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seedfinance · 3 years ago

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How CPAs helped save businesses during COVID-19

As the COVID–19th Pandemic changed the business environment, customers turned to their CPAs to keep their businesses alive. CPAs offering Client Advisory Services (CAS) were well positioned to help clients in difficulty stabilize and reposition their business. The term CAS can encompass everything from outsourced accounting to outsourced CFO and controller services to management consulting services. Have CPAs who offer CAS real–Time Knowing about their clients ‘finances, which gives them the opportunity to offer a better strategic perspective on their clients’ business. For example, CPAs working with customers in affected sectors used CAS to enable their customers to re-imagine what is possible.

Let restaurants cook

About 75% of Nick Swedberg’s customers are restaurants and small craft breweries in Minnesota. These types of companies were “some of the hardest hit” during the pandemic shutdown, he said.

To help his customers stay in business, Swedberg, a partner at Boyum Barenscheer in Bloomington, Minnesota, advised them on a variety of solutions, such as: to–walk Sales and deliveries. Since they had planned to start deliveries to replace In–person while eating, they had to deal with questions about the profitability and feasibility of moving, including analysis of employee compensation, auto insurance and handling tips, which are highly regulated in his state. He was able to do this with Excel, “set up some advanced formulas so there are only a few key metrics” that he had to adjust to test possible outcomes for different scenarios, he said.

Swedberg also helped its clients reach out to local government leaders for temporary exemptions from regulations. For example, some of its restaurant owner customers got permission from their cities to expand outdoors when indoor eating was banned. One city had a restaurant take over a city parking lot, while another closed its main street to allow al fresco dining. When a customer of a brewery owner asked the local health authority if beer delivery could be legalized, the board worked with the company to make it happen possible.

Swedberg supported this process by quantifying how the special permits sought by customers could save their restaurants and the jobs of their employees, and help them make convincing arguments on the spot Government.

As customers got more creative, Swedberg helped them implement their ideas. For example, a Mexican restaurant owner turned half of its space into a market where customers could buy salsa, meat, and other ingredients that they could use in preparing meals at home. As Swedberg predicts, the pivot cost has been minimal, the restaurant business has gotten a boost, and the market has done well. “It was fun to see how it comes to fruition,” he said. On the flip side, another client decided not to pursue their plans to convert their space into a home for four types of restaurants when the projected cost was too high.

“My job is to get them to put their thoughts in order and then come up with a real financial forecast,” to see if their plans were viable, Swedberg said. “Do you remember in math when you had to convert a word problem into an equation?

Maintaining the health of service-related practices

Sandy Shecter, CPA, CGMA, is the company-wide director of Rehmann Solutions, a division of 900–person Rehmann with branches in three federal states. Based in Detroit, Shecter has customers of doctors, dentists, and surgical centers that range in size from one provider to 350+. Their opening ability and patient volumes were impacted when many states ordered closures last spring.

Shecter stepped in to help clients apply for the Paycheck Protection Program and other loans or grants. Your company also worked with clients to provide data and forecasting for decision making on management issues such as: B. to provide employee leave; introducing new ways to work with patients, such as B. Telemedicine; and solving critical technology problems, such as cybersecurity or the complete outsourcing of a customer’s IT department.

Your company also assists with a variety of outsourced services, including recruiting to reduce staff costs, technology expertise that enables telemedicine, and outsourced bookkeeping and bookkeeping. “Providing these services on an outsourced basis enables customers to customize their usage as needed,” she said.

At the end of September 2020, most of Shecter’s customers were almost back In front–pandemic Patient level, but predicts permanent change. Your strategic planning with customers includes options such as making greater use of patient portals for communication and switching return–office Employees too the end–Location locations.

She advises CPAs to think beyond compliance and focus on delivering more to clients in terms of business consulting. “The pandemic underscored the value that customers place on us real–Time Information that they can use to manage their business, “she said.” This is really crucial. “For example, your customers often ask her for help with cash flow management, debt aging analysis, and budget recalculation and monitoring.

Finding the key to real estate sustainability

When rental income declined during the pandemic, Brandon Hall, CPA, who served as his clients’ outsourced CFO, conducted real estate portfolio research for clients of real estate investors to see how they could improve rental income performance. He also developed the tax minimization and costs–Demarcation Strategies to help them improve cash flow.

