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Border collie makes history in..
Border collie makes history in national competition
05/09/2019 4:43 am / 09:09
Michael McLaren
Luke Grant talks to Peta Bauer, owner of border collie 'Jed', who has become the first of his breed to claim the title of Cobber Champion, the first winner from South Australia, and the first winner by a female owner.
Jed's owner Peta Bauer said she's not surprised by Jed's success, but that his distances were astounding.
"I knew Jed did a lot of work, but the fact that he was consistently doing so many kilometres each day just shocked me," said Peta. "His stamina is amazing."
"The great thing about this competition is the recognition it brings to working dogs and the loyalty and commitment they offer on Australian farms," said Kellie Savage, competition organiser and Cobber Marketing Manager.

redpajama_set_name: RedPajamaCommonCrawl


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The Working Forest - Your #1 source for forestry and forest industry news.
Weston Forest earns a place on 2017 PROFIT 500
By: The Working Forest Staff
Mississauga, ON – Canadian Business and PROFIT have ranked Weston Forest No. 315 on the 29th annual PROFIT 500, a ranking of Canada's fastest-growing companies. This is the third consecutive year that Weston Forest makes an appearance on the list.
Published in the October issue of Maclean's magazine and at CanadianBusiness.com, the PROFIT 500 ranks Canadian businesses by their five-year revenue growth.
Weston Forest recorded five-year revenue growth of 181 per cent.
"This year's winners demonstrate the resilience, innovation and sheer management smarts it takes to build a thriving business today," says Deborah Aarts, PROFIT 500 program manager. "Canada—and the world—needs more entrepreneurial success stories like these."
Steve Rhone, president of Weston Forest, stated, "We are honoured to be included on the PROFIT 500 ranking for the third consecutive year. A heartfelt 'thank you' to every member of the Weston Forest team: our continued success is a direct result of your dedication and hard work."
Weston Forest is a distributor and remanufacturer of softwood and hardwood lumber and specialty panel products. Weston's various business units serve the industrial crating and packaging sectors, provide specialty products to the construction and infrastructure sectors, and manufacture and distribute a wide variety of products to lumber and building material dealers.
Your comments.
Your #1 source for forestry and forest industry news.
The Working Forest Box 138 Stn Main North Bay P1B 8G8 1-705-358-8213
Built by Sofa Communications


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CS:GO's new Dust 2 map, reviewed
By Mitch Bowman
One of the most-played multiplayer maps of all time got a facelift. Did Valve go too far, or not far enough?
Image by DoctorRed2000 on DeviantArt (Image credit: DoctorRed2000)
For the last few days, Valve has been teasing the release of a revamped version of venerated Counter-Strike map Dust 2, and yesterday they spilled the full beans on the new facelift. Valve's been refreshing old Counter-Strike maps for a while now, in an attempt to keep CS:GO looking as modern as possible, but messing with Dust 2 is a bit more of a risky proposition than modifying less-played maps like Train.
The more beloved a map is, the larger the potential backlash will be. Dust 2 has been a staple of competitive play for over 15 years, and was far and away the most played map in the game until its removal from the active map pool back in February.
It's not surprising, then, that Valve's rework is so conservative. While all the assets have been replaced with higher-res, higher-poly ones, achieving the goal of bringing the map in line with modern graphical expectations, changes to the way the map plays are modest.
The biggest change is to the visual clarity, which has been improved across the map. Most of the dark or busy looking areas that allowed players to blend in with their surroundings have been illuminated: the tunnels leading to B are much brighter thanks to a new open ceiling, and a lot of the crates throughout the map have been draped in white cloth to better contrast with player models. Bombsite A benefits from the deletion of the busy-looking doors at the back of A long, and some cleanup of the wall decoration along catwalk. These are bound to be uncontroversial changes, and are in line with what Valve has been doing with the other map facelifts.
There's also been some common sense cleanup work that probably should've happened years ago. Stuff like widening the window from CT spawn into B site, and simplifying the scaffolding near CT-side mid doors, feels like pretty basic quality-of-life improvements that will prevent newer players from getting stuck on weird geometry or having their shots glance off of random pipes.
What impact will these changes have?
In the coming weeks we'll get a better idea of the full ramifications of this update. A couple things to keep an eye on will be whether the new single car on A long (which replaces a pair of cars that were at odd angles in the map's previous version) will actually be useful as cover now, and whether the increase in room to maneuver behind B site's car will increase its viability as a hold point for CTs.
It's a healthy overhaul that makes some modest but interesting changes without reinventing the wheel.
There are also some subtle changes that may not even be intentional, and may or may not have a substantial impact on gameplay. Foremost among these is a problem we've seen already on some of the other modernized maps, but doesn't seem to have caused enough of a ruckus to attract Valve's notice: almost every previously-flat surface is now slightly bumpy (presumably for visual fidelity reasons), which affects the way grenades bounce off of floors and walls. Given how big of a deal smoke and flash placement is in CS, this may prove to be problematic in the long term, as it's going to reduce the accuracy with which banked grenades can be placed.
Also on the topic of small, maybe-unintentional changes, the spawn locations have shifted slightly. A helpful redditor has pointed out after exploring the map that counter-terrorists can now get to their side of A long a full two seconds before terrorists can get to theirs, which may impact which corners CT players choose to hold, and which angles T players choose to peek from. Again, these are the kind of changes that will require some time to shake out, and we won't know the full effect of this stuff until the competitive meta has fully adapted, which may take even longer than usual given there's a decade-plus of habits to unlearn.
But Valve seems to have struck a good balance with this update. It's a healthy overhaul that makes some modest but interesting changes without reinventing the wheel. From a purely visual perspective, the new Dust 2 is beautiful, and undeniably an upgrade from the previous iteration. The terrorists have also gotten new higher-fidelity player models as part of the deal, and they're a big improvement over the dated look of the existing models. (Puzzlingly, the CT models have not gotten the same treatment thus far.)
There are of course a host of bugs related to the new geometry, allowing for all manner of unintentional boost spots and weird clipping, but this has always been the case with these big map refreshes, and generally they get fixed in a fairly timely manner. Once these issues are addressed, we should expect to see Dust 2 re-added to the Active Duty map pool (possibly at the expense of Cobblestone) and the tournament circuit will quickly demonstrate what effect, if any, the update will have on the way Counter-Strike's most iconic map is played.
Mitch Bowman


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redpajama_set_name: RedPajamaGithub


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Ray Kelvin né en 1955 dans le nord de Londres est le fondateur et président directeur général de la société Ted Baker créée en 1988. Il est l'un des hommes les plus riches du Royaume-Uni.
À la différence de nombreux autres designers, Ray préfère réduire son propre profil afin de promouvoir le profil fictif de Ted Baker, il évite ainsi les projecteurs et fait peu d'interviews.

Vie privée
L'ex-femme de Ray est l'actrice britannique Georgia Slowe héroïne de la série télévisée britannique Emmerdale. Ils ont été mariés pendant sept ans, de 1993 jusqu'à leur divorce en 2000. Ils ont eu deux enfants, Benjamin Solomon Kelvin, 13 ans et Joshua Abraham Kelvin, 11 ans.

