Sentence examples similar to capital barriers from inspiring English sources

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The capital barrier to entry turned into a boat anchor while nimble entrants created a death-by-a-thousand-paper-cuts dynamic.

The new investors helping and Cue Ball Capital achieve that goal include The Horowitz Group, which co-led the round, and additional financial partners like: the Murano Group, Silverado Interests, Beechwood Capital, Barrier Island Capital, and Nicholas Negroponte, the founder and chairman emeritus of the MIT Media Lab.

If you are not compelled by the massive life-saving potential of the technology, consider that publicly licenseable self-driving data sets would accelerate innovation by removing a substantial portion of the capital barrier-to-entry in the space and increasing competition.

This working capital barrier is surely not limited to Africa.

Danely maintained an "overweight" rating on the stock, saying Xilinx "should outperform due to its superior business model, returns on invested capital and barriers to entry".

Smart healthcare providers are taking painful lessons from the failings of another industry that consisted of local monopolies and oligopolies that seemed protected by capital infrastructure barriers to entry — the newspaper industry.

Tenerelli's strategy is to look all across Europe for firms with high returns on capital, high barriers to entry and low prices relative to free cash flow (which is all incoming cash, less outgoing cash commitments like capital expenditures, taxes and interest).

If all trade and capital flow barriers were removed, the world would see an annual economic gain around $3 trillion.

Simplicity – meaning the least number of unit operations that must be capitalized and operated - is the main way to break through the capital investment barrier that stands in the way of many otherwise exciting approaches to pretreatment.

Economies are far more integrated than they were half a century ago, when capital controls, trade barriers and extensive public ownership shielded national economies.

Dan Corry, chief executive of New Philanthropy Capital, conceded these barriers but pressed for change: "Traditionally the role of the finance director was simply making sure the charity didn't go bust – but that's got to transform.

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