Hall, the CEO of 24–employees The Real Estate CPA firm of Raleigh, NC creates custom dashboards for clients using Google Sheets, spreadsheets that are easy to access and collaborate with for both him and his clients. It is possible to enter the customer’s QuickBooks online accounting data live into this dashboard. “The dashboard keeps track of what’s important to the customer,” said Hall, which usually includes information about utilization. budget–to–costs, Rehab expenses, cash income from a cash investment in real estate, return on equity and internal rate of return.

Hall was initially concerned about the economic uncertainty the pandemic was causing, as he hadn’t seen a similar disruption in his career. His business coach gave advice that he uses with his own customers and recommends other practitioners: Create a financial plan for the next 12 months that will be in one– to two–month Tranches and set the expected financial performance metrics for each tranche. Decide what action to take if you miss your metrics by 10%, 20%, and so on – for example, staff or expense savings. Once you hit your metrics, no changes will be made necessary.

Just having a plan of what to do when outcomes are good and bad can reduce customer stress and improve their response to setbacks, Hall said. “You cannot control the economy, but you can control how you react to it,” he said.

Help construction companies build stronger businesses

In northern Colorado, due to the dynamism of the local economy, the pandemic had minimal economic impact on construction customers, said Ralph Shinn, CPA / PFS, partner at nine–employees ClearPath consultant in Fort Collins. Surprisingly, the real challenge for these customers was to hire enough workers or contractors as some decided to stop working and start receiving unemployment benefits during the pandemic. When this forced clients to postpone some projects, the company helped them use that time as an opportunity to reevaluate their hiring practices.

The company also helped its customers bill and invoice additional expenses related to the pandemic or prepare quotes that include additional expenses related to the pandemic, such as the cost of personal protective equipment required on construction sites, and the additional mileage and vehicle fees that employees incur when carpooling is no longer feasible. “Lots [clients] didn’t take that cost into account, “Shinn said.

Shinn’s practice has too Professional–Services Customers ranging from physical therapists to companies providing hospital administration services. Many of these customers were unfamiliar with remote working, so Shinn’s company, which has been using remote working for more than 20 years, offered them free training on the remote control–work Environment and access to the cloud–based Packages it uses. “We wanted to show them that work in one cloud–based and a paperless environment can make businesses more efficient, effective and profitable, “Shinn said. The company also offered advice on the tax benefits of setting up home offices and training remote workers.

CPAs can step in when customers struggle

In uncertain times, many clients not only seek tax and accounting help, but also business advice. As companies grappled with the economic upheaval caused by the pandemic, CPAs stepped in to identify customers’ needs based on their existing knowledge of their companies. Offering CAS services can strengthen the role of CPAs as trusted business advisors who can provide practical and effective solutions to business challenges and valuable advice on how to make the most of opportunities.

source https://seedfinance.net/2021/08/12/how-cpas-helped-save-businesses-during-covid-19/

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wineanddinosaur · 5 years ago

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We Asked 24 Brewers: How Is Your Brewery Finding a Path Forward During Covid-19?

As businesses navigate the unknowns of coronavirus and Covid-19, breweries across the country are finding ways to stay active. For many small breweries, that means transitioning from taproom sales to curbside pickup and delivery services. Production breweries, meanwhile, are leaning deeper into larger packaging formats and retail partner support.

Along with staying in business, brewers are staying connected to consumers in creative ways, from virtual beer tastings and brewery tours, to social media contests, to beer deliveries by “shark.”

Other breweries, while still struggling, are looking past survival to the post-coronavirus future for the beer business, launching global beer collaborations to benefit hospitality workers, pivoting production to help create hand sanitizers for first responders, and giving away free pizzas to families in need.

From a simple hashtag to a multimillion-dollar fundraising campaign like the New Belgium Bar & Restaurant Relief Fund, beer lovers are reminded once again of the camaraderie in the craft beer community. Here’s how 24 brewers are pushing forward during Covid-19.

