xysecurakihir.blogspot.com
Instead, they can call Centralizeds Showing Service, a company that has signed a three-yead contract with the Capita l Region Multiple Listing Service tocoordinate showings. MLS officialz said the service will free real estate agents from the hassledsof phone-tag, last-minute requests, schedule change and other frustrations that come with arranginf home showings for clients. Based in operators working for CSS will make the calls andsend e-maild to buyers, sellers and agents to checm availability, confirm appointments and announce cancellations.
Agentsw will benefit in other ways, such as havingy access to a databases showingwhich houses, and at whicj price ranges, are generatinhg the most interest from prospective buyers. in turn, could help their clients have a bettet grasp of the demand in the Based onthe information, for a seller may drop his asking price to get more peopl interested in the house. “We after looking at this very thoroughly, thers are a lot of benefits for our membershipp and the publicwe serve,” said MLS Presidenr Joel Koval, an associate broker at .
The service will come at a cost, The board of directors of the MLS has yet to vote on the but it will likelytbe $200 annually, said Jim chief executive officer of the . The MLS has 3,300p members, including those who belong to GCAR and thosew who belong tothe . GCAR members currently pay $735 in membershil fees; SSSAR members pay $665. That has upset some agents who are already contendingh with a slower housing marketand don’t want to pay an extraw fee.
Some don’t like the idea of a third partyg contacting clients on their Doreen Ross, a Schenectady-based agent who has been selling homes for 39 isn’t opposed to the concept of a schedulintg system, but said it’s a bad time to add anotherf $200 to the annual fees that agent s pay. “I think the timinhg for implementing itis very, very bad,” Ross “The real estate business is Agents out there are ... It’s just bad timing.” Ader said the $200 fee was reasonabl given the amount of time it can sometimes take to arrangemultiplse showings.
“If you spend 20 hoursa a monthdoing this, you’re paying somebody less than a buck an hour to do it for he said. Officials have been studyinhg the idea since last summer and consideree three firms before settlingon CSS. CSS schedules more than 15 million showings annuallyfor 100,000-plus Realtorzs in more than 40 markets in the U.S., according to its Web mdemasi@bizjournals.com | 518-640-6814 To comment on this and to get the latest updates and breaking go to albany.bizjournals.com.
Saturday, December 29, 2012
Friday, December 28, 2012
Southwestern Carpets grows business from the ground up - bizjournals:
firukendu-anchored.blogspot.com
Bill McCaddon has stripped Southwestern Carpets down and recreates it a couple of timee since purchasing it from Don Lynchin 2001. When he bought the floorinbg company, it specialized in removing and replacingv carpets in apartments betweenrental occupation. The Lewisville company was producing annuak revenueof $5 million, but McCaddon found the businesws too impersonal because it was driven by producf sales and not on building relationshipx with customers.
So he decided to switch focus to themore relationship-centrifc business of providing floorinyg solutions to new home-construction projects, which includesd hardwood floors, carpeting, and backsplash and tile The wholesale company saw dramativ growth as a result, with annual revenue of $22 millio n in 2007. But the growtb was so rapid and so intense that managers were losinyg control of the direction the companywas heading.
So in he enlisted Don Brush, a consultant with The Renova to help bring new energy tohis McCaddon’s sense of direction and leadershi abilities come from his experiencew as a manufacturer’s representative for 18 years at companiez like Shaw Carpet Manufacturer and Aleta Co. He had learned the importancde of building relationshipswith “My background was in working with new The apartment business was non-relationship said McCaddon. “I didn’t know how to build a busineswsthat wasn’t relational.” McCaddon downsized the company to redirect the focues to the home-construction industry. He was met with resistancde fromhis employees.
“I realized that using the sameemployeess wasn’t going to work. I was tryinhg to halfway do the he said. “Once we made the commitment, we reallyh turned the corner.” He began switchingh out personnel. The company, which had grown annual revenueto $5 million, saw revenues drop to under $3 million during the But, once the commitment was McCaddon noted marked improvement. By revenue had grown by 35%. Between 2004 and the company went through its biggesttgrowth spurt, reaching up to $22 millionh in sales and employing more than 60 But at that time, the storybool growth came to an end.
