Sentences with phrase «with return of purchase price»

If I were you and had to purchase an annuity plan, I would have gone with Life annuity with return of purchase price.

Annuity for life with a provision for 100 % of the annuity payable to spouse on death of annuitant with return of purchase price on death of the last survivor.

Mr. Ashok, a 55 year old male invests $ 11 Lacs in Exide Life New Immediate Annuity with Return of Purchase Price and chooses to receive annuity in annual mode.

My preference is for an annuity for life with return of purchase price if the annuitant dies.

→ Annuity for life with provision of 100 % of the annuity payable to spouse during his / her time on death of policy holder with return of purchase price on death of last survivor.

He purchases Max Life Guaranteed Lifetime Income Plan - Joint Life Annuity for Life with Return of Purchase Price with a purchase price of Rs. 10 Lacs (exclusive of all taxes and cess).

Life Annuity with Return of Purchase Price (ROP): Annuitant receives annuity payout at a constant rate through the entire lifetime.

Joint life, Last Survivor with Return of Purchase Price on Last Death: On the death of the last surviving Annuitant, purchase price is payable to the nominee / legal heir.

Joint life, Last Survivor with Return of Purchase Price on Last Death: Annuity is payable till life time of last surviving Annuitant.

Life Annuity with Return of Purchase price: On death of the Annuitant, Purchase price payable to the Nominee / Legal Heir.

Scenario 1: Maturity Benefit - Individual chooses to invest in Max Life Forever Young Pension Plan and after 20 years chooses to invest entire corpus in Max Life Guaranteed Lifetime Income Plan with Joint Life with Return of Purchase Price option.

He chooses to invest the entire corpus in Max Life Guaranteed Lifetime Income Plan with Joint Life with return of purchase price (ROP) option.She chooses to invest the entire corpus in Max Life Guaranteed Lifetime Income Plan with Single Life with ROP option.

The option of annuity with return of purchase price can be effectively used for passing inheritance to one's legal heir.»

If you opt for «Life Annuity with Return of Purchase Price», the purchase price of the annuity is paid to the nominee.

Scenario A: Kiran Survives the Policy Term If Kiran survives till vesting and utilizes the entire corpus to purchase Immediate Annuity Plan with Life Annuity with Return of Purchase price option.

Mr. Mohan aged at 60 years buys Reliance Nippon Life Immediate Annuity Plan, chooses «Life Annuity with return of purchase price» annuity option.

If the policyholder has opted for plan option — Life Annuity with Return of Purchase Price, on the unfortunate demise of the policyholder, the Purchase Price is paid to the nominee.

b) Life annuity with return of purchase price: In this type of annuity plan the annuitant is paid annuity throughout life.

Life Time Annuity, Life Time Annuity with 100 % Return of Purchase Price, Life Time Annuity with Return of Balance of Purchase Price, Life Time Annuity Guaranteed for 5, 10, 15 or 20 years and then for life thereafter, Life Time Annuity increasing at a simple rate of 5 % p.a., Life Time Annuity with Return of Purchase Price in parts and Life Time Annuity with 100 % Return of Purchase Price on diagnosis of Critical Illness or Death

Life Annuity with return of Purchase Price: This option provides annuity payout, provided the annuitant is alive.

Mr. Rajesh aged at 30 years buys Future Generali Immediate Annuity Plan with the purchase price of Rs 1,00,000 with «Life Annuity with return of Purchase Price» option chosen.

Annuity for life with a provision for 100 % of the annuity payable to the spouse of the annuitant for life on death of the annuitant, with return of purchase price on the death of last survivor.

Annuity during the life time of the annuitant with return of purchase price on death of the annuitant

Surrender must be allowed once your policy completes at least one policy year only for the Annuity Option - Annuity with Return of Purchase Price, under the circumstances mentioned in the table below:

The policy terminates on the death of the annuitant where the option of Life Annuity or Annuity for Life increasing @ 3 % per annum simple interest or Life Annuity with Return of Purchase Price is chosen.

Life Annuity with return of Purchase Price in which payouts are received as long as the annuitant is alive.

In case the policyholder chose the option with the return of Purchase Price, then the policy terminates when the purchase price that was paid by the policyholder is refunded to his or her nominee.

Joint Life Last Survivor with Return of Purchase Price on death of Last Survivor (100 % of annuity to spouse)

But if the Life Annuity with Return of purchase Price option is chosen, the purchase price is returned to the nominee

Joint Life Last Survivor with Return of Purchase Price on Last Death: Under this option, the annuity shall be paid at a constant rate till either of the annuitant and spouse are alive.

Scenario I: Kiran, survives till vesting and utilise the entire corpus to purchase Immediate Annuity Plan with Life Annuity with Return of Purchase price option from RNLIC.

Offers you with the choice of 4 annuity options, life annuity, life annuity with return of purchase price, joint life last survivor annuity for life and annuity certain for 5/10/15 years

TATA AIA Life Insurance Group Immediate Annuity with Return of Purchase Price: A plan that helps you convert your employer's corpus to regular income.

Joint Life, Last Survivor with Return of Purchase Price: This option enables you to receive the pay - out amount for life, and in your absence, allows your spouse to receive the same amounts for life.

Joint Life, Last Survivor with Return of Purchase Price: This option pays annuity throughout the life of the annuitant and on his / her death, continues the annuity during the lifetime of the named spouse.

Life Annuity with Return of Purchase Price - Retirement fund is paid till the death of the insured person.

Life Annuity with Return of Purchase Price in parts — 10 % of Purchase Price if surrendered within 7 years and 7 % thereafter

Joint Life, Last Survivor with Return of Purchase Price - Retirement pension can be received by the insured till he / she dies and after that till the demise of the insured or the last survivor.

Under the option of Life Annuity with Return of Purchase price in parts, if the annuitant survives 7 years, 30 % of the purchase price is paid and the annuity continues.

This Future Generali Life Insurance plan is open to anyone between the ages of 40 to 80 years and comes in two variants: Life Annuity and Life Annuity With Return of Purchase Price.

Annuity for whole life along with the return of the purchase price after the death of policy holder

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.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

Likewise, the ratio of net income to net worth, when considered together with projected increases in interest costs, total purchase price and similar factors, can show whether you would earn a reasonable return.

The purchase gave another boost to the company's share price, which had already gone from $ 40 to over $ 60 in 2014, with a full year total stockholder return of 64 %.

A woman I work with borrowed against her 401k to buy a ski - in, ski - out condo for around $ 150k during the recession, which she now rents out on a daily basis for a crazy high return, as in her gross rents paid for the entire purchase price after 2 years of ownership, and she's now paid back her 401k loan.

Crane was purchased with the idea that its transition from a holding company with a collection of high quality, niche businesses to a fully integrated, operations - focused business would result in high returns, improved margins and a better stock price.

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...

If for any reason you are unhappy with it you may return it within 15 days for a full refund of purchase price excluding shipping.

If you are not satisfied with an item that you have purchased, you may return the item within 90 days from the order date for a full refund of the purchase price, minus the shipping and handling.