“We launched All Together, a worldwide collaborative brew with proceeds going to organizations that support hospitality workers, to help unite the brewing community across the globe. The idea for the All Together Beer project is that any brewery around the world can make beer with the assets provided (open source recipe, label and social media graphics) and donate proceeds to their staff, relief funds and/or organizations that are supporting hospitality workers in their community. We hope the All Together Beer project will inspire creativity and help get our hospitality community through this crisis and emerge stronger at the end.” — Sam Richardson, Co-founder, Other Half Brewing, Brooklyn

“With draft business essentially shut down, we’ve shifted gears on the wholesale side to best serve our retail partners by ramping up our packaging. We’ve launched takeout for both food and beer at our Beer Hall with curbside delivery. In addition to a concise list of pizzas and sandwiches, we’ve created a menu of ready-to-bake meals to serve our community of families. … In a situation that poses an existential threat, it is easy to lose yourself in the fight to survive. That being said, this brewery is a part of a community. If we are going down, we will go down while giving away pizzas to hungry families. We’ve partnered with local food pantry, Daniel’s Table, to donate 150 pizzas a week.” — Sam Hendler, Co-owner, Jack’s Abby Craft Lagers and Springdale Beer Co., Framingham, Mass.

“Maxline Brewing is doing its best to retain the majority of its staff, at least to some minimal level. Our beertenders have been cut to one shift each per week, which if nothing else should be a supplement to their unemployment. Our GM is working with the beertenders daily to handle our to-go beer sales in crowlers, which has been our primary source of revenue since this [crisis] started. … Crowler Nation (Oskar Blues) has been overwhelmed with orders from around the country, and they’re working hard to help us all keep things running. So a big shout out to them!” — Kevin Gearhardt, Co-owner, Maxline Brewing, Fort Collins, Colo.

“Part of the difficulty navigating through this pandemic, aside from the obvious and starting with our customers, is that we are dealing with two extremes. On the one hand, our on-premise customers are completely devastated while the off-premise accounts are growing for us. So for our on-premise friends, we’re trying to help as best we can through the #BuyNeighbor program we started aimed at support through gift cards and takeout. For our fans, we’re staying connected through social media. … And for our employees, we’re looking at this as a difficult period but [are] hopeful that we’ll start getting to a new normal by Memorial Day. Unfortunately we haven’t hit the middle of this dark tunnel yet but we’re optimistically looking forward to the other side.” — Mark Hellendrung, CEO, Narragansett Beer, Pawtucket, R.I.

“The New York State Brewers Association came up with a really good idea with virtual happy hours. It’ll give us a chance to showcase things about our brewery that some people may not know. I hope it’ll be both informative and also fun, getting people to forget that they can’t go out and enjoy a beer with a bunch of people. Now they get to enjoy a beer in their living room with us. It makes you think that we could do these virtual happy hours even after we are back to normal.” — Manny Coelho, Brewer, Lithology Brewing Company, Farmingdale, N.Y.

“We are making fast and challenging decisions in order to ensure we land strong on the other side of this crisis. With the closures of our pubs, we’ve focused on moving quickly to ensure our people have immediate access to unemployment benefits, and have committed to extending their medical benefits through the month of April. In brewing operations, we also had to furlough employees, to adapt production with the loss of on-premise business with the closure of restaurants and bars in most of the country. Our main focus has been connecting with our people and keeping them safe through daily communication from our Covid-19 task force, establishing new safety protocols at our brewery, virtual town halls with our senior leadership team, keeping in touch with employees that have been temporarily laid off, and enjoying virtual ‘shifties’ (our term for the shift beers we share after work). Our ultimate goal is to get everyone back to work.” — Veronica Vega, Director of Product of Development, Deschutes Brewery, Bend, Ore.

