GVHR » Topics » Certain of our existing or potential competitors may have substantially greater

These excerpts taken from the GVHR 10-K filed Mar 16, 2009.
Certain of our existing or potential competitors may have substantially greater financial, technical and marketing resources, larger customer bases, greater name recognition and more established relationships with their clients and key product and service suppliers than we do. This may enable them to develop and expand their delivery infrastructure and service offerings more quickly, which could adversely affect our ability to attain new clients.

 

Certain of our existing or potential competitors may have substantially greater financial, technical and marketing resources, larger customer bases, greater name recognition and more established relationships with their clients and key product and service suppliers than we do. This may enable them to develop and expand their delivery infrastructure and service offerings more quickly and:

 

·        achieve greater scale and cost efficiencies; adapt more quickly to new or emerging technologies and changing client needs;

 

·        take advantage of acquisitions and other opportunities more readily; establish operations in new markets more rapidly;

 

·        devote greater resources to the marketing and sale of their services; and

 

·        adopt more aggressive pricing policies and provide clients with additional benefits at lower overall costs in order to gain market share or in anticipation of future improvements in delivery costs.

 

If our competitive advantages are not compelling or sustainable and we are not able to effectively compete with competitors, then we may not be able to increase or maintain our clients at profitable levels or at all.

 

Certain of our existing or potential
competitors may have substantially greater
financial, technical and marketing
resources, larger customer bases, greater name
recognition and more established
relationships with their clients and key product and
service suppliers than we do. This
may enable them to develop and expand their
delivery infrastructure and service
offerings more quickly, which could adversely
affect our ability to attain new
clients.



 



Certain
of our existing or potential competitors may have substantially greater
financial, technical and marketing resources, larger customer bases, greater
name recognition and more established relationships with their clients and key
product and service suppliers than we do. This may enable them to develop and
expand their delivery infrastructure and service offerings more quickly and:



 



·        achieve greater scale and cost efficiencies;
adapt more quickly to new or emerging technologies and changing client needs;



 



·        take advantage of acquisitions and other
opportunities more readily; establish operations in new markets more rapidly;



 



·        devote greater resources to the marketing and
sale of their services; and



 



·        adopt more aggressive pricing policies and
provide clients with additional benefits at lower overall costs in order to
gain market share or in anticipation of future improvements in delivery costs.



 



If our
competitive advantages are not compelling or sustainable and we are not able to
effectively compete with competitors, then we may not be able to increase or
maintain our clients at profitable levels or at all.



 



Certain of our existing or potential
competitors may have substantially greater
financial, technical and marketing
resources, larger customer bases, greater name
recognition and more established
relationships with their clients and key product and
service suppliers than we do. This
may enable them to develop and expand their
delivery infrastructure and service
offerings more quickly, which could adversely
affect our ability to attain new
clients.



 



Certain
of our existing or potential competitors may have substantially greater
financial, technical and marketing resources, larger customer bases, greater
name recognition and more established relationships with their clients and key
product and service suppliers than we do. This may enable them to develop and
expand their delivery infrastructure and service offerings more quickly and:



 



·        achieve greater scale and cost efficiencies;
adapt more quickly to new or emerging technologies and changing client needs;



 



·        take advantage of acquisitions and other
opportunities more readily; establish operations in new markets more rapidly;



 



·        devote greater resources to the marketing and
sale of their services; and



 



·        adopt more aggressive pricing policies and
provide clients with additional benefits at lower overall costs in order to
gain market share or in anticipation of future improvements in delivery costs.



 



If our
competitive advantages are not compelling or sustainable and we are not able to
effectively compete with competitors, then we may not be able to increase or
maintain our clients at profitable levels or at all.



 



EXCERPTS ON THIS PAGE:

10-K (3 sections)
Mar 16, 2009
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