“It was gettiny to be chaotic because of so many new We werean 8-cylinder enginde working on six or seven cylinders. We’d lost a senswe of teamwork, and everyone was territorial.” That’s when McCaddoj brought in Brush. “For the most I engage them and talk with them in orded to builda relationship. I wante d to find out the strengtha of the company and what was workingv and whatneeded improvement,” said Brush. “They’v e got the dreams; they’vde got the vision. It’s just giving them the opportunity.
” Brushj met with employees to figure out areas that needesd improvement and then created an action He showed the company how to creat e committees to address problems as they come up and then dissolv e the committees after the problem hasbeen handled. The shift has translated intohappier customers. Bill Darling, president and co-owner of Darling Homes has worked with McCaddon since McCaddon purchased Southwestern Carpetsin 2001. “(Wes started working with Southwestern Carpets) because of Bill and his relationalk approach to working with homebuilders as opposed to thetraditional price-only approach,” said Darling.
“Brusu has helped Bill figure out how to communicate better so that everyone is going in the same directiomn as the management and will yielrd themaximum impact.” For Chris McCoppin, operations manager for Southwestern the change in the corporate culturre has been noticeable. “Sometimes you don’t realizr that when one department changes theidr policiesand procedures, it affects others. Now everyonr talks to each other,” McCoppin said. “We’ve empoweresd them to make decisions. We gave them the power to run the Theyfeel accountable.
” With this new sense of as well as an improved use of digitizin g software called Measure, Southwesterbn Carpets has seen a markedx improvement on the accuracy of the 3,00p work orders entered each month 95% accuracy, up from 77% accuracyy — and has saved about $160,000 in unnecessarg costs for having to fix incorrect work Instead of pursuing potential clients merely for the sake of new McCaddon and his staff focus on getting to know potential clients, researching them as much as possible and understanding their needs beforre they even meet. “We’ll only do businesd with people who will sit down and have a relationshipwith us.
Someonse is always going to come inlowefr (priced) than you,” said McCaddon. “We were alwayas chasing people who were focusedon price. If they say, fax us (a pricwe sheet), we say sorry, we can’t work with you. We stay togethet as a result. If you have the valude relationship, they don’t leave.”
Bill McCaddon has stripped Southwestern Carpets down and recreates it a couple of timee since purchasing it from Don Lynchin 2001. When he bought the floorinbg company, it specialized in removing and replacingv carpets in apartments betweenrental occupation. The Lewisville company was producing annuak revenueof $5 million, but McCaddon found the businesws too impersonal because it was driven by producf sales and not on building relationshipx with customers.
So he decided to switch focus to themore relationship-centrifc business of providing floorinyg solutions to new home-construction projects, which includesd hardwood floors, carpeting, and backsplash and tile The wholesale company saw dramativ growth as a result, with annual revenue of $22 millio n in 2007. But the growtb was so rapid and so intense that managers were losinyg control of the direction the companywas heading.
So in he enlisted Don Brush, a consultant with The Renova to help bring new energy tohis McCaddon’s sense of direction and leadershi abilities come from his experiencew as a manufacturer’s representative for 18 years at companiez like Shaw Carpet Manufacturer and Aleta Co. He had learned the importancde of building relationshipswith “My background was in working with new The apartment business was non-relationship said McCaddon. “I didn’t know how to build a busineswsthat wasn’t relational.” McCaddon downsized the company to redirect the focues to the home-construction industry. He was met with resistancde fromhis employees.
“I realized that using the sameemployeess wasn’t going to work. I was tryinhg to halfway do the he said. “Once we made the commitment, we reallyh turned the corner.” He began switchingh out personnel. The company, which had grown annual revenueto $5 million, saw revenues drop to under $3 million during the But, once the commitment was McCaddon noted marked improvement. By revenue had grown by 35%. Between 2004 and the company went through its biggesttgrowth spurt, reaching up to $22 millionh in sales and employing more than 60 But at that time, the storybool growth came to an end.
“It was gettiny to be chaotic because of so many new We werean 8-cylinder enginde working on six or seven cylinders. We’d lost a senswe of teamwork, and everyone was territorial.” That’s when McCaddoj brought in Brush. “For the most I engage them and talk with them in orded to builda relationship. I wante d to find out the strengtha of the company and what was workingv and whatneeded improvement,” said Brush. “They’v e got the dreams; they’vde got the vision. It’s just giving them the opportunity.
