Tag Archives: Business

How two brewers have stayed during Covid-19

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Brad Fennell (left) and Mitch Veilleux (right) in front of their old and small brewer tanks they had to replace this summer. Sean Sisk Photography/Sean Sisk.

From June to July there was almost an 80 per cent increase in jobs in bars, breweries, nightclubs and taverns in Ontario, according to analysis of a recent report from Statistics Canada.

This is the highest increase in jobs in the sector Statistics Canada categorizes as “drinking places” since the Covid-19 pandemic shutdown the economy in March. For Overflow Brewing Company, almost all the jobs they lost have been refilled because of a spike of online sales and the help of laid-off workers from the airline industry.

From March to July employment rates of drinking places have dropped by almost 50 per cent, according to the same report by statistic Canada. For Overflow it was even more drastic: “On March 16 there was nobody else here but Mitch and I,” says Brad Fennell, co-owner of Overflow.

http://A graph showing the largest dip of employment being in May, and the largest jump being in July. Max Bakony.

 

Together Fennell and Mitch Veilleux opened the brewery in 2017. Until the spring of 2020 they had only two online sales.

“Then on the 16th of March it started with one, and then 10, and then 20, and then upwards of a hundred (online sales) a day,” says Fennell.

Today Overflow is no longer one of the only craft breweries delivering beer, but its ability to offer the service early during the pandemic helped save their business.

By mid-summer they couldn’t hire enough from the beverage industry, so 50 per cent of their new hires ended up being flight attendants: “If you can serve somebody up 20,000 ft. in the air, in a steel tube, and be relaxed under the pressure,” says Fennell. “You can certainly work here.”

From March to July airline sector jobs in Ontario dropped by almost 20 per cent.

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A graph showing the largest dip of employment in airlines being in May. Over the following three months Overflow hired many of those who lost their jobs in the skies. Max Bakony.

 

The news that former airline workers are finding work at Overflow was heartening for Wendy Shaw. She’s an employment counselor and outreach specialist for Youth Services Bureau, a non-for-profit organization offering job seekers of all ages support in finding employment.

“I think it’s incredibly important that people start looking at other options,” says Shaw. For example, “if you don’t have smart serve, you’re probably not going to be able to work in a brewery, or work in a senior’s residence, or work in safe food handling…”

Shaw urges job seekers to invest in the credentials needed to work in multiple industries. She says the current job market is fierce.

More online sales didn’t make things easier for Overflow as the flip in their business model came with new problems:

“We were running out of beer,” says Veilleux.

According to the brewer, their tanks weren’t big enough to produce the quantity they needed for the high-volume low margin business they had transformed into. “We had to sell our old (brewing) tanks, buy new ones, integrate them, and start brewing with twice the number of ingredients,” says Veilleux.

At the height of their sales, they were starting from scratch.

The expense of supporting the online sales kept their profits nil while their revenues remained high. Because of their high revenue, they didn’t qualify for most programs offered by the Federal government. An unfair predicament according to Veilleux: “We could have used that little bit of relief”

Two weeks ago after the Speech from the Throne, Prime Minister Justin Trudeau announced his plan to create one million new jobs for Canadians and to reintroduce the finical assistance available to Canadians and Canadian businesses this summer. Veilleux and Fennell are proud of how both the provincial and federal governments helped Canadians.

However, they stress that to reach that quota set by Trudeau jobs have to be created organically by better supporting the businesses providing them.

Overflow sign beckoning beer enthusiasts into their brewery (left of the picture). Max Bakony

Excess inventory causing significant losses during the ‘reset year’ for David’s Tea

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Excess Inventory: David’s Tea currently has an excess inventory problem, causing a net income loss despite an increase in sales. Source: Haley MacLean

According to its 2017 First Quarter Financial Results, Canada’s largest tea boutique saw a near 10% increase in sales despite a 120% overall net income loss when compared to numbers collected the same time last year.