“First, I think it’s important to define what success looks like for us in the current situation — namely, it’s making sure that, despite massive disruptions to our business, we preserve our employees’ pay and healthcare benefits for as long as possible. We’ve undertaken some pretty massive efforts to that end, and have made all the info available to our fellow small businesses (and generally interested parties) via a blog post detailing our approach to this ‘new normal.’ You can check out all the information at moderntimesbeer.com/blog.” — Dan Reed, Communications Metabaron, Modern Times, San Diego

“Like many breweries that were reliant on taproom revenue and keg sales through distributors, we’ve had to be resourceful and pivot. For us that means (socially distanced) packaged beer sales, both curbside and delivery; pop-up retail sales at some of our favorite accounts and partners; and a lot of crowlers! We were also able to lend our empty taproom for a couple of days to a local effort to livestream musicians, themselves now suddenly without livelihoods. We’re thankful that we can at least keep making and selling beer in any capacity, and especially to the NYS Brewers Association who worked so quickly to ensure we and others would be able to operate and keep a few people employed. And of course, we have daily conversations on safety and best practices, which keep evolving.” — Ethan Cox, Co-founder and President, Community Beer Works, Buffalo, N.Y.

“With all of our friends and neighbors staying inside, delivery and social media have seen a huge spike in activity. We repurposed some of our front-of-house staff to make direct deliveries in our borough of NYC (curbside drop-off to keep safe distances), and have spent extra time keeping our followers engaged. Most notably, our #SingleCutDistancing contest is getting a lot of attention by challenging Instagram followers to come up with their best photos of some ice-cold beers and 6 feet of solitude. So far we’ve seen a lot of backyard hikers, rooftop solo salutes, and more than our fair share of doggos and newborns.” — Dan Bronson, GM, SingleCut Beersmiths, Astoria, N.Y.

“We have been focused on helping our staff in every way we can and have been able to retain more than half the staff. Our people are our priority. We have been doing ‘family meal night’ on Thursdays in which Rohrbachs offers a free meal and groceries to staff members who have been temporarily laid off. We are also very excited to be working with our neighbor, Three Heads Brewery, on a collaboration beer. The camaraderie in our industry during this tough time has been incredible.” — Brittany Statt, Marketing Director, Rohrbach Brewing Company, Rochester, N.Y.

“At Anchor we are focused first on employee and customer safety. We temporarily shut down public tours and closed our taprooms prior to the shelter-in-place directive. We are running the brewhouse sporadically to ensure healthy yeast and to keep the beer flowing. We are running minimal packaging shifts of both bottles and cans to meet all orders and are doing everything possible to provide for safe distancing for employees on site and proper hygiene for people and equipment.” — Scott Ungermann, Brewmaster, Anchor Brewing, San Francisco

“Throughout all of this, the health of the community has been our top concern. We are cleaning and sanitizing everything in sight and minding strict rules of social distance to make this a safe experience for everyone involved. Through our online store we’re able to provide the community brewery-fresh 6-packs and cases of your favorite core Three Weavers beers along with 4-packs of limited releases available for both brewery pickup and local next-day delivery.” — Alex Nowell, Brewmaster, Three Weavers Brewing, Los Angeles

“[W]e are currently developing a program to help provide meals to those in the service industry, frontline workers, or frankly anyone who has been affected by recent closures due to the Covid-19 pandemic in NYC in need of a good meal. This initiative will roll out within the next week. Our brewery will remain closed, per Governor Cuomo’s guidelines, through the end of April. Currently, we are not offering beers-to-go, but suggest folks check our website and social channels to stay up to date on any developments. We are truly looking forward to re-opening our doors and enjoying a Mermaid [Pilsner] and some sunshine in our beer garden with our people. Until then, we just hope that everyone stays safe and healthy.” — Jim Betz, Head Brewer, Coney Island Brewery, Brooklyn

“We keep getting asked how we’ll keep up with business and also support our neighbors. The simple answer is: however we can! We’re keeping the stores fully stocked, offering regional delivery for beer and ready to heat, family-style meals and offering pay increases, perks and rewards to brewery-critical folks that can’t work from home. We couldn’t pull this off without them. The hospitality side of things has been most challenging. We didn’t want our rural location to limit us from continuing to serve the local community. Over a third of the population in our home county was food insecure before this all hit, so we’re also launching a pay-it-forward option with delivery, where you can add a boxed meal to your order that will feed a family in need or a front- line worker. Even though we’re over 11 years in the business, it feels a lot like starting the brewery all over again!” — Hayes Humphries, General Manager, Devils Backbone Brewing Co., Roseland, Va.