” Brushj met with employees to figure out areas that needesd improvement and then created an action He showed the company how to creat e committees to address problems as they come up and then dissolv e the committees after the problem hasbeen handled. The shift has translated intohappier customers. Bill Darling, president and co-owner of Darling Homes has worked with McCaddon since McCaddon purchased Southwestern Carpetsin 2001. “(Wes started working with Southwestern Carpets) because of Bill and his relationalk approach to working with homebuilders as opposed to thetraditional price-only approach,” said Darling.
“Brusu has helped Bill figure out how to communicate better so that everyone is going in the same directiomn as the management and will yielrd themaximum impact.” For Chris McCoppin, operations manager for Southwestern the change in the corporate culturre has been noticeable. “Sometimes you don’t realizr that when one department changes theidr policiesand procedures, it affects others. Now everyonr talks to each other,” McCoppin said. “We’ve empoweresd them to make decisions. We gave them the power to run the Theyfeel accountable.
” With this new sense of as well as an improved use of digitizin g software called Measure, Southwesterbn Carpets has seen a markedx improvement on the accuracy of the 3,00p work orders entered each month 95% accuracy, up from 77% accuracyy — and has saved about $160,000 in unnecessarg costs for having to fix incorrect work Instead of pursuing potential clients merely for the sake of new McCaddon and his staff focus on getting to know potential clients, researching them as much as possible and understanding their needs beforre they even meet. “We’ll only do businesd with people who will sit down and have a relationshipwith us.
Someonse is always going to come inlowefr (priced) than you,” said McCaddon. “We were alwayas chasing people who were focusedon price. If they say, fax us (a pricwe sheet), we say sorry, we can’t work with you. We stay togethet as a result. If you have the valude relationship, they don’t leave.”
Thursday, December 27, 2012
Roundy's adds Twin Cities to gas card promo - Charlotte Business Journal:
shemwellmygalej1291.blogspot.com
In March, Milwaukee-based Roundy’s introduced the programj to its stores in theMadisom area. Last year, Roundy’s piloted the program in Kenoshsand Wausau. “We are pilotinv the project invarious markets,” Roundy’s spokeswoman Viviajn King said Monday via The grocer continues to perfect the program, which is calledf Fuelperks!, she said. Fuelperks! started on May 31 at the Rainboe stores. When a customer spends $200 on groceries, he or she can save 40 cents per gallonof gas. Customers must sign up for a new Roundy’x Rewards Card, which is free.
For every $50 a customere spends at Rainbow onqualified purchases, the customer earnsw 10 cents off per gallon of gas at participatintg BP gas stations. Rainbow customerss can insert their Roundy’s Rewards Card at the pump and receivde a discount on up to 20 gallond of gas in asingld transaction. The discount is automatically applied to the price atthe Roundy’s said. Roundy’s Supermarkets operates 151 retail grocery storez under thePick 'n Save, Copps, Rainbo w and Metro Market banners in Wisconsib and Minnesota.
In March, Milwaukee-based Roundy’s introduced the programj to its stores in theMadisom area. Last year, Roundy’s piloted the program in Kenoshsand Wausau. “We are pilotinv the project invarious markets,” Roundy’s spokeswoman Viviajn King said Monday via The grocer continues to perfect the program, which is calledf Fuelperks!, she said. Fuelperks! started on May 31 at the Rainboe stores. When a customer spends $200 on groceries, he or she can save 40 cents per gallonof gas. Customers must sign up for a new Roundy’x Rewards Card, which is free.
For every $50 a customere spends at Rainbow onqualified purchases, the customer earnsw 10 cents off per gallon of gas at participatintg BP gas stations. Rainbow customerss can insert their Roundy’s Rewards Card at the pump and receivde a discount on up to 20 gallond of gas in asingld transaction. The discount is automatically applied to the price atthe Roundy’s said. Roundy’s Supermarkets operates 151 retail grocery storez under thePick 'n Save, Copps, Rainbo w and Metro Market banners in Wisconsib and Minnesota.
Tuesday, December 25, 2012
Shareholders in Washington state demand a voice on governance issues - Puget Sound Business Journal (Seattle):
efimtsovavadan.blogspot.com
Several Washington companies face shareholder resolutions seeking more shareholder say on executivse pay and the makeulp ofcorporate boards. It’s a sign that companyh directors are coming under fire as shareholderes look for a place to put theire anger and frustration in a national seasonh of huge investment losses and unpopular taxpayer bailoutas for banks andother corporations. “Shareholderzs are looking at their portfolios. They are taking a look at theirr 401(k) plans. They are seeing theirr paychecks. They are scrutinizing everything,” said Franik Valenzuela, managing director of the AltmanGrouop Inc.
