Business Model. The sale of any item for home delivery is between the Customer and the Client. This sales transaction includes collecting money for each sale directly from the Client, along with applicable sales tax and shipping costs. All revenue from the sale to the Client is deposited into the Customer’s e-merchant account. The parties agree that the general business model for transactions under this Agreement is as follows:
1.1. A prescription or veterinarian authorized product purchase is requested by a Client through the Vetsource Platform at Customer’s hospital, the Client’s eCommerce shopping site, or the Vetsource call center as a home delivery order; or other products ordered that are processed by Vetsource;
1.1.1. A prescription or veterinarian authorized product purchase is requested by a Client through the Vetsource Platform at Customer’s hospital, the Client’s eCommerce shopping site, or the Vetsource call center as a home delivery order;
4.1.1. Vetsource routes the Client request to the Customer’s Vetsource Application for verification of a Valid VCPR and for therapeutic assessment;
4.1.2. If appropriate, a licensed veterinarian, authorized by the Customer, having a relationship with the Client and patient, approves prescription or veterinarian authorized product purchase request;
4.1.3. The Customer then purchases the home delivery order requested by the Client, including assessment of wholesale tax, via debit to Customer’s e-merchant account and takes title, but not physical possession of the home delivery order. This action consequentially initiates consignment by Customer of home delivery order to Vetsource for fulfillment;
4.1.4. Vetsource processes the home delivery order on behalf of the Customer including charging fees to the Customer for fulfillment via debit to the Customer’s e-merchant account and ships the product directly to the Client through Vetsource;
4.1.5. Vetsource collects, on the Customer’s behalf, payment and as applicable shipping and taxes from the Client. Vetsource credits the Customer’s e-merchant account; and
4.1.6. Vetsource transfers funds via an automated clearing house (“ACH”) monthly from the Customer’s e-merchant account into a checking account designated by the Customer for the e-merchant account balance and taxes.
Business Model. Without limiting the generality of the foregoing, Successful Respondent’s responsibilities in connection with taxes arising under or in connection with this Agreement include the following obligations:
Business Model. Following the Design Release Date each Party may market and promote the MP DSLAM Cooperative Reference Design as well as provide their respective Component Products for use in connection with such design. [†] The Parties shall both provide input in providing the MP DSLAM Cooperative Reference Design. Exceptions to the foregoing business model, if any, will be subject to a separate written agreement between the Parties. Nothing in this Agreement shall be construed as establishing one Party as a sales agent or any other general agent for the other Party. Not withstanding the foregoing, Wintegra shall be required to obtain a written approval (which may include, without limitation, express approval by email from the Designated Contact, as defined below) from TI for marketing and promoting the MP DSLAM Cooperative Reference Design to a customer, and TI reserves the right to refuse to sell to a customer or support a customer for any reason(s) including, but not limited to, the amount of support required or the estimated purchase volume by such customer. Wintegra reserves the right to refuse to sell to a customer where it has concerns about the estimated purchase volume by such customer.
Business Model. Both councils are committed to a business model which is focused on the best outcomes for citizens across Cambridgeshire and Peterborough, securing investment where it is needed and exploring a wide range of options. Business cases for any proposed change will be developed, taking into consideration: - strategic fit - impact on outcomes - financial and non-financial benefits - operational and financial baseline and efficiency - needs and demand - local identity, diversity and demography - economies of scale - potential for quality improvement - workforce requirements - deliverability and transition plans including governance and cost Benefits Through transforming the way the Councils works in partnership and by making improvements to how we manage our business, our people and our money we can release benefits which reduce the need to make savings which negatively impact against outcomes: financial efficiencies, freeing up resource and increasing productivity to reinvest in delivery of services; commercial returns on our assets and investment to fund our core services and support for communities; career development and learning experiences for our officers, supporting talent management, recruitment and retention better use of existing expertise, providing access to a wider resource and increased resilience. reduction in cost to serve across multiple functions and services; increased partnership work, making it easier, faster and more cost effective to work with us leading to better outcomes for our residents; reduced hand offs between teams and across geographical areas, increasing efficiency and productivity and ; and getting more from our systems leadership role by aligning our footprint with other governance structures in the public sector system (i.e. CCG, Combined Authority) Delivery of these strategic benefits will be reliant on political leadership, good governance and effective management arrangements as well as the compatibility of Peterborough and Cambridgeshire Councils in relation to their scope of services and strategic direction. The financial benefits from the Shared and Integrated Programme will be detailed and monitored through the business plans of both Councils. Non-financial benefits will be reported on twice a year through the appropriate member governance in both Councils.