“These are uncharted times for our industry and our No. 1 priority has been to support our loyal employees and the communities we call home. Once the taproom business was shuttered to allow for social distancing guidelines, we launched a direct-to-consumer beer delivery service in Cleveland, Columbus, and Cincinnati. Our tasting room bartenders and kitchen staff have stepped up in a big way and have put in the hard work to take, process, and deliver beer orders to the doorsteps of local residents. This has also provided a unique opportunity for our staff to maintain reasonable employment when things are so uncertain for so many people.” — Justin Carson, Co-founder and President, Platform Beer Co., Cleveland

“Rogue is forging a path forward by doing what we’ve done since day one, giving back to our community any way that we can. We’re currently making hand sanitizer for first responders at our distillery in Newport and are looking into distilling beer for future batches. We are committed to safely continuing production to ensure our beer and spirits are available across the world while still making time to help those on the front lines fighting this pandemic. The days are long and busy, but we know what’s needed of us right now and are honored to be able to step up and help.” — Dharma Tamm, President, Rogue Spirits & Ales, Newport, Ore.

“[W]hile Ratio has predominantly focused solely on draft accounts, opting not to rush into canning or bottling our beers, during this time when we’re limited to packaged goods, we’ve been lucky to have been helped by our friends at Codi Manufacturing in Golden, Colo., who offered up their mobile canning line so we could package a release of Rooftops Mexican Lager. We’ve also been helped by our friends at New Belgium Brewing, as we were running low on crowler cans. We called up our buddy Andrew Emerton who works for New Belgium and they were willing to sell us half a pallet within the day to help fulfill our needs.” — Tristan Chan, Communications Manager, Ratio Beerworks, Denver

“Colorado, along with the rest of the world, is facing an unprecedented time of uncertainty, and in these tough times, the Breckenridge Brewery team believes that staying united and connected in our community is the best way to stay strong. From supporting our local healthcare heroes or helping those in need through causes like Food Bank of the Rockies, to providing opportunities where people can come together for a moment of joy through virtual dance parties, we are committed to being there for our fellow Coloradans and keep us connected when it’s needed most.” — Todd Usry, President, Breckenridge Brewery, Breckenridge, Colo.

“Sycamore was the first brewery in Charlotte to close to the public, days ahead of any state mandates. Our packaged product, beer, cider, and hard seltzer (BUBS) is available across our four-state distribution network. Our international markets are a different situation, and we have necessarily halted shipments to several European countries. We have not furloughed a single team member and we feel proud of this decision. Sycamore is more than a company, we are a family. While we wait for life to come back to normal, we have launched a fundraiser for Second Harvest Food Bank: Buy a Sycamore Gift Card from our online store to be used in the taproom, after we reopen; 100 percent up to $30,000 will go to the Second Harvest Food Bank of Metrolina. — Sarah Brigham, Managing Member, Sycamore Brewing, Charlotte, N.C.

“It’s important to keep spirits up while the world is turning so quickly. We are a two-person team, just the owners, so we did not have to deal with the disappointments of laying off staff. We spent the first week of the Denver restaurant/bar closing trying to quickly shift to to-go sales. We had a great response from our customers and feel really good about that option. The stress of running after the tail of the dragon was hard on us, though, so we chose to take a step back from daily to-go sales, allowing us to focus on packaging a lot more, while also brewing and moving our beers forward. … To stay connected and provide some levity for folks, we use [Facebook Live] on our brewery page to produce ‘Socially Distanced Drinking With Wayne And Laura,’ and spend 15 minutes a day chatting, toasting, being human — looking to bolster spirits and stay in relationship with our friends and fans.” — Laura Worley, Managing Director, Owner, Burns Family Artisan Ales, Denver

“Karl Strauss has weathered some storms in our 31 years. We have quickly pivoted our menu at our brewpubs to allow for Meals At The Ready, which allows for people to get much-needed proteins, side dishes, and platters for their families. From a brewery standpoint we have adjusted brewing to accommodate an increase in package sales. We are still selling draft through our brewpubs and select restaurants that are offering growler and crowlers of beer. Our latest can offering is Red Trolley in cans. What better way to weather a pandemic than with our best-selling beer, now available in a can?! Stay safe and drink well.” — Chad Heath, VP of Sales & Marketing, Karl Strauss Brewing, San Diego