Voir aussi

Articles connexes
 Économie (activité humaine)

Liens externes
Ted Baker

Naissance en décembre 1955
Économie au Royaume-Uni
Homme d'affaires britannique
Commandeur de l'ordre de l'Empire britannique

redpajama_set_name: RedPajamaWikipedia


Mott's came in and cleaned our 5+ year old carpet in our motor home and it looks brand new! I was ready to have it replaced before Ray showed up. Same with the cleaning he performed on my park model home. No mess and a very professional job well done. I will be calling again this week for some services. A 10 on a scale of 1 to 10!
Mott's cleaned my living room carpet, stairway (very dirty – 3 kids, 2 dogs – and WAY over due) hall way, 2 bedrooms and partial bedroom. Our carpets were not only very dirty, they also are on the verge of needing to be replaced… but we keep putting it off. I was very pleased with the time and attention Raymond took cleaning my carpets – the cleaning took years off of their look! I also had a very large ink stain in one room. I had no hope of it being addressed at all; in fact I told him to not even try… Well he was able to lighten it's appearance significantly. That was just an added bonus to the overall great results that we got. I will definitely continue to use Motts Carpet Cleaning.
I had a reasonably large family room carpet with MANY grandchildren stains cleaned. The carpet, which I was considering replacing in the near future, looked so good when he completed the cleaning that I've decided to push out the replacement for quite awhile. The only thing I can say is…..MOTT'S is the best. I will most likely not waste my time getting quotes from anyone else, as I have in the past 22 yrs, to only end up going back to MOTT'S. Raymond,the owner, is not only up to date on his carpet cleaning business but has expanded to many other cleaning services.
He's punctual, very reasonably priced and very informative about maintenance of all services.
The annual cleaning of the carpets: family room, stairs, hallway, master bedroom. I usually do this in the summer so the warm weather can dry the carpets out quickly. I was late in scheduling this year. They were very responsive and were able to come within just a couple of days of my call. As always: professional, on time, thorough. They worked on a hopeless coffee stain in my bedroom (its better, but not totally gone)which they warned me was likely. Got out all the kids apple juice, spaghetti, popsicle, and what have you stains in the family room. Carpet looks good as new. Their price is higher than other but I think they're worth it.
I have used Mott 's Cleaning for about 6 years and I will continue to use their services. They are prompt, professional and knowledgeable. I highly recommend them.


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Thai Stage MCs
f/3.2 ▪ 1/250s ▪ @70mm ▪ ISO800 ▪ Canon 5D ▪ Sigma 70-200mm f/2.8
Two well-known singers (middle) and the equally well-known masters of ceremony (ends) on stage with the Rama VIII suspension bridge in the background.
As I was sitting behind the stage, it was clear to me that the male MC (in the pink shirt) must have been incredibly famous. Of all the people who were pestered the most for autographs and snapshots, it was him. Turns out he's currently in a blockbuster, big budget movie called, "King Naresuan Part III", about the epic fight over the ancient capitol of Thailand, Ayutthaya, against Burmese invaders. For those that are curious, he's quite handsome, kinda like a Thai version of Hugh Jackman.
An open-air stage performance at a local park in Bangkok.
The masters of ceremony at an open-air performance show in Bangkok.
The man in the pink shirt is very handsome and quite well-known. He's not just a big time Thai actor but a soldier in the Thai army as well. Despite his status, he kindly and patiently took the time to engage every fan that asked him for a photo or an autograph. I have no idea, however, who the woman is.
0 Comments - Thai Stage MCs
Kompong Thom, Cambodia
Bandicot, Nepal
Bandar Seri Begawan, Brunei
Dongyin, Matsu Islands, Taiwan


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Abstract| Volume 63, ISSUE 1, P141-142, July 2022
Inhaled budesonide for COVID-19 in people at high risk of complications in the community in the UK (PRINCIPLE): a randomised, controlled, open-label, adaptive platform trial
DOI:https://doi.org/10.1016/j.jemermed.2022.07.023
Previous ArticleDetection of right ventricular dysfunction in acute pulmonary embolism by computed tomography or echocardiography: A systematic review and meta-analysis
Next ArticlePheochromocytoma-Induced Tako-Tsubo Syndrome: An Uncommon Presentation
Yu L, Bafadhel M, Dorward J, et al
Lancet 2021; 398: 843-55
COVID-19 infections placed a heavy burden in the community. Multiple studies looked for potential treatments to decrease hospitalization and death. Speculation that inhaled corticosteroids could be protective during the beginning of the pandemic due to low prevalence of admitted patients with asthma and chronic obstructive pulmonary disease. Early studies had mixed results, and none of the studies were large prospective trials. This study sought to understand the effectiveness of inhaled budesonide in reducing the recovery time and rates of COVID-19 related admissions and death of high-risk patients.
The PRINCIPLE trial is an open-label, multi-arm, prospective, randomized controlled trial involving patients with COVID-19. PRINCIPLE studied interventions with hydroxychloroquine, azithromycin, doxycycline, colchicine, favipiravir, and inhaled budesonide. This was a multi-center study, and participants across the UK could enroll online or by telephone. Patients were eligible at 65 years old or 50 years old with comorbidities and had ongoing symptoms of COVID-19. The comorbidities included were heart disease, hypertension, asthma or lung disease, diabetes, hepatic impairment, stroke or neurological problems, weakened immune system, and obesity. Patients were allocated 1:1 to open groups of budesonide and usual care and were stratified by their age and presence of comorbidity. The intervention group received inhaled budesonide 800 µg twice daily in addition to usual care. Participants were followed up using an online symptom diary for 28 days after randomization. The primary outcome was hospital admission or death within 28 days, but illness duration was included later due to lower rates of hospital admission in the UK.
Patients in PRINCIPLE were enrolled into the budesonide group between April 2, 2020, and March 31, 2021. Of the 38,520 patients screened for eligibility, 2,530 (95%) of 2,655 SARS-CoV-2 positive participants were randomly assigned to inhaled budesonide (n=787), usual care alone (n=1,069), and other treatments (n=674). The observed median time to recovery was 11 days in the budesonide group compared to 15 days in the usual care group. There was evidence of benefit of time-to-first-recovery in the intervention group versus the usual care group, with a hazard ratio of 1.21 (95% Bayesian credible interval [BCI] 1.08-1.36), an estimated 11.8 days (95% BCI 10.0-14.1) versus 14.7 days (12.3-18.0), and an estimated median benefit of 2.94 days (1.19-5.11). Of the budesonide group, 72 (9%) of 787 patients were admitted or died (71 hospital admissions with 5 deaths and one death without admission) compared to 116 (11%) of 1,069 patients in the usual care group (114 hospital admissions with 9 deaths and two deaths without admission). The odds ratio was 0.75 (95% BCI 0.55 to 1.03) with an estimated rate of 6.8% (95% BCI 4.1-10.2) versus 8.8% (5.5-12.7) and an estimated absolute percentage difference of 2.0% (-0.2-4.5).
From these data, the authors concluded that high risk patients with COVID-19 treated with inhaled budesonide recovered approximately 3 days sooner, felt better while recovering, and often had sustained recovery. The study reported that the budesonide group initially did not meet the prespecified superior threshold rate for hospital admissions or death due to a decreased in hospital admissions and deaths in the UK, presumably from vaccinations and lockdown measures. Main limitations discussed were the open-label design and the change in primary outcome after initiation of the trial due to low rates of admissions and deaths.
Nhan "Marc" Phan, MD
Comment: With recent COVID-19 surges and vaccine hesitancy, hospitals have been overwhelmed. While open-label and not showing a statistical improvement in hospitalizations or deaths, this study provides moderate to high quality evidence for ED providers that inhaled budesonide is an inexpensive and safe treatment to reduce time to recovery for patients who are older and have comorbidities. More studies are needed, particularly evidence for vaccinated individuals, as the proportion of those vaccinated in this study was low.
DOI: https://doi.org/10.1016/j.jemermed.2022.07.023


