Strategic Decisions. The Company's strategic decisions shall always take into account the Company's best interests, with the purpose of (i) providing the Shareholders with the best possible sustainable return on their investments and (ii) achieving the goals and objectives set forth in any approved business plan.
Strategic Decisions. CMCP and its management shall take no action with respect to any of the following matters (and shall cause the Subsidiaries of CMCP not to take any action with respect to any of the following matters) without such action being submitted to, and authorized in advanced by, a duly-convened meeting of the Board held in accordance with Sections 2.3(d), (e) and (f):
(i) the adoption of a business plan subsequent to the Initial Business Plan;
(ii) any material departures from an approved business plan;
(iii) the adoption or modification of any annual Financial Plan;
(iv) the appointment, removal and management compensation of senior managers and officers (including facility managing directors, manufacturing / xxxxx managers and sales managers;
(v) sales compensation structure and incentive payout approval;
(vi) any amendment to any existing Affiliates transaction or any approval of any new Affiliates transaction;
(vii) any transaction outside the ordinary course of business, including any (A) merger, statutory share exchange or consolidation or similar corporate transaction proposal, (B) sale or other disposition, directly or indirectly, of all or substantially all of the assets of CMCP, (C) acquisition of the stock of any other Person, (D) joint venture or partnership, (E) incurrence of indebtedness for borrowed money or guarantee of any such indebtedness of another Person, (F) issuance or sale of any debt securities or warrants or rights to acquire any debt securities or any guarantee of any debt securities of another Person, or (G) sale or disposition of any material assets of CMCP not held for sale in the ordinary course;
(viii) any new transaction or new series of related transactions involving (A) export sales of an annual amount in excess of the equivalent in MAD of two hundred fifty thousand US dollars (USD 250,000) or (B) capital expenditures in excess of the equivalent in MAD of three hundred thousand US dollars (USD 300,000);
(ix) any loan or series of related loans (other than any loan to a wholly-owned Subsidiary of CMCP) in excess of three hundred thousand US dollars (USD 300,000);
(x) the adoption or amendment of treasury management policies;
(xi) any plan for the creation or dissolution of Subsidiaries;
(xii) any proposal for the appointment or removal of the statutory auditors of CMCP, or the change or adoption of material accounting principles;
(xiii) any proposal for action to be submitted to the Shareholders meeting;
(xiv) any filing for bankr...
Strategic Decisions. The following Strategic Decisions shall be approved as provided in Article 8 of this Stockholders’ Agreement:
Strategic Decisions. Subject to any restrictions imposed by applicable Law, Company shall consult with Purchaser prior to it or any of its Subsidiaries taking any action or entering into any transaction that may be of strategic importance to Company or any of its Subsidiaries.
Strategic Decisions. What? It is crucial to launch a new smartphone with specifications that are significantly different from its previous generations and from the devices of the competition (Capatina & Xxxxxxxxx, 2015). To achieve a high sales volume, it is important to meet and exceed the needs and wishes of potential customers (Xxxxxxxxxx, 2016). Due to the increased heterogeneity and the various customer requirements, the versioning strategy, where smartphone models are launched in vertically differentiating types, is widely used in the smartphone industry (Xxxxxxxx, Xxx, & Xxx, 2013; Xxxxxx, 2009). It is common that when choosing a new smartphone, customers still need to choose between a variety of options, such as storage capacity, color… that will influence the price. In the meantime, older products, with outdated technologies and features, will become cheaper, which is an opportunity for late adopters to buy a smartphone at a lower price (Riikonen et al., 2016; Xxxxxxxxx, 2013). This enables smartphone companies to generate profits from each generation (Xxxxxxxxx, 2013).
Strategic Decisions. For so long as EarthLink owns at least twenty percent (20%) of the Total Outstanding Shares, all matters set forth on Schedule 8.1(a) (the “Strategic Decisions”) shall require the affirmative vote of (i) all Class B Directors, and (ii) a majority vote of all directors, and all other matters requiring the approval of the Board of Directors, including those matters set forth on Schedule 8.1(b), shall require the affirmative vote of (A) a majority of the Class B Directors, and (B) a majority vote of all directors. If EarthLink ceases to own at least twenty percent (20%) of the Total Outstanding Shares, all matters requiring the approval of the Board of Directors, including all matters set forth on Schedules 8.1(a) and (b), shall require the affirmative vote of (1) a majority of the Class B Directors, and (2) a majority vote of all directors.
Strategic Decisions. Consult with Buyer prior to taking any action or entering into any transaction that may be of strategic importance to the Company or any Subsidiary.
Strategic Decisions. For so long as there are two (2) shares of Class B Common Stock outstanding and a Type B Triggering Event (as defined in the Certificate of Incorporation) is not continuing, all decisions concerning those matters set forth on Schedule 8.1 (each a “Strategic Decision”) shall require (a) the approval of all Class B Directors, and (b) a majority vote of all directors. If a Type B Triggering Event is continuing or there ceases to be more than one holder of Class B Common Stock outstanding, the Strategic Decisions shall require the approval of (x) a majority of the Class B Directors, and (y) a majority vote of all directors.
Strategic Decisions. Approving any Business Plan or Budget, any amendments thereto, and the approval or ratification of any departure from the same.
Strategic Decisions. The strategic decisions and their actual or perceived impacts on IAA of the content of each research note were considered and logged.