“There are two challenges right now in this Covid-19 crisis: how to take care of your people, and how to keep selling beer. So we’re trying to adapt our sales to this new market by getting as many of our people into different roles as possible: Start employing tasting room staff to handle home deliveries, changing brews last minute to focus on the beers that go to grocery stores, using your people to complete construction work instead of contractors, cut kegs to put that beer into cans (and the required staff to run the line), and still providing insurance and benefits to employees we had to furlough. Plus the other things we’re doing that I can’t remember. Add in the required social distancing and all of sudden no more shift beers to unwind with your coworkers at the end of the day, and it makes taking care of the people that make up the company really hard.” — Jeff Joslin, Director of Brewing Operations, Left Hand Brewing, Longmont, Colo.

“As a company, our first initiative was to ensure that the team was safe. … The team has been great working remotely to ensure our service levels to distributors and retailers have not lowered at all. In the marketplace, we have refocused our entire sales team toward the off-premise to ensure we are supporting our distributors and retailers as effectively as possible in a safe and secure format. For example, we have a major display program with Total Wine and More starting this week, the materials for which are being distributed in a customized fashion directly to TW&M, the distributor, or our team members to ensure 100 percent execution. We see this as a way of not only ensuring support for our TW&M retail partner in the short term, but as a way to reinforce Paulaner USA as a supplier that is easy to do business with.” — Steve Hauser, President and CEO, Paulaner USA

“The reality is, we’re fortunate. As an established brewery with a large percentage of our sales coming from packaged product, we’re not as exposed to the current market conditions that are heavily impacting brewers who have to rely on tap sales. Because of that, we very much feel a responsibility to carry the flag for a bit. First, it’s a priority for us to make sure that we keep our existing staff on payroll. We’re not doing any layoffs or furloughs and we have actually made the decision to hire some staff and just brought on four new sales people and an assistant brewer. Second, we’ve also chosen to not engage in brewery-direct sales or do local delivery. We thought it more important in a time like this to encourage people to support our local businesses and also support the retailers and our distributor partners who are also trying to navigate this crisis and pay their staff as well. Third, we are trying to find creative ways to stay connected, like our weekly remote happy hours, and take advantage of opportunities to take on projects like painting the taproom to make use of our downtime. Finally, and perhaps most importantly, we are doing everything we can to keep brewing and to keep craft beer on shelves in order to support our local economy with jobs, knowing that we can do it safely and in accordance with all state and federal guidelines.” — Kevin McGee, CEO and President, Anderson Valley Brewing, Boonville, Calif.

The article We Asked 24 Brewers: How Is Your Brewery Finding a Path Forward During Covid-19? appeared first on VinePair.

source https://vinepair.com/articles/we-asked-how-breweries-surviving-covid-19/

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johnboothus · 5 years ago

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We Asked 24 Brewers: How Is Your Brewery Finding a Path Forward During Covid-19?

Along with staying in business, brewers are staying connected to consumers in creative ways, from virtual beer tastings and brewery tours, to social media contests, to beer deliveries by “shark.”

The article We Asked 24 Brewers: How Is Your Brewery Finding a Path Forward During Covid-19? appeared first on VinePair.

Via https://vinepair.com/articles/we-asked-how-breweries-surviving-covid-19/

source https://vinology1.weebly.com/blog/we-asked-24-brewers-how-is-your-brewery-finding-a-path-forward-during-covid-19

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bittenpath-blog · 6 years ago

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48cm:New Belgium taps Brooklyn Bicycle Co. to provide its newest cruisers

BROOKLYN, N.Y. (BRAIN) — You can't buy one (not a new one, anyway), but New Belgium Brewery's cruisers are some of the most popular and visible bikes in the country.

In 1995, the Fort Collins, Colorado-based craft brewer began offering free bikes to its workers after a year of employment. The bikes became coveted collectors' items, as well as basic transportation, and New Belgium later began raffling them and offering them as prizes and promotions for fundraisers, but never for sale.

The employee-owned company now has a second brewery, in Asheville, North Carolina, and about 700 employees. Over the years, its cruisers have been custom made by Schwinn, Spot, Felt, Electra and Detroit Bikes. For 2019, the company tapped Brooklyn Bicycle Company, a brand founded in 2011.

