Ben Graham.
I'm not necessarily looking for a tax advantaged strategy (there is no appreciable taxation difference between the Schedule C or S - Corp business entity vehicles aside from SE taxes), but for the purposes of accounting and transparency, I question whether an S - Corp would be of value.
We looked at the performance of Graham's simple strategy in Quantitative Value.
For these value strategies to work, investors must be patient and brave, as it requires looking at stocks that the herd ignores.