Business Model. Prior to the date hereof, the Company delivered to the Investors the Z-Tel Technologies, Inc. Consolidated Business Model "Budget View" dated August 29, 2000, a copy of which is attached as Schedule 5.25 (the "Business Model"). The assumptions used in preparation of the Business Model were reasonable when made and continue to be reasonable as of the Closing Date. The Business Model has been prepared in good faith. The Investors acknowledge that the Business Model contains assumptions about future events and that actual results during the period or periods covered may differ from the data and results contained in such Business Model and such differences may be material and adverse to the Company.
Business Model. It is anticipated that TRA will collaborate with the winning firm or consortium in a public private partnership to operate the Identity Management System. TRA will represent to the Government of the United Republic of Tanzania in all agreements and activities relating to the conception, setup and operations of the System. The winning firm or consortium will provide technical expertise, operational expertise, project management expertise and funding to finance the setup of the System.. IRA’s preferred partnership model is a Build-Transfer-Operate (BTO) where the winning firm or consortium assumes responsibility for the setup of the System. Bidders must Identity data and critical infrastructure must remain the property of TRA while the winning firm or consortium assumes operation of the System on behalf of TRA under a separate operating agreement.
Business Model. The Parties acknowledge the current business model set forth in the Agreement describes the sale of a single package of live television channels and a selection of video-on-demand television content. Additional items offered are expected to include “pay-per-view” access to movies and special subject content and separately offered access to special live television channels. Southwest acknowledges and agrees that Row 44’s current content agreements are licensed contemplating implementation of product offering outlined above and that any changes to the business model could have a material impact on licensing costs. Row 44 and Southwest must both agree in writing to any proposed changes to the business model for the Television Service; provided, however that the “free TV model” set forth herein is not subject to re-negotiation. *** Confidential treatment requested. All live channels and on demand content deployed on the Television Service shall be provided as set forth in this Exhibit, and otherwise subject to the mutual agreement of the Parties; provided, that, Row 44 shall be responsible for establishing and maintaining all licensing agreements for content. Row 44 shall ensure that the content it will make available for selection and deployment on the Television Services represents a current selection representing a leading offering when compared to similar offerings on for use on commercial aircraft using similar in-flight entertainment systems and technology. Row 44 shall immediately notify Southwest if Row 44 becomes aware of any events or issues that may result in certain content becoming unavailable for any reason, including, without limitation content license contract disputes or long term service outages. In addition, due to the varying storage capacity of installed server management units on board Commissioned Aircraft, the following descriptions of content loading and available content may vary depending on the available capacity of a particular Commissioned Aircraft.
Business Model. Acquire goods or contract services with companies of local origin, or that belong to women or minorities. In addition, give preference in the conclusion of contracts to suppliers of goods and services that implement equitable and environmental standards.
Business Model. The Business Model will be a software program that will contain several Categories of Information relating to a particular process design. The Business Model will be an interactive multi-media electronic document that is driven from an individual PEP process reflecting the PEP technical content and the process estimation (capital and operating) cost results of the ICARUS Technology. Because of the vast quantity of information to be contained in a Business Model, the parties anticipate that the media used for product delivery will be CD-ROM. There will also be a summary narrative that describes the various subsets of Categories of Information referred to in the Business Model. Examples of narratives and types of information may include items such as Process Flow Diagrams (PFD's),
Business Model. The fundamental operational aspect of the Company is the building of a global pool of moving containers that are independent assets that can be deployed for residential and commercial moving purposes. The Company will utilize a network of warehouse and distribution centers to provide storage and local delivery of the container assets. The Company anticipates maintaining this pool of independent container assets and utilizing the network of locations to meet production demands by optimising freight costs. Several means will be used to optimise the fleet of the Smart Vault™ containers: - usage of IT-based asset-management tools, - optimisation algorithms to minimize the fleet size by maximizing the usage of each container and - inventory control systems to achieve transparency of the fleet. Through superior container asset management, the Company can achieve economies of scale far beyond the scales of a single moving company. This results in lower unit costs, higher service levels, better asset standardization and a maximized purchasing power of the Company with the container manufacturer.