, a New Jersey-based proxy solicitation company that has clientsx in the Seattle Beth Young, a senior research associatee with the Corporate Library, a Portland, Maine-basee independent organization that provides analysis and research on corporate governancer issues, said investment anger in 2009 is similat to the reaction earlier in the decade when corporater scandals at companies such as Enron were But unlike those scandals, which affected a relatively small number of investors, this recessioh and its own set of scandals — including bank bailouts and executive compensation issues — is having broad And shareholders are speaking out by challenging companies’ governiny boards.
They also are seeking some oversight onexecutive pay, sparkint several so-called “say-on-pay” initiatived that are awaiting votes by corporate boardes and their shareholders. Nationwide, the number of overall shareholdefr proposals is a bit down this year compared to last according to the proxy advisorygfirm RiskMetrics. One reasom for the dip in proposalsa this year may be that activist shareholder funds may be strapperd for cash because ofthe recession.
Anotherf reason may be that labor unionrepresentatives haven’t ramped up for a new figh t following the November national elections, according to In essence, it’s still early in the proxy But RiskMetrics says it does expect a steady streakm of shareholders to advocate putting more corporate governance-related questionz before fellow shareholders for a vote at annual meetingws of publicly traded companies. In Washington, severalk companies already arefacing shareholder-led votes. A year afterr battling one of its largest shareholders regarding an executivwcompensation issue, is again at odds with Gamcio Asset Management Inc.
This time, Gamco is calling for a proxy vote that wouldr require shareholder approval for any companyg acquisition that costs morethan $25 million. Gamcok — run by New York money manager MarioGabellk — controls about 20 percent of Fisher’ outstanding shares. Fisher has been at odds with Gabellik on this andother issues. But Gabellij does have the clout to get In March, Fisher agreed to nominate two director candidates he has At other company shareholder meetings, the issu e of executive pay is under And there is the say-on-pau issue, which has heated up as more investor have gotten their dander up over bank bailoutes and overpaid executives.
Banks that participateed in federal bailout programs are mandated to put nonbinding advisory votes beforetheir shareholders. Meanwhile, activist shareholders have pushed toplacse say-on-pay advisory votes on proxy ballots of thres companies that either are based in Washington or have strongf presences here: Boeing, and Board makeul is another key issue. Shareholder activists at wantede to strip former CEO Steven Rogel of his title as chairman ofthe board.
Supporters of the move say Rogel’s role as directod and former CEO is a conflict of interest and is not adequately protecting shareholders because he is not able to provide independent oversight of the executivee of theFederal Way-based forestry and forest products company. Weyerhaeuser management opposec an advisory question on the boarfdchairman matter, but a shareholder pension fund and two investment fundws supported it. At the April 16 shareholders’ meeting, the item failesd to draw support from thenecessary two-thirds of the outstandinhg shares to be ratified. Shareholders also will vote on a proposalo for an independent chairmanat , a Spokane-base energy company.
In most instances, companiesa are pushing back againstactivist shareholders. But some are givinhg in, perhaps to quell investor anger or in anticipation of new AlaskaAir Group, the parent compang of Alaska Airlines and Horizon Air, said it would supporty giving shareholders an advisory vote on executive pay. Valenzuela of the Altman Group said corporation s would do well to heed the demands oftheir shareholders, especially in this climate, unless they want to builf on the distrust and anger that is swellinv all around them. “If shareholders think your compensationis excessive, they are goinhg to penalize you for it,” he said. “You have to run a tightg ship.
”
Several Washington companies face shareholder resolutions seeking more shareholder say on executivse pay and the makeulp ofcorporate boards. It’s a sign that companyh directors are coming under fire as shareholderes look for a place to put theire anger and frustration in a national seasonh of huge investment losses and unpopular taxpayer bailoutas for banks andother corporations. “Shareholderzs are looking at their portfolios. They are taking a look at theirr 401(k) plans. They are seeing theirr paychecks. They are scrutinizing everything,” said Franik Valenzuela, managing director of the AltmanGrouop Inc.
, a New Jersey-based proxy solicitation company that has clientsx in the Seattle Beth Young, a senior research associatee with the Corporate Library, a Portland, Maine-basee independent organization that provides analysis and research on corporate governancer issues, said investment anger in 2009 is similat to the reaction earlier in the decade when corporater scandals at companies such as Enron were But unlike those scandals, which affected a relatively small number of investors, this recessioh and its own set of scandals — including bank bailouts and executive compensation issues — is having broad And shareholders are speaking out by challenging companies’ governiny boards.
They also are seeking some oversight onexecutive pay, sparkint several so-called “say-on-pay” initiatived that are awaiting votes by corporate boardes and their shareholders. Nationwide, the number of overall shareholdefr proposals is a bit down this year compared to last according to the proxy advisorygfirm RiskMetrics. One reasom for the dip in proposalsa this year may be that activist shareholder funds may be strapperd for cash because ofthe recession.
Anotherf reason may be that labor unionrepresentatives haven’t ramped up for a new figh t following the November national elections, according to In essence, it’s still early in the proxy But RiskMetrics says it does expect a steady streakm of shareholders to advocate putting more corporate governance-related questionz before fellow shareholders for a vote at annual meetingws of publicly traded companies. In Washington, severalk companies already arefacing shareholder-led votes. A year afterr battling one of its largest shareholders regarding an executivwcompensation issue, is again at odds with Gamcio Asset Management Inc.
This time, Gamco is calling for a proxy vote that wouldr require shareholder approval for any companyg acquisition that costs morethan $25 million. Gamcok — run by New York money manager MarioGabellk — controls about 20 percent of Fisher’ outstanding shares. Fisher has been at odds with Gabellik on this andother issues. But Gabellij does have the clout to get In March, Fisher agreed to nominate two director candidates he has At other company shareholder meetings, the issu e of executive pay is under And there is the say-on-pau issue, which has heated up as more investor have gotten their dander up over bank bailoutes and overpaid executives.
Banks that participateed in federal bailout programs are mandated to put nonbinding advisory votes beforetheir shareholders. Meanwhile, activist shareholders have pushed toplacse say-on-pay advisory votes on proxy ballots of thres companies that either are based in Washington or have strongf presences here: Boeing, and Board makeul is another key issue. Shareholder activists at wantede to strip former CEO Steven Rogel of his title as chairman ofthe board.
Supporters of the move say Rogel’s role as directod and former CEO is a conflict of interest and is not adequately protecting shareholders because he is not able to provide independent oversight of the executivee of theFederal Way-based forestry and forest products company. Weyerhaeuser management opposec an advisory question on the boarfdchairman matter, but a shareholder pension fund and two investment fundws supported it. At the April 16 shareholders’ meeting, the item failesd to draw support from thenecessary two-thirds of the outstandinhg shares to be ratified. Shareholders also will vote on a proposalo for an independent chairmanat , a Spokane-base energy company.
In most instances, companiesa are pushing back againstactivist shareholders. But some are givinhg in, perhaps to quell investor anger or in anticipation of new AlaskaAir Group, the parent compang of Alaska Airlines and Horizon Air, said it would supporty giving shareholders an advisory vote on executive pay. Valenzuela of the Altman Group said corporation s would do well to heed the demands oftheir shareholders, especially in this climate, unless they want to builf on the distrust and anger that is swellinv all around them. “If shareholders think your compensationis excessive, they are goinhg to penalize you for it,” he said. “You have to run a tightg ship.
”
Monday, December 24, 2012
Father-and-son developers indicted in multimillion fraud scheme - St. Louis Business Journal:
ogarawo.wordpress.com
Gary Rickert, Sr., 64, and Briahn Rickert, 29 of Creve Coeur, have been indictes by a federal grand jury on five felong counts ofbank fraud, three felony countse of money laundering and a forfeiture count involving personal and real property financed by the alleged the U.S. attorney’s office for Easterjn Missouri said. The Rickertz were in the real estate developmengt business under the name and sought to develop five residences in Ladue andother high-end suburbs.
In order to obtain financintg forthese developments, the Rickerts are alleged to have submittedr phony income tax returns, sales contracts and financial statements, according to the The government seeks two of the residential properties that remain in the name of the Rickerts’ a vehicle and a diamond ring purchasee with proceeds from the fraud. In all, at leastf $4.9 million dollars was lent to the Rickertd for the development of thefive properties. The five localo banks affectedare , , , and .