Brooklyn Bicycle's president, Ryan Zagata, said its version of a New Belgium cruiser varies from most previous iterations because it has gears. "My understanding is that Fort Collins is quite flat, so a single-speed is fine there. But Asheville has hills, so that opened the door for us to do something a little different with gears."

The New Belgium bikes are based on Brooklyn's Driggs 3 model, a three-speeder with a double-butted chromoly frame with geometry by Rivendell Cycle's Grant Peterson, a former member of Brooklyn's board of advisers. The three-speed bikes feature trademark New Belgium colors and logos and a Brooklyn head badge.

Zagata declined to say how many of the bikes Brooklyn will make for New Belgium. Besides offering them to employees, New Belgium provides them as displays at retailers and prizes at its Tour de Fat festivals. Brooklyn's Driggs 3 model retails for $599.

"They were just a really fun company to work with," Zagata told BRAIN. "They've worked with some very big bike companies in the past so it's nice for us to fall into their portfolio. A couple cases of their beer showed up in a showroom in Brooklyn recently — we've almost worked our way through it and the bikes are being loaded up over the next couple days," he said.

"New Belgium has a cult following amongst our team," he said. "It's exciting to work with a brand that aligns so well with who we are and what we do. There was so much effort and care that went into this process and we're thrilled with the outcome."

Zagata said Brooklyn has a growing business in selling fleets of bikes to corporations and hotels. It also continues to sell bikes through its website with delivery through about 425 North American IBDs, some of whom also stock the bikes. The company was one of the first to offer a "click-and-brick" fulfillment program, in 2012. "At the time, no one understood what we were doing," Zagata said. Now there are many online bike brands doing something similar.

"Finding good IBD partners is one of the most valuable things we've done. Once you find someone who understands your story and understands their customers, it's a great partnership. There's nothing better. There's no way in hell I could ever compete with them," he said.

#48cm road bike #Bicycle Retailer and Industry News

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isaiahrippinus · 5 years ago

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We Asked 24 Brewers: How Is Your Brewery Finding a Path Forward During Covid-19?

Along with staying in business, brewers are staying connected to consumers in creative ways, from virtual beer tastings and brewery tours, to social media contests, to beer deliveries by “shark.”

The article We Asked 24 Brewers: How Is Your Brewery Finding a Path Forward During Covid-19? appeared first on VinePair.

source https://vinepair.com/articles/we-asked-how-breweries-surviving-covid-19/ source https://vinology1.tumblr.com/post/614295418133676032

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grocerylist16 · 6 years ago

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Tesla trucks full of beer??

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tedward880 · 6 years ago

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Tesla trucks full of beer??

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filtration-products · 6 years ago

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The sustainability success stories of the week

As part of our Mission Possible campaign, edie brings you this weekly round-up of five of the best sustainability success stories of the week from across the globe.

This weekly round-up explores how businesses across the world are ramping up efforts across all areas of sustainable development

Published every week, this series charts how businesses and sustainability professionals are working to achieve their ‘Mission Possible’ across the campaign’s five key pillars – energy, resources, mobility, built environment and business leadership.

From a website offering sustainable accommodation to travellers, to Nike’s move to incorporate its factory waste into new yoga equipment, each of these projects and initiatives is empowering businesses and governments to achieve a sustainable future, today.

ENERGY: Anglian Water to power Cambridgeshire reservoir operations with onsite solar

Following in the footsteps of United Utilities, which last month began building a floating solar farm on the surface of a reservoir in Lancashire, Anglian Water this week secured planning permission to install a solar farm on operational land at its Grafham Water reservoir in Cambridgeshire.

The company says the installation will generate more than a quarter of the energy used at the site – which includes a water treatment works as well as a nature reserve and public park – each year, in a a move that will reduce carbon emissions by 4,500 tonnes annually.

The project, which forms part of Anglian’s bid to become a carbon-neutral business by 2050, is expected to be completed by spring 2019.

“The east of England is one of the fastest-growing regions in the UK and one that is at risk from climate change,” Anglian Water’s head of energy and carbon David Riley said. “Our challenge is to address this increasing demand for services sustainably, and it’s that challenge which underpins our ambitious renewable energy strategy.”