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The Port of Los Angeles Media Relations Division serves as the primary hub for news and updates about Port developments and announcements as well as the repository for Port photography and video assets. Our responsive news bureau team serves as the first line of inquiry for reporters and journalists, documentary filmmakers, photographers, and digital news groups in need of information. Journalists wishing to reach a Port spokesperson may contact one of the media representatives listed below. All media inquiries to other Port divisions or staff are automatically redirected to Media Relations for handling. On weekends and holidays, or during non-business hours, please contact the Los Angeles Port Police at (310) 732-3500 to be connected to the Public Information Officer on duty. To be added to the Port's media distribution list, or to request a photo or video, including b-roll packages, please send an email to Port of Los Angeles News.
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About the Port in 150 Words
The Port of Los Angeles is one of the world's busiest seaports and leading gateway for international trade in the Western Hemisphere, and has ranked as the number one container port in the United States each year since 2000. The Port is a major economic driver at the local, regional, and national levels, and a key generator of jobs, commerce and tourism in Southern California. Located along 43 miles of waterfront, 20 miles south of downtown Los Angeles in San Pedro Bay, the Port encompasses 7,500 acres of land and water, and features both passenger and cargo terminals, including automobile, breakbulk, container, dry and liquid bulk, and warehouse facilities. The Port is strongly committed to developing innovative, sustainable operations that benefit the economy, environment, and quality of life for the communities it serves, focusing on supply chain efficiency, upgrading infrastructure, and transforming the LA Waterfront into a world-class visitor destination.
Get the latest news stories released by the Port of Los Angeles and find current and archived press releases dating back to 2001.


Property owners have the responsibility to ensure that after a heavy snowfall, the outdoor walkways, parking lots and stairs on their properties have been adequately plowed and salted to prevent others from slipping or falling. Injuries caused by slip-and-falls on snow and ice can be very painful, and range from large bruises and severe muscle strain to broken bones or even serious head or back injuries.
If you suffered a serious slip-and-fall injury because of snow or ice, you may be able to seek compensation from negligent property owners for your medical expenses, lost income while recovering, and the pain and suffering you have endured. At the Law Office of James A. Maniatis, we can help you understand your rights and determine options for seeking maximum compensation. We represent clients in a wide variety of premises liability claims in Worcester and throughout the surrounding areas of Massachusetts.
In past years, certain Massachusetts laws protected property owners from responsibility for accidents caused by "natural accumulation" of snow or ice. Recently, however, the Massachusetts Supreme Judicial Court removed the distinction between natural and unnatural accumulation of snow. This means that property owners must follow reasonable standards of care in all circumstances — including any form of snow or ice accumulation — to prevent situations that could lead to the personal injury of others.
Our Worcester attorney for injuries caused by snow and ice hazards, James Maniatis, has more than 20 years of legal experience. Whether you fell on a public sidewalk or on private property, he will investigate all the facts of your claim to determine responsible parties, including municipalities, cities, towns or government agencies who failed to take the proper steps to ensure the safety of sidewalks, communal public spaces or public roads.
At our firm, we focus on one thing — helping you recover fair compensation for your injuries. To discuss your claim in a free initial consultation with our lawyer, contact us today. We can meet you in our office, in the hospital, at your home or wherever is most convenient for you.


ALLEN PARK, Mich. (AP) Lions coach Jim Schwartz says he will not take an upcoming bye into consideration when deciding if quarterback Matthew Stafford and receiver Calvin Johnson will play at Green Bay.
Schwartz said Monday "we're trying to win" when asked if he might rest Stafford and Johnson against the Packers because Detroit is off the following week.
Stafford did not play in Sunday's loss against Pittsburgh after injuring his right knee the previous week.
Johnson started the game, but did not finish because he hurt his right knee. Schwartz says the injury is not significant.