Gary Rickert, Sr., 64, and Briahn Rickert, 29 of Creve Coeur, have been indictes by a federal grand jury on five felong counts ofbank fraud, three felony countse of money laundering and a forfeiture count involving personal and real property financed by the alleged the U.S. attorney’s office for Easterjn Missouri said. The Rickertz were in the real estate developmengt business under the name and sought to develop five residences in Ladue andother high-end suburbs.
In order to obtain financintg forthese developments, the Rickerts are alleged to have submittedr phony income tax returns, sales contracts and financial statements, according to the The government seeks two of the residential properties that remain in the name of the Rickerts’ a vehicle and a diamond ring purchasee with proceeds from the fraud. In all, at leastf $4.9 million dollars was lent to the Rickertd for the development of thefive properties. The five localo banks affectedare , , , and .
Sunday, December 23, 2012
Louisville Metro Council approves GE incentives - Business First of Louisville:
deeshu-tatum.blogspot.com
million in occupational tax refunds over 10 yearszfor Co., which is considering launchinv a hybrid electric water heater productio line at Louisville’s Appliance Park. The vote came on the heels of the Kentucky Economic Developmenrt FinanceAuthority board’s preliminar y approval of $10 million in tax incentives over 10 yearse for the project. It also woulfd include the addition of production lines for refrigerator and dishwasher components and the creatio n of a data center atAppliancer Park. The project would add as many as 420 jobs at the accordingto GE’s KEDFA incentive to read more about the project.
The projectr is seen as a big boost toAppliancs Park, which is home to Conn.-based GE’s Consumer & Industrial Headquarters. Appliancer Park lost $72 million last year, and the company’s appliancex division has struggled amidst increasedr foreign competition and the downturn in the residentiaklhousing market. To cut costs, GE offered voluntar y buyouts to about 100 hourly employees onMarch 1. Two days the company closed its second-shift dishwasher productionn atAppliance Park, eliminatinyg 185 jobs through a voluntaryh retirement option.
GE (NYSE: GE) currently employs 2,100 hourly and 2,000 salaried employeezs at Appliance Park, down from 23,000p at the height of the appliancee business’ success. “The metro councill saw this as a very positived thing forthe community,” said Tony spokesman for the metro council’s Democratic caucus. “The council wantse to see GE healthyt and remainin Louisville.”
million in occupational tax refunds over 10 yearszfor Co., which is considering launchinv a hybrid electric water heater productio line at Louisville’s Appliance Park. The vote came on the heels of the Kentucky Economic Developmenrt FinanceAuthority board’s preliminar y approval of $10 million in tax incentives over 10 yearse for the project. It also woulfd include the addition of production lines for refrigerator and dishwasher components and the creatio n of a data center atAppliancer Park. The project would add as many as 420 jobs at the accordingto GE’s KEDFA incentive to read more about the project.
The projectr is seen as a big boost toAppliancs Park, which is home to Conn.-based GE’s Consumer & Industrial Headquarters. Appliancer Park lost $72 million last year, and the company’s appliancex division has struggled amidst increasedr foreign competition and the downturn in the residentiaklhousing market. To cut costs, GE offered voluntar y buyouts to about 100 hourly employees onMarch 1. Two days the company closed its second-shift dishwasher productionn atAppliance Park, eliminatinyg 185 jobs through a voluntaryh retirement option.
GE (NYSE: GE) currently employs 2,100 hourly and 2,000 salaried employeezs at Appliance Park, down from 23,000p at the height of the appliancee business’ success. “The metro councill saw this as a very positived thing forthe community,” said Tony spokesman for the metro council’s Democratic caucus. “The council wantse to see GE healthyt and remainin Louisville.”
Thursday, December 20, 2012
Blue Moon's New 'Ale' Is Half Wine - Businessweek
sucujovide.wordpress.com
Blue Moon's New 'Ale' Is Half Wine Businessweek Just the idea of a beer-wine hybrid raises so many questions. OK, really, just one: Is that as disgusting as it sounds? Armed with two bottles of Blue Moon's new Vintage Ale beer-wine hybridâ€"coming soon to stores in all 50 statesâ€"two of my colleagues ... |
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