RESOURCES: Nike forges partnership to close the loop on footwear factory waste

Sustainable footwear has been something of a hot topic this year, with Adidas pledging to use 100% recycled plastic in its footwear by 2024 and Reebok having launched bio-based sneakers made with cotton and corn.

The latest move to reduce the environmental footprint of the 20 billion shoes produced around the world each year comes from Nike, which this week announced that it will work with yoga startup YOGO to repurpose its end-of-life shoes and footwear factory waste.

As the winner of Nike’s circular innovation challenge, YOGO will be supplied with ground-up post-factory and post-consumer plastic and foam from Nike factories for free. The material will then be used to create new cushions, yoga mats and foam blocks, with YOGO receiving a cash prize from Nike to help scale up production.

MOBILITY: UPS incorporates e-Bikes into its Seattle delivery fleet

Having invested more than $750m in alternative fuel and advanced technology vehicles and deployed more than 9,300 low-emission vehicles worldwide to date, logistics firm UPS is widely hailed as a business leader in the sustainable transport field.

Following on from its move to trial power-assisted trailers for last-mile deliveries in central London, UPS has this week incorporated e-Bikes into its US-based urban delivery fleet for the first time.

The electric bikes, which can be operated with human pedal power or battery power, are being used across UPS’s inner-city delivery routes in Seattle, Washington, with a view to a wider roll-out if feedback from delivery staff and customers is positive.

The bikes – similarly to those used in 30 of UPS’s urban fleets including Paris, Rome and Dublin – are equipped with a battery-powered electric motor and a detachable trailer capable of carrying 400lb of parcels.

“It’s exciting to return to our roots because UPS started in Seattle in 1907 as a bicycle messenger company,” UPS’s senior director of maintenance and engineering Scott Philippi said.

“While we have launched cycle logistic projects in other cities, this is the first one designed to meet a variety of urban challenges. We’re looking forward to being able to offer these customizable urban delivery solutions to other cities nationwide.”

THE BUILT ENVIRONMENT: Neste launches ‘AirBnB for sustainable accommodation’

In the wake of a string of scientific reports laying bare the climate impacts of aviation, road transport and the built environment, online travel agency Booking.com’s recent survey of more than 12,000 customers revealed that 87% now wanted to travel sustainably.

In a bid to help these customers choose low-carbon, energy-efficient accommodation, renewable diesel firm Neste has launched an online tool enabling “hosts” to list sustainable properties for guests to book, in a format similar to AirBnB.

Called ZeroBnB, the tool enables users to filter flats, houses, campsites, cabins and chalets by factors such as whether they offer recycling and composting facilities, how energy-efficient they are and if they are made from recycled materials. The aim of the tool is to encourage AirBnB to add sustainability filters to its own website and app.

“The demand for more sustainable travel is growing, but when you are not an expert, it can be very demanding to evaluate whether a certain accommodation is sustainable or not,” Neste’s marketing director Sirpa Tuomi said. “This is why it is important to make sustainable alternatives more accessible for everyone.”

LEADERSHIP: AB InBev pauses beer production to can water for extreme weather victims

With the US’s emergency water stocks left depleted by a string of climate-related extreme weather events, including Hurricanes Florence and Michael and the California wildfires, the world’s largest brewer this week took an unscheduled pause in its beer production schedule to can water for affected communities.

On Monday (29 October), Anheuser-Busch InBev (AB Inbev) paused beer production at its Cartersville brewery in Georgia in order to can eight truckloads of water for the Red Cross, which the water being given and transported free-of-charge, at a financial cost to the business.

The company, which owns Stella Artois, Budweiser and Bud Light, has worked with the Red Cross for more than 30 years, providing nearly 80 million cans of water since 1998. Additionally, AB Inbev recently installed water canning facilities at its Fort Collins brewery in Colorado for the first time.

“We’ve made a commitment to be there for American communities in times of need, and we are following through on that promise,” Ab Inbev’s vice president for community affairs Bill Bradley said.

The move follows on from AB Inbev’s recent partnerships with WWF and The Nature Conservancy, established to accelerate water security initiatives in water-stressed areas around the world.

Sarah George

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