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Political Revolution, Emigration, and Establishing a Regional Player in Brewing: August Krug and Joseph Schlitz
Entries »
Brewing is surely the business most closely associated with German-American immigrant entrepreneurs, and the Joseph Schlitz Brewing Company was one of the most prominent and best known examples. This biographical case study, however, stresses that the success of immigrant entrepreneurs was not only related to a new type of (lager) beer and an intense knowledge transfer from Germany to the United States. The Joseph Schlitz Brewing Company was the result of the work of three different families, closely connected by regional origins, marriage, and kinship. When Georg August Krug opened a saloon and a small brewery in Milwaukee in 1848–1849, he offered a service like that provided by hundreds of other German immigrants. Upon Krug's death, in 1856, Joseph Schlitz, his bookkeeper, took over the business and eventually married Krug's widow Anna Maria. Schlitz built the brewery into one of the larger local and regional players over the years before his accidental death in 1875, when it was taken over by his nephews, the Uihlein brothers.
Author » Uwe Spiekermann, German Historical Institute	Published: August 25, 2016 Updated: September 19, 2016
The First Movers: Krug and Schlitz in Germany and in the U.S.
Three Steps to Market Leadership
Brewing is surely the business most closely associated with German-American immigrant entrepreneurs, and the Joseph Schlitz Brewing Company was one of the most prominent and best known examples. This biographical case study, however, stresses that the success of immigrant entrepreneurs was not only related to a new type of (lager) beer and an intense knowledge transfer from Germany to the United States. Entrepreneurial success was also a result of a specific form of social organization among immigrants: while the dominant trend in late-nineteenth-century U.S. business favored managerial enterprises and corporations, German-American immigrants still used the family as a resource for managerial personnel. The Joseph Schlitz Brewing Company was the result of the work of three different families, closely connected by regional origins, marriage, and kinship. When Georg August Krug opened a saloon and a small brewery in Milwaukee in 1848–1849, he offered a service like that provided by hundreds of other German immigrants. Upon Krug's death, in 1856, Joseph Schlitz, his bookkeeper, took over the business and eventually married Krug's widow Anna Maria. Schlitz built the brewery into one of the larger local and regional players over the years before his accidental death in 1875, when it was taken over by his nephews, the Uihlein brothers. By this time it was a mid-sized firm, similar to dozens of others in the country, but Schlitz was poised to become one of the leading breweries and beer brands in the world.[1]
At the beginning was the German revolution of 1848. Georg August Krug (born April 15, 1815 in Miltenberg, grand duchy of Hesse-Darmstadt; died: December 30, 1856 in Milwaukee, WI) was born the son of Georg Anton Krug (1785–1860) and Anna Marie Ludwig (1784–1864), who owned the brewery "Zum Weißen Löwen," the predecessor of today's Faust brewery, in Miltenberg.[2] This was a small and contested town at the River Main, which belonged until 1803 to the Electorate of Mayence (Mainz), became part of the grand duchy of Baden in 1806, was transferred to the grand duchy of Hesse-Darmstadt in 1810, and finally became part of the Kingdom of Bavaria in 1816. Georg August Krug worked in the family business but also became a member of a group of revolutionists surrounding a local doctor and farmer, Jakob Nöthig, who later emigrated to the U.S. after he was accused of being a ringleader (Rädelsführerei) of a local band of political agitators and other offenses against the Bavarian authorities.[3] Krug and his father were among the petitioners in Miltenberg on March 8, 1848 who demanded liberal reforms.[4] On the following day Miltenberg was shaken by protests and turmoil, and Bavarian armed forces reestablished order. Facing official prosecution, the younger Krug became part of the first wave of politically-motivated emigration.[5] He arrived in the United States in May 1848, where he used only his second name and where he was naturalized on December 15, 1854.[6]
In Milwaukee, at that time a preferred destination for the 48ers, August Krug established, probably with his savings, a saloon and restaurant on 4th and Chestnut Streets.[7] Far from Bavaria, he still managed to receive additional support from his family. First, his fiancée Anna Maria Wiesmann Hartig arrived from Miltenberg (Oct. 9, 1819–Jan. 20, 1887) and they eventually married—likely in 1849.[8] She was the daughter of Michael Wiesmann and Christina Schlohr, both from Miltenberg. Her presence allowed an expansion of his business activities. While Anna Maria Krug managed the restaurant, August Krug started a small brewing business at a nearby building at 420 Chestnut Street in 1849. Second, his father Georg Anton Krug arrived in the United States on October 25, 1850, accompanied by his grandson, 8-year-old August Uihlein.[9] Such visits were not without risk: the visitors travelled on the Helena Sloman, the first German steamship on the transatlantic route. It encountered distress at sea on November 28, 1850 and sunk. Nine people were killed, but the vast majority of the crew and the passengers, in total 175 persons, were rescued by the American ship Devonshire.[10] Georg Anton Krug lost a Bavarian beer pump, which went down with the wreckage, but he rescued $800 in gold (or $23,000 in 2010 dollars). This capital was invested into the brewery of his son and used to hire three additional employees, including a bookkeeper named Joseph Schlitz.
August Krug became a respected citizen. In 1850, his real estate property was valued at $1,600 ($46,100 in 2010 dollars).[11] His household consisted of five people: himself and his wife Anna Maria, two brewery workers (both from Bavaria), and a young 18-year-old women, probably a servant.[12] Krug was apparently a respected voice in his neighborhood, as his name was invoked in a newspaper advertisement for a local fireproof tile maker.[13] He could afford to visit Germany in 1855, where he was able to meet with his relatives again.
By the mid-1850s, Krug already saw himself as a competitor for preeminence with other German immigrant brewers in Milwaukee in particular the Best family and Miltenberg-born Valentin Blatz (1826–1894). However, he was injured in an accident late in 1856, when he tumbled down a hatchway, and passed away several days later.[14] The value of the eleven lots of real estate he owned was estimated at $20,050 ($532,000 in 2010 dollars). There were a total of $15,296.76 in claims and demands against the estate, including $276.50 owed to bookkeeper Joseph Schlitz (in 2010 dollars, equivalent to roughly $406,000 and $7,330, respectively).[15]
Anna Maria Krug became the sole owner of the Krug Brewery after her husband's death. Two years later, in 1858, she married Joseph Schlitz, who at age 27 was twelve years her junior. While a later biography claimed that August Krug "had left definite instructions for the continuing of the business under the active supervision of his valued friend and employe[e], Mr. Schlitz," there seems to be no direct evidence of this intention on August Krug's part. Instead, this seems to have been a pragmatic decision reached by the couple together. Joseph knew the business, and he invested his savings to finance the small but steady expansion of the firm and received a free hand to operate it.[16] The "son-in-law" or "widow/faithful employee" relationship mechanism was and is quite typical for ownership transfer in family businesses, and had already been practiced in Milwaukee's brewing business: when Johann Braun, the owner of the City Brewery, died in 1851, Braun's widow Louisa married Valentin Blatz. The widow's capital and the new husband's business skills enabled the business to continue operating without disruption.[17] Although women played an important role in small businesses in the middle of the nineteenth century, such social mechanisms guaranteed that active management of mid-sized or larger firms by women was rare.[18] Nevertheless, Anna Maria Schlitz seems to have been independent: for example, in 1863, she visited Germany without her husband escorting her.[19]