David’s Tea saw over 48 M in sales compared to 44M in the first quarter of 2016, with the number of stores increasing by one to reach a total of 232 locations across Canada and the United States, compared to 198 at the end of 2016.

Despite the improvements in sales, the loose-leaf tea manufacturer and retailer saw a net loss of $360,000 compared to a 2016 net income of $1.5 M.



David’s Tea by mckied on TradingView.com
David’s Tea has seen its stock prices fall.

David’s Tea President and Chief Executive Officer Joel Silver, who took on the role in March 2017, referred to 2017 as a “reset year” for the company, with the drops in income related to the excess inventory across all of their stores. In a First Quarter 2017 Earnings Conference Call regarding the financial results, Silver says, “We will concentrate more in energizing the current store base,” and expects a return to normal inventory levels by the fourth quarter of 2017.

David’s Tea Chief Financial Officer Luis Borgen also addressed the excess inventory issue in the conference call, stating “Going forward we continue to plan to reduce our buy and have fewer selling seasons as we continue to work through excess inventory, and expect this will take us several quarters to work through.”

On a per store basis, David’s Tea locations have seen their inventories increased by 39% in this first quarter of 2017. There are currently plans to open five more stores during the second quarter, four in Canada and one in the US.

Source: Haley MacLean

Silver also states the company plans to expand further into the US market, although growth in the US store base will be limited in the short term. The CEO stated, “There has been significant effort trying to penetrate the US market, while there has been some success, it has been limited. We will not abandon the US market, but we do intend to emulate the Canadian success in the US.” Currently, 80% of sales for David’s Tea are done in Canada.

David’s Tea’s cash flow related to operating activities, or the amount generated from buying and selling tea and tea accessories, saw a massive decrease from $-780,000 in 2016 to $-6.6 M the same time this year. This over seven times loss is the result of what Financial Analyst and Dalhousie Finance Professor Dr. Rick Nason refers to as “stuffing the channel.”

“When you open up your second or third store you are increasing your expenses and you are basically tripling the amount of tea or inventory you have on hand, but you’re not necessarily tripling the amount of customers,” says Nason. “Their administrative costs and their rents are growing faster than their sales, so that’s why their results are so disastrous. They’re growing faster than their customer base.”

Meanwhile, massive competitive beverage company Starbucks, which also includes David’s Tea’s main tea competitor Teavana, saw a 20% decrease in its own net operating cash flow during the same time period. Indicating the possibility that the market for tea and tea accessories is currently in a decline.

David’s Tea did not respond when contacted for comment regarding its first-quarter 2017 financial statements. 

Entrepreneur says city should do more to market supports for women in business

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Jacqueline Richards
Jacqueline Richards pushed back against the glass ceiling to become Ottawa’s self-employed “mortgage honey” and “Wealthy Yogini.” | (Facebook)

When Jacqueline Richards was “glass ceilinged” at Delta Hotels, she went looking for other options. She worked for four years to open the Holiday Inn Select Hotel & Suites in Kanata, and then decided to set out on her own. The fourth-generation single mother had previous work experience creating mortgage strategies for clients and decided to run with it – straight to the bank.

As a woman, Richards’ path to self-employment wasn’t always easy. In fact, when she went to take out her own mortgage the man helping her asked when her husband would be arriving to the meeting, and if not him, her father.

Continue reading Entrepreneur says city should do more to market supports for women in business

Clearwater Seafoods sales have jumped up but it may come with a cost

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Clearwater Seafoods, the Halifax-based seafood giant, is planning for the future, even as their cost of doing business increases.

An analysis of the company’s annual reports over the past five years shows their sales have increased by 34.1 per cent and the company’s cost of goods sold has risen by nearly the same amount, at 29 per cent.

Catherine Boyd, Manager of Sustainability and Public Affairs for Clearwater, said the increase in costs is due to labour expenses, procuring a product outside of its fishing practices and changes in fuel costs.

Clearwater has continued to do well even within the limits put in place by the Total Allowable Catch (TAC), a program that limits the amount of catch for certain species of fish.

The TAC fluctuates from year to year depending on the health of each fish stock and the assessment of each countries respective governing body

As detailed in their 2014 annual report, Clearwater has previously expressed concern over this issues.

“Any material increase in the population and biomass or TAC could dramatically reduce the market price of any of our products,” the company writes.

Even natural events can disrupt their sales. In their 2015 annual report they concluded that their sales for the first half of 2015 suffered as a result of “challenging weather both at sea and on land.”

An increase in Clearwater’s cost of goods while their sales suffer could lead to a loss of earnings for the company. At the moment that seems unlikely, as Clearwater has recently acquired a major competitor.

As of the first quarter (Q1) of 2016 that company’s acquisition is now paying financial dividends.

Macduff Acquisition

The largest point of growth for Clearwater in 2016 Q1 resulted from the purchase of Macduff Shellfish Group Limited, the United Kingdom’s largest processor of wild shellfish, for $206 million.

“We’re always looking for new ways to grow our company and increase value,” said Boyd, “The result of whether or not we’ve been successful in [increasing the value of Clearwater by acquiring Macduff] will be born out in the subsequent years financial statements.

The 2015 fiscal year saw Clearwater post a loss of $20 million. Boyd refused to discuss or provide a reason for the financial loss.

“I’m sorry,” she said as the nature of the company’s 2015 fiscal earnings were brought up. “I’m sorry, I can not.”

2016 Q1 Results

Despite the loss, the company has rallied strong in its 2016 first quarter results. According to the 2016 Q1 report, the company listed $15.1 million in earnings.

According to an investor’s presentation available on the company’s website, they credit their 54 per cent increase in sales from 2015 Q1 to 2016 Q1 in large part as a result of the Macduff acquisition.

“Macduff expands our supply by more than 15 millions pounds or 20 [percent],” the company wrote in their 2016 Q1 Interim Report.

Acquiring MacDuff also boosted the companies sales by $25.8 million dollars, or 22 per cent of the quarter’s $116 million in sales.

As a result of their successful Q1, the stock of Clearwater Seafoods has jumped since the beginning of the year. At it’s lowest point in January 21, 2016, the company’s stock sat at $7.08 per share.

It has since jumped 4 points to a Q1 high of $11.03 per share.

As of today, it sits at $11.02 per share.



CSEAF – Clearwater Seafoods Incorporated Stock Prices by AlexFQ on TradingView.com

Canada’s largest telecommunications company reinvesting in their cable sector

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By Brea Elford

Rogers Communications is reinvesting in its cable sector, according to their most recent financial statement.
Rogers Communications is reinvesting in its cable sector, according to their most recent financial statement.

Despite losing four per cent of their television subscribers from 2014 to 2015, Canada’s largest telecommunications company saw an increase in their cable sector, according to their third quarter financial statement.

Echoing a national trend in technology, in the cable sector, the television and telephone networks are slowing while the wireless network shows an increase in profit. Yet Rogers Communications is continuing to put resources into their television stream, which begs the question: are they pouring good money after bad?

Pier Morgan, a senior financial analyst, said because Rogers has since increased their Free Cash Flow- that is, the money they have left to spend after paying off their expenditures- by 20 per cent, they are well positioned as an organisation and “can run very easily.”

 

 

He said since “they won’t go broke any time soon,” Rogers can afford to take more risks in terms of where they put their resources. With a larger cash flow, they can reinvest back into their company and produce opportunities that will in turn increase the shareholder value.

A reinvestment 

One of the ways Rogers is using some of their cash flow in 2016 is with the launch of the new Rogers 4K TV Plan, the highest quality streaming service currently available to viewers. Simply put, it is a high definition streaming service with a slightly higher pixel rate, which, according to Rogers, will increase the image quality and improve the viewers’ watching experience.

But Morgan says that television and home phones are a dying breed, being propped up by cell phones and the internet. He adds that although the company has increased its revenue over the last quarter from its TV advertising, “less people are using Rogers TV, so how long can that continue to be the case?”

Indeed, since this time last year, Rogers has lost six per cent of their television subscribers and four per cent of their telephone users.

Dave Barnard, an accountant and portfolio manager with RBC Dominion Securities Inc., said since Rogers has been around for a long time, there are “lots of things making money for them, and a lot of big things they can sell.”

But he questions whether or not they have made the right decision.

“They are not always going to get it right,” he says.

Is it sustainable?

Barnard likens the current Rogers business plan to eating out at a restaurant. “You want a high value for your meal, but a 30, 40, 50 dollar plate means more profit for the restaurant,” he says.

A large company like Rogers, he adds, is in a better position to absorb some of the initial consumer costs that go along with a launching a program, which helps in ensuring its long term success rate.


Rogers Communications Inc. Toronto Stock Exchange by breaelford on TradingView.com

 

Jack Carr is an economics professor at the University of Toronto who said even though things are more uncertain in this economy, Rogers will likely be fine.

“It’s hard to live in the city and not use some of their services,” he says.

Rogers currently operates more than 50 radio stations, publishes over 40 well-known magazines, and owns the Toronto Blue Jays Baseball Club and Rogers Centre, among many other significant holdings.

“There are lots of things making money for them,” Carr said. “A lot of big things they can sell.”

Although they were unable to be reached for comment, in a recent media release, Rogers said they are hoping to strengthen their cable proposition and “re-accelerate growth in a sustainable way.”

The fourth quarter numbers will be released early next month.

Second Cup trademark down $29 million after Q3

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Second Cup invests in rebranding its company. But in a sea of big fish like Starbucks, Tim Hortons and McDonalds can it survive?
Second Cup has invested millions to revamp the company’s cafés and brand. But in a sea of big fish like Starbucks, Tim Hortons and McDonalds, can it survive? (Photo ©Laurene Jardin)

By: Laurene R. Jardin

January 30, 2016

Second Cup Ltd. is looking for a second coming.

In only one year the Canadian coffee company, lost more than $29 million in intangible assets.

According to its third quarter report, the company’s intangibles—i.e. value of goodwill, patents and trademarks—dropped 47 per cent from September 2013 to September 2014.

“An intangible asset is something you can’t touch,” explained Hilary Becker, an accounting professor at Carleton University and a member of the Certified  General Accountants of Canada’s board of directors.

A publicly traded company calculates its tangible and intangible assets to estimate  the company’s actual worth. Its worth is then measured not only in terms of cash, but also in brand value.

 

Second Cup’s loss can be attributed to a rebranding effort proposed by new CEO, Alix Box.

In a news release Box said that the company was in need of a makeover.

“This is a year of change for Second Cup. I am confident that we are taking the necessary steps to rebuild the company. I am optimistic that we will see significant performance improvements beginning next year,” said Box.

Competition.

“We are confident that we will win the hearts of Canadians,” said Box.

But in a competitive market like coffee no one can know for sure.

profile-becker-hilary2
Dr. Hilary Becker is an associate professor at Carleton University’s School of Business, SPROTT. (Photo © SPROTT)

Becker believes one of the reasons Second Cup lowered its trademark value was because of competition from bigger companies with bigger capabilities.

“Second Cup once had a trademark that was worth something to them, but because of the competition from Starbucks, Tim Hortons and McDonalds—who just got into the coffee business—the value of Second Cup has gone down.”

“What it was worth, what they paid for, has gone down,” reiterated Becker.

While this does not impact the company in terms of cash, it is a worrisome figure for shareholders, who look to invest in a strong and likeable company.

Box announced a three-year strategic plan to renovate the company’s cafés and overall reputation.

“Is there room for more coffee shops? Absolutely. It’s all about location. Location, location, location,” said Michael Mulvey, a marketing professor at the University of Ottawa.

“If you can get the real estate in a prime place, where you know you can get visitors; well, that’s half the battle. Because people need coffee and to a certain extent they don’t care where it’s coming from,” said Mulvey.

Second Cup has almost 350 coffee shops.

Starbucks has over 1100 locations. Tim Hortons has more than 3500 and McDonalds over 1400—although not all carry McCafés.

Both Becker and Mulvey agree that to survive Second Cup has to find some sort of differentiator.

“When you look at Starbucks it’s a bit of an up-market. At Tim Hortons everybody feels at home. It’s very patriotic. You’re able to go there whether you’re an accountant or a garbage man”.

“Being Canadian isn’t enough for Second Cup,” said Becker, inferring that Tim Hortons has already taken over that niche market.

“Brands do get tired. Consumers get bored. And sometimes it’s really appropriate to revisit them and re-inject them with some ‘cool’, ” laughed Mulvey.

Bigger woes.

A devalued trademark is not good news. But, Becker says this is not the greatest worry for the Canadian coffee shop.

“What I would be most concerned about is that in store sales are decreasing. Which is probably what led them to close those underperforming stores,” he said.

Becker also hinted that the company’s move to cut dividends was “Not a good sign”.

 

 

MasterCard Inc. Takes on $1.5 Billion Debt as a Buffer for Legal Fees

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By Nicole Rutherford

                         Photo Source: Creative Commons

 

One of Canada’s biggest credit card companies has used an interesting strategy to raise its stock values, boosting its revenue to help pay off monstrous legal fees that continue to grow.

As of September 2014 MasterCard Incorporated took on a $1.5 billion debt in order to buy back their own stocks from the public share pool in hopes of increasing their income, all to assist in paying off some very large legal fees from multiple class-action lawsuits based in the United States.

MasterCard is a publicly traded company, so a large portion of its shares are sold to the average Joe or Jane and traded on the international stock market. However, by repurchasing some of these publicly available stocks, there is suddenly more competition for what is available.

“Because of this purchase there’s now less common stock on the market,” Said Spencer Briggs, an experienced associate auditor with PW&C LLP in Vancouver, British Columbia. “Now their earnings per share went up and consequently their stock price went up.”

However, while this is a strategic move for quick cash, most companies try to avoid such weighty debts.

“In this case it’s cheaper to have a debt than to have outstanding equity,” Briggs said.

In other words, it’s better to have a loan than to have potential money—in this case shares—dangling in front of you. However, for MasterCard Inc. there was more than just potential profit to their story: in this case a huge series of legal settlements from class action lawsuits raging on since 2006.

While legal battles are nothing new for a company, especially one as recognizable as MasterCard Inc., this series of tremendous lawsuits left them paying out over $1 billion dollars in settlement claims—and the court procedures are still ongoing. This has made the company set aside nearly $800 million in estimation of what they will still have to pay.

As a result MasterCard Inc. took on the debt from an internal “Credit Facility”, which according to financial statements, is made up of “customers or affiliates of customers of MasterCard Incorporated.” This Credit Facility offers a low interest rate on the long-term loan to the mega company, and even offered them $6 million dollars of interest-free cash.

While no company representative could be reached for comment, in a financial statement MasterCard Inc. described that they would use any “borrowings under the Credit Facility… for general corporate purposes, including providing liquidity in the event of one or more settlement failures by the company’s customers”

In other words, they are intending to buy back their goods, sell it high, make some money and get themselves out of the settlement hole they are currently standing in.

This led the company to use most of the loan to increase its stock ownership by 22 per cent.

 

 

Will this help them out in the long run? It’s not always easy to determine in the world of stocks, but as Associate Professor of Sustainable Management at Carleton University, Dr. Sujit Sur said via email, “Given the low interest rates and the tax benefits on the interest payment, taking on debt to reduce equity (total shares outstanding) [it] is a smart move.”

Briggs also agreed, “All they’re trying to do is manage their cost of capital.” In other words, balance out their debts and earnings. “There is never a simple answer in accounting; everything works in conjunction.”

For the otherwise healthy company this means the loan is acting as a slow-working buffer, simultaneously paying off their legal costs while regaining cash with the regained stocks.