Anna Maria Krug's marriage to Schlitz allowed the brewery to retain a capable manager for the business. By the terms of her first husband's will, after her death her share in Krug's estate would pass on to his blood relatives, including his nephew August Uihlein. Anna Maria's childlessness had been one reason for Uihlein's migration.[20] Her property rights were to become important for strengthening the Uihlein dominance in the Schlitz Brewing Company. After Schlitz's death in 1875, she lived a modest and reclusive life at the home they had shared on 11th Street in Milwaukee, attended by only one servant, a young woman from Prussia.[21] Like other Milwaukee elite members, she supported the Milwaukee Töchter Institut, founded by German immigrant social entrepreneur and early feminist Mathilde Franziska Anneke. However, not being active in business did not mean living without means: when Anna Maria Schlitz died in 1887, her estate was valued at $500,000 (or $11.8 million in 2010 dollars).[22] Anna Maria Schlitz was buried at Forest Home Cemetery in Milwaukee.
Joseph Schlitz (born May 15, 1831 in Mainz, Rhenish Hesse, Kingdom of Prussia; died: May 7, 1875 at sea), the namesake of the Schlitz brand, has often been presented as a successful visionary whose career as an American industrial titan was tragically cut short before accomplishing his greatest potential achievements. In this narrative, August Krug is often relegated to the role of an unimportant precursor. It is difficult to push back against such narratives that have been critical in shaping perceptions of nineteenth-century U.S. business history as a saga of intrepid leadership. Joseph Schlitz was indeed an important brewer and entrepreneur. But in fact the nationwide fame of his name owes more to the development of the brewing business under his successors, the Uihlein brothers, rather than his own accomplishments.
Schlitz was born on May 31, 1831, in Mayence (Mainz), as the son of Johann Schlitz, a cooper and wine trader, and his wife Louisa.[23] He was trained as a bookkeeper but also learned the basics of brewing in his parents' milieu. With this he surely had good preparatory skills for a business career but it is highly doubtful that he received "an excellent mercantile education and decided financial ability."[24] Joseph Schlitz arrived on June 15, 1849 in New York after a journey from Le Havre on the Charleston-based 600-ton sailing vessel Noemie.[25] He described himself as already a merchant and told the officials that he planned to stay in New York.
Instead, he went to Harrisburg, Pa., where he was probably engaged in managing a brewery.[26] He moved to Milwaukee and joined the Krug brewery in 1850. After his marriage to Anna Maria Krug in 1858, he renamed the brewery after himself in 1858. Well-known and respected as a shrewd businessman, he was able to enlarge his company and his private fortune. In 1860, with real estate valued at $25,000 and additional assets of $50,000 (roughly $675,000 and $1.35 million, respectively, in 2010 dollars), Schlitz was already one of the richest men in Milwaukee.[27] At that time, his household included his wife, two 26-year-old servants from Austria, and four young male immigrants from Bavaria, Hesse, and Baden, working as barkeeper, bookkeeper, brewer and in a beer hall. This was not a typical upper-middle-class household. Instead, Schlitz maintained the traditional German model of the Ganze Haus, in which an artisan and his apprentices lived under the same roof.[28] However, the success story was not a linear one. The 1870 census valued Schlitz's real estate at $34,000 ($626,000 in 2010 dollars), while his additional assets had declined to $28,000 ($586,000 and $483,000, respectively, in 2010 dollars).[29] The Schlitz home now accommodated no fewer than sixteen people, fifteen of them of German descent, with only one U.S.-born servant. August Uihlein, at that time bookkeeper of the brewery, also lived under the Schiltzes' roof.
Schlitz lived a scandal-free life. He tended to support the Democratic Party but was never a party man. He was a Catholic, a Mason, and a member of various lodges and associations, but these connections were apparently more important for business than for individual enlightenment.[30] Schlitz registered for military service at the beginning of the Civil War, but never saw active duty.
His growing wealth, together with his reputation as a trustworthy businessman, was crucial for attaining business positions that both aided his core brewing business but also provided opportunities for investing his profits. When Milwaukee's Second Ward Bank was reorganized in 1866, Joseph Schlitz became a director alongside other brewers like Philip Best and Valentine Blatz, and it became known as "the Brewers Bank."[31] The directorship carried innate prestige; indeed, in the first reports of Schlitz's death he was described as "the President of a Banking Association in Milwaukee."[32] Other business endeavors were closely related to his German-American community. Schlitz was a director of the "Northwestern gegenseitige Kranken-Unterstützungs-Gesellschaft," a life insurance company initiated by some of the city's most prominent German-American businessmen.[33] Such business endeavors were necessary as a civic answer to the severe lack of social insurance and public social subventions in nineteenth-century America. Citizens had to take care of their own risks, and ethnic communities and businesses strove to provide responses to such concerns. Schlitz was also secretary of the Brewer's Protective Insurance Company of the West, which eventually became the Brewers' Fire Insurance Co. of America.[34] Realizing the immense number of fires in general and in the brewing business in particular, this was a self-help solution that was necessary for both risk management and to protect a company's capacity to grow.[35]
Schlitz died in one of the largest shipping disasters of the late nineteenth century. After an absence of 26 years, he was planning to visit his town of birth, Mayence.[36] The loss of the steam ship Schiller on May 7, 1875, off the coast of Cornwall, caused 335 casualties, including several prominent Milwaukee residents, and it was "painfully interesting to thousands of Milwaukee people."[37] The Milwaukee Board of Trade passed resolutions out of respect in memory of Joseph Schlitz and German-immigrant merchant Hermann Zinkeisen, head of the commission house Zinkeisen, Bartlett & Co.[38] His body was never recovered, but a cenotaph was nonetheless erected at Milwaukee's Forest Home Cemetery. His wife offered a $25,000 reward for the corpse, but it was never found. In 1880, a rumor that the remains had been discovered caused a sensation but in the end, it was discovered to be a hoax.[39] Schlitz had a life insurance policy of $50,000 (just over $1 million in 2010 dollars), a sum helpful for the further expansion of his brewery.[40]
Joseph and Anna Maria Schlitz remained childless, and in accordance with the unwritten laws of family businesses, the proprietor encouraged several relatives, in this case August Krug's nephews, to join the brewing company and to be part of a profitable success story. Joseph Schlitz apparently accepted that his brewing enterprise would eventually pass to the heirs of his wife's first husband, and in the early 1870s, Joseph Schlitz offered the Uihlein brothers co-proprietorship of the quickly growing business.[41] At the time of his death, Joseph Schlitz's worth was estimated at $500,000 (or approximately $10.2 million in 2010 dollars).[42] He owned 3,250 of 4,000 shares in the Joseph Schlitz Brewing Co., which controlled the property that had once been August Krug's brewery. His widow, Anna Maria, received a 50 percent stake in the brewery—or 2,000 shares—to be held in trust by the will's executors. He bequeathed 550 shares to various friends and relatives. Seven hundred shares were left to his nephews by marriage, the Uihlein brothers, who already owned the other 750 shares.[43] (Although the Uihleins were not the blood relatives of Joseph and Anna Maria Schlitz, Joseph referred to them in his will as his nephews, suggesting that he had come to view them as family members.) Anna Maria Schlitz's passive role was taken for granted and responsibility for the brewery passed to the Uihleins. More than three decades later, in 1907, the Uihlein family's combined wealth was estimated in the millions.[44]
Family businesses—and not anonymous corporations—were the most important institutions in the rise of modern industrial capitalism and for the creation of the modern world. Long before the emerging state and professional bureaucracies made business more or less predictable, families provided solutions to the most pressing problems of transferring power from one decision-maker to the next.[45] Family businesses generally have a quite simple hierarchical structure, which facilitates risk-taking and flexibility. Ties between family members are less formal and they are more likely to value cooperation, enabling the mobilization of capital and the creation of trustworthy relationships among the company's decision-makers. The social dimension of the family creates trust and creates inherent sanctions which reduce some of the principal-agent problems found in managerial corporations. Reputation is a crucial factor for the self-esteem of the family, and product quality and good relations with customers are likely to be highly prized. Family businesses tend to strive for good relations with their employees, who are often encouraged to perceive themselves as members of the proprietors' "extended" family. Finally, families act as socializing and educational agents, and the transfer of not only economic but also social and cultural capital is relatively easy within families.
American business historians, namely Alfred Chandler and his supporters, have argued that family enterprises lost ground during the late nineteenth century and were eventually displaced by modern managerial enterprises.[46] According to such arguments, the ever-growing need for capital, the increasing complexity of business, and the need for more neutral decision-making processes led to declining relevance for family businesses after the second half of the nineteenth century. Chandler's analysis, however, was limited to the rise of a particular form of business organization, specifically large-scale industrial companies, and unfortunately he did not consider immigrant entrepreneurship as a variable of analysis (although he analyzed some companies founded and run by immigrant entrepreneurs).[47] In fact, the brewing industry in general and the Joseph Schlitz Brewing Company in particular are good examples of how important family businesses were in the nineteenth and in the twentieth century and how they helped families maintain a distinct cultural identity.
In the case of the Schlitz brewery, Chandler's still-essential question: "Why did business firms change their basic strategies when, and in the way, they did?" must be answered not only by examining markets and technology but also by examining generational changes in company leadership.[48] The deaths of the brewery's two dominating proprietors, Krug and Schlitz, made the transition easier and were—as a kind of creative destruction—helpful for the growth of the Jos. Schlitz Brewing Co.
Until the 1870s, brewing business in Milwaukee was characterized by small, family-owned breweries, most of them founded by German immigrants: according to one account, "by 1860, two hundred breweries operated in Wisconsin, with over 40 in Milwaukee alone."[49] Beer was either sold directly, in a saloon or restaurant, or delivered within a small local radius via horse-drawn wagons. The alleged higher quality of "German" beer was surely not the reason for so many German immigrants entering into the beer business—high-quality lager beer requires cooling and pure ingredients, and on a broad scale, this was not possible without innovations of technology and chemistry mainly in the 1870s and 1880s. The high percentage of Germans resulted first from the pre-modern legal structure of beer brewing in German towns: house ownership typically included the right to brew beer for private consumption, and thus a large number of citizens acquired the necessary craft skills. Second, the entry barriers for brewing were relatively low.
August Krug exemplifies this pattern; there was nothing special about his business. Milwaukee was founded in 1846 and grew quickly. The town's first brewers were three Welsh immigrants who produced English-style ale, but Milwaukee quickly became a destination for German immigrants who established their own small breweries, including Jacob Best (1842) and John Braun (1846). Brewing was a way of making a living and was not yet an entrepreneurial pursuit. In 1850, Krug produced about 250 barrels (7,875 gallons or 29,810 liters), or approximately 21.5 gallons (or 82 liters) per day. His father's subvention of $800 enabled larger production, but even five years later, the output was only 1,500 barrels, with an annual turn-over of around $1,500 (or $39,000 in 2010 dollars).[50] A report that Krug built the city's first storage and cooling cellars at Third and Walnut Streets, the place where the later firm was erected, may be true, but he was just one among many other brewers and had neither a product nor a company distinguishable from others.[51]
The brewing business produced enough income for Krug to maintain a household for himself, his wife, and one employee, but not enough profit for him to make the large investments necessary to reduce his fixed costs and enable him to deliver throughout his potential urban market. However, Krug benefited from changes in the neighborhood. In 1852, a concert building was erected next to his establishment, where "for years concerts were given on Sundays with a glass of beer costing 5 [cents] while the music lasted and 3 [cents] after it had finished."[52] It is highly unlikely that he made his profits from the brewery alone, but without reliable sources, it is impossible to determine exactly. Krug's achievements were to establish a brewery, to enlarge it with the help of his father's capital, to improve the storage facilities, and to broaden the company's human capital by attracting talented young men from Germany, but he could never have anticipated anything like the later Jos. Schlitz Brewing Company, the world's market leader in the early 1900s.
Joseph Schlitz took over the management of the brewery after Krug's death in 1856. Although he invested his savings in the brewery, the scale of the business did not change drastically. Krug's storage and lagering capacities of 2,000 barrels remained sufficient through 1862, when sales aggregated 1,605 barrels.[53] Schlitz's brewery benefited from changes in demand during the Civil War and the rapid growth of Milwaukee's population from 45,246 in 1860 to 71,440 in 1870. In 1865, 4,400 barrels of beer was sold, an amount sufficient to allow a significant profit to accumulate to fund new capital investment.[54] This wealth allowed Schlitz to become a bank director, giving him access to bank loans that could fund additional expansion and enabled the brewery's transformation from a prosperous living into an industrial business with large profits. This took years—production in 1867 reached 5,578 barrels of beer—although Schlitz managed steady growth and capital accumulation. In 1871, Schlitz completed a new brewery at the corner of 3rd and Walnut Streets. While the building was relatively small—measuring no more than 40 feet wide and 100 feet long—it enabled a dramatic expansion in production capacity, from 8,700 barrels in 1870 to close to 50,000 barrels in 1873 and more than 70,000 in 1875.[55]
The standard explanation of this remarkable growth is that Schlitz donated "trainloads of beer" to the survivors of the October 8, 1871, Chicago fire and that this gesture enabled him to capture the Chicago beer market. This is nothing more than a marketing myth—although it is possible that the company sent hundreds of barrels of beer to Chicago for free.[56] The fact is that neither the Milwaukee nor the Chicago newspapers of 1871 and 1872 mentioned such a noble gesture, and the scale of its production was far too low for it to have made a significant contribution towards the city's beer supply. Edward G. Uihlein, the brewery's Chicago agent, did not mention any such support in his memoirs. Instead, he emphasized that the company found new business opportunities in Chicago after the fire, as the city had lost no fewer than nineteen breweries, and indeed the company sent him to Chicago in January 1872 in order to take advantage of such opportunities.[57]
The main reason for the brewery's remarkable growth was its strategic decision to establish a shipping brewery with a large network of depots and agencies in the Midwest and far beyond. Other Milwaukee brewers had already made similar decisions: in Chicago, a large potential market with nearly 300,000 inhabitants in 1870, Fred Miller had already established an agency in 1867, while Blatz and Jung & Borchert both went to Illinois in 1870.[58] Chicago was not only a large beer market but even more importantly a railroad gateway.[59] The establishment of Schlitz's Chicago agency in January 1872 recognized the marketing opportunity, but a drop in prices after many of the destroyed Chicago breweries had been rebuilt and the relatively small Milwaukee beer market demanded further market expansion: "We remained dependent on the establishment of further agencies all over the United States," Edward Uihlein later recalled.[60]
Such expansion had to be financed: the incorporation of the Jos. Schlitz Co. was therefore a logical consequence of the decision to become a shipping brewery. Shortly before Christmas 1873, the Jos. Schlitz Brewing Company was incorporated with a capital stock of $400,000 (roughly $7.5 million in 2010 dollars), effective January 1, 1874. August, Henry, and Alfred Uihlein became board members and directors, accounting for their shares with a combination of cash and promissory notes.[61] With this move, Schlitz secured experienced executives and co-proprietors for the expansion of the business and gave the firm a more flexible capital structure. His will, in which he referred extensively to his wife, his brothers, and his nephews, clarified that he understood his firm as a family business.[62] Schlitz, who in the same year moved into his new $19,000 town residence, did not survive to harvest what he had sowed. However, together with the Uihlein brothers, he had created a business structure for the future. Schlitz's achievements were the construction of a new large brewery, the establishment of a far-reaching distribution concept, and the formation of a group of high skilled executives from his own family who were able to manage the changes related to the corporation's rapid growth. Krug and Schlitz were significant entrepreneurs, both as examples for other immigrant and as creators of a mid-sized brewery of regional importance. The third step to national and international market-leadership, however, was made by other family members, the Uihlein brothers.
August Georg Krug and Joseph Schlitz were significant immigrant entrepreneurs who managed to find not only a living in their new fatherland but made a fortune. They came to the U.S. for different reasons—as a political refugee and an economic fortune seeker, respectively—and were able to establish themselves in a new German-American environment. The brewery's success story was possible because Anna Maria Krug Schlitz managed the transition of the brewery after Krug's accidental death. Based on his training, Krug established a brewery sufficient for making a good living and served the ethnic niche by producing predominantly for his fellow German-Americans. Schlitz, by contrast, used his more developed organizational skills to upgrade Krug's brewery into a midsized firm and sought out new customers among a larger American public. In turn, the business he established generated a fortune that provided a living to a larger number of other German immigrants. As representatives of chain migration from Bavaria, Krug und Schlitz are good examples for the potential of immigrants in circumstances friendly for business development and the introduction of new products, like lager beer.
[1] This article deals with only with the pioneers of the Jos. Schlitz Brewing Company, Georg August Krug, Joseph Schlitz and their spouses.
[2] The brewery is still manufacturing brewing an "Auswandererbier 1849," an IPA with 18% original wort and an alcohol content of 7.5%. The (marketing) story later promulgated was that the recipe for this beer was given to August Krug by his father at the time of his emigration from Germany. See "Brauerei Faust/Miltenberg: Auswandererbier 1849 (Nr. 1311)," Bier-Scout.de, (accessed April 5, 2016).
[3] Der Bayerischer Eilbote 1848, 503.
[4] Wilhelm Otto Keller, "Von Miltenberg nach Milwaukee: Biermagnaten vom Untermain in den USA des 19. Jahrhunderts," Spessart 106 (Oct. 2012): 15–26, here 20.
[5] "Sons of German Innkeeper, Who Accumulated Fortunes in Milwaukee, Are Made Honorary Citizens of Wertheim-on-the-Main, Where They Were Born," Milwaukee Journal, March 1, 1931, news clipping, Wisconsin Local History and Biographical Articles Collection (Wisconsin Historical Society).
[6] NARA, Soundex Index to Naturalization Petitions for the United States District and Circuit Courts, Northern District of Illinois and Immigration and Naturalization Service District 9, 1840-1950 (M1285); Microfilm Serial: M1285; Microfilm Roll: 105.
[7] Brenda Magee, Brewing in Milwaukee (Charleston: Arcadia, 2014), 93.
[8] For a broader perspective, see Suzanne M. Sinke, "Moved to Marry: Connecting Marriage and Cross-border Migration in the History of the United States," L'Homme 25 (2014): 11–29.
[9] Staatsarchiv Hamburg, Hamburger Passagierlisten; vol. 373-7 I, VIII A 1 vol. 001; page 86, microfilm K-1701.
[10] "Loss of the Helena Sloman," Commercial Advertiser, Dec. 5, 1850, 3.
[11] This is a conservative estimation, based on the CPI. For details on the recalculation see https://www.measuringworth.com/calculators/uscompare/index.php.
[12] NARA, 1850 United States Federal Census, Census Place: Milwaukee Ward 2, Milwaukee, Wisconsin; Roll: M432_1003; Page: 274B; Image: 218.
[13] Milwaukee Daily Sentinel, Feb. 23, 1852, 3.
[14] Maureen Ogle, Ambitious Brew: The Story of American Beer (Orlando et al.: Harcourt, 2006), 35.
[15] "The Last Will & Testament of August Krug," ed. Mike Reilly (accessed April 5, 2016). August Krug's will was probated in January 1857, but the case was still unsettled in 1868; see Banner und Volksfreund. Vereinigte Tägliche, Jan. 6, 1857, 2; "Milwaukee County Court,"Daily Milwaukee News, October 4, 1868, 7.
[16] Ellis Baker Usher, Wisconsin: Its Story and Biography, 1848–1913, 8 vols. (Chicago and New York: Lewis, 1914), 4:951. In the context of early-twentieth-century ideas about women's emotional instincts, it may well have been difficult for a male biographer to imagine Anna Maria Krug deciding to remarry without the push of her late husband's encouragement.
[17] Harry H. Anderson, "The Women Who Helped Make Milwaukee Breweries Famous," Milwaukee History 4 (1981), 66–78, here 71–72.
[18] Susan Ingalls Lewis, Unexceptional Women: Female Proprietors in Mid-Nineteenth-Century Albany, New York, 1830–1885 (Columbus: Ohio State University, 2009).
[19] NARA New York Passenger Lists, 1820–1957; Year: 1863: Arrival: New York, New York; Microfilm Serial: M237, 1820-1897; Microfilm Roll: Roll 234; Line 2; List Number: 1018.
[20] Edward G. Uihlein, Erinnerungen aus meinen Jugendjahren & Lebenslauf (1917), 2, manuscript, MSS Lot U, Chicago History Museum (Chicago, Ill.). An English translation of the memoirs, available both at the Chicago History Museum and online ("Memories of My Youth," accessed June 20, 2016) is not useful because the translation is often incorrect and important passages and details are cut off without indication and without explanation. For details of the inheritance of Krug's estate, see "The Last Will & Testament of August Krug" (accessed June 20, 2016).
[21] NARA, 1880 United States Federal Census, Census Place: Milwaukee, Milwaukee, Wisconsin; Roll: 1436; Family History Film: 1255436; Page: 392B; Enumeration District: 101.
[22] "Heirs Given a Brewery," Milwaukee Journal 1887, January 25, 4. The number of rich and super-rich female estate holders was quite large in the late nineteenth and early twentieth century; real estate was a fairly common method for wealthy men to ensure their surviving female relatives of a steady income without vesting in them responsibility to run a business.
[23] The family remained in the wine business. His brother Charles Schlitz went to Milwaukee and imported and dealt with wine and liquors (Daily Milwaukee News, Nov. 12, 1866, 6). His nephew Johann or John Schlitz worked in the same company until he moved to Cleveland in 1882. In 1875, he faced a penalty of $1000 fine and four months' imprisonment for disobeying revenue laws ("Judgment Day," Daily Milwaukee News, Dec. 2, 1875, 4; "Whisky," Chicago Daily Tribune, June 26, 1875, 4). Johann Schlitz exported wine from Laubenheim (brand: Laubenheimer Hackeldutt), where he owned vineyards, Mayence and Cochem to the U.S. (see the ad in Der Deutsche Correspondent, Nov. 19, 1895, 9). He used the globe-circling belt, a core element of the Schlitz's brewing company's marketing, for his wine advertisement in Germany.
[24] "Milwaukee Beer Barons," Milwaukee Sentinel, July 31, 1892.
[25] NARA, New York, Passenger Lists, 1820–1957, Year: 1849; Arrival: New York, New York; Microfilm Serial: M237, 1820-1897; Microfilm Roll: Roll 080; Line: 8; List Number: 731.
[26] "Milwaukee Beer Barons"; "Milwaukee Beer," Harrisburg Patriot, August 19, 1871, 1.
[27] Helmut Schmahl, Verpflanzt, aber nicht entwurzelt: Die Auswanderung aus Hessen-Darmstadt (Provinz Rheinhessen) nach Wisconsin im 19. Jahrhundert (Frankfurt/Main et al.: Peter Lang, 2000), 251 and 252, footnote 1055; NARA, 1860 United States Federal Census, Census Place: Milwaukee Ward 2, Milwaukee, Wisconsin; Roll: M653_1422; Page: 73; Image: 79; Family History Library Film: 805422.
[28] The tradition of artisans housing their apprentices was fairly common among American craftsmen of British descent in the first decades of the nineteenth century but had largely died out by the eve of the Civil War. See David Jaffee,A New Nation of Goods: The Material Culture of Early America (Philadelphia: University of Pennsylvania Press, 2010).
[29] NARA, 1870 United States Federal Census, Census Place: Milwaukee Ward 2, Milwaukee, Wisconsin; Roll: M593_1726; Page: 2908; Image: 254; Family History Library Film: 553225.
[30] The United States Biographical Dictionary and Portrait Gallery of Eminent and Self-Made Men: Wisconsin Volume (Chicago: American Biographical Publishing Company, 1877), 382.
[31] "The Late Philip Best," Semi-Weekly Wisconsin, July 21, 1869, 3.
[32] "The Lost Steamer," Commercial Advertiser, May 8, 1875, 4.
[33] Minnesota Staats-Zeitung, June 27, 1868, 4.
[34] "Statement of the Condition […]," Wisconsin State Journal, Feb. 8, 1871, 2; Daily Milwaukee News, Feb. 10, 1871, 2.
[35] See Jonathan Levy, Freaks of Fortune: The Emerging World of Capitalism and Risk in America (Cambridge, Mass.: Harvard University Press, 2012).
[36] "Joseph Schlitz's Brewing-Company von Milwaukee," Der deutsche Correspondent, June 5, 1878, Fest-Beilage, 8.
[37] "In Milwaukee," Milwaukee Daily News, May 9, 1875, 1. A detailed analysis of the disaster, which killed mainly people of German descent, is given by Keith Austin, The Victorian Titanic: The Loss of the S.S. Schiller in 1875 (Devon, Eng.: Halsgrove, 2001).
[38] Waukesha County Democrat 1875, May 29, 5.
[39] "A Strange Story," The Times-Picayune, March 11, 1880, 4.
[40] "Insured," Semi-Weekly Wisconsin, May 19, 1875, 3.
[41] "Im Januar 1872 offerirte mir Herr Schlitz die Agentur für Chicago und Umgegend gegen eine Vergütung von $1.25 per Bbl. Wenn auch der Verdienst augenblicklich lange nicht die Höhe erreichte die ich in meinem Geschäft erzielte so durfte ich doch die Zukunft nicht außer Acht lassen da wie Herr Schlitz andeutete er ohne Kinder sei und uns der Besitz seines Geschäfts in Aussicht stand." Uihlein, Erinnerungen aus meinen Jugendjahren & Lebenslauf, 45.
[42] "A Strange Story," Times-Picayune, March 12, 1880, 7.
[43] Anderson, "The Women Who Helped Make Milwaukee Breweries Famous," 74.
[44] See "House Called Schlitz, that Uihlein Built," Milwaukee Sentinel, April 7, 1933, 16.
[45] Comp. Christina Lubinski, Familienunternehmen in Westdeutschland: Corporate Governance and Gesellschafterkultur seit den 1960er Jahren (Munich: C.H. Beck, 2010), 11–14.
[46] Alfred D. Chandler, Jr., The Visible Hand: The Managerial Revolution in American Business (Cambridge, Mass.: Belknap Press, 1977).
[47] In 2011, family businesses employed 63% of the U.S. labor force and generated 57% of the Gross National Product. See Family Enterprise USA, Annual Family Business Survey: General Results & Conclusions (March 2011), 1.
[48] Alfred D. Chandler, Jr., "Integration and Diversification as Business Strategies—An Historical Analysis [1959]," Business and Economic History, 2nd ser. 19 (1990), 65–73.
[49] Kevin M. Cullen, "Rediscovering Milwaukee's Historic Breweries. Part I: Milwaukee's Downtown Breweries," Brewery History 140 (2011), 71–86; Magee, Brewing in Milwaukee, 11.
[50] Industrial History of Milwaukee, the Commercial, Manufacturing and Railway Metropolis of the North-West (Milwaukee: E.E. Barton, 1886), 124.
[51] To get an idea of the scale of early production facilities, see Susan K. Appel, "Pre-Prohibition Breweries – A Midwestern View," Journal of the Brewery History Society 136 (2010): 2–21, esp. 9–10 (images of Jacob Best's Old Brewery and Adam Lemp's first brew house and lagering cellar).
[52] "Schlitz Started on Chestnut St. in 1849," Milwaukee Journal, Sep. 30, 1936.
[53] Usher, Wisconsin: Its Story and Biography, 4:951.
[54] Schlitz's considerable property holdings consisted primarily of land located near the new brewery site. He generally lacked mobile investment capital such as cash, securities, or other assets that were easy to liquidate.
[55] Jerry Apps, Breweries of Wisconsin, 2nd ed. (Madison: University of Wisconsin Press, 2005), 102; History of Milwaukee, Wisconsin, from Pre-Historic Times to the Present Date (Chicago: Western Historical Co., 1881), 1463; "Milwaukee Beer Barons."
[56] See, for example, Magee, Brewing in Milwaukee, 93. It is quite likely that this story, incorporated into nearly every narrative of the history of the Schlitz Company in recent decades, resulted from a 1971 marketing campaign, when the company introduced a commemorative Schlitz beer mug/stein depicting the Chicago fire in 1871 and invented the tradition of generous support for the Chicagoans.
[57] Bob Skilnik, Beer: A History of Brewing in Chicago (Fort Lee, N.J.: Barricade Books, 2006), 24.
[58] A.T. Andreas, History of Chicago, 3 vols. (Chicago: A.T. Andreas, 1886), 3:580.
[59] Chicago's changing position is analyzed by William Cronon, Nature's Metropolis: Chicago and the Great West (New York: W.W. Norton, 1992), esp. 324–333.
[60] Uihlein, Erinnerungen aus meinen Jugendjahren & Lebenslauf, 46: "Mit der Zeit kamen auch Chicagos Brauereien wieder in Betrieb und da in Folge dessen Preise recht gedrückt waren blieben wir auf Errichtung von Agenturen über die ganzen Ver. Staaten angewiesen."
[61] Ibid. Uihlein talked of "Zalungsversprechen [notes]." History of Milwaukee, Wisconsin, 1463. The author has not been able to find an official announcement of the incorporation in early 1874.
[62] Jos[eph] Schlitz, "Last Will and Testament" (undated). A transcript of the will was given to the GHI's Immigrant Entrepreneurship Project by Nancy A. McCaslin, Cassopolis, Michigan. He also named August Uihlein (and Henry Magdeburg, the executors) "friends."
Cite this Entry
"Political Revolution, Emigration, and Establishing a Regional Player in Brewing: August Krug and Joseph Schlitz." (2019) In Immigrant Entrepreneurship, Retrieved July 15, 2019, from Immigrant Entrepreneurship: http://www.immigrantentrepreneurship.org/entry.php?rec=279
Spiekermann, Uwe. "Political Revolution, Emigration, and Establishing a Regional Player in Brewing: August Krug and Joseph Schlitz." In Immigrant Entrepreneurship: German-American Business Biographies, 1720 to the Present, vol. , edited by . German Historical Institute. Last modified September 19, 2016. http://www.immigrantentrepreneurship.org/entry.php?rec=279
"Political Revolution, Emigration, and Establishing a Regional Player in Brewing: August Krug and Joseph Schlitz," Immigrant Entrepreneurship, 2019, Immigrant Entrepreneurship. 15 Jul 2019 <http://www.immigrantentrepreneurship.org/entry.php?rec=279>
Krug's Brewery, Milwaukee, ca. 1852
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Combination set using Texture Paint 08 and Project Set 08 (Organics) Brush sets.
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LESSON 1: The First Day of Kindergarten - Scary and Strange? More or Less!
Students will be able to compare objects and sort objects by color.
Students use the book Grandma's Button Box as a model to sort by color.
I project the Problem of the Day on the SMARTBoard and say to students, "This is our Problem of the Day for today. Look at squares. They are just like the color tiles we sorted yesterday. This says 'Sort by color. Put the color tiles in the correct group.'" I call a student up to drag a color tile into the corresponding circle. If the student drags it to the wrong circle, it will snap back, so they will know right away if they made a mistake. If a student does make a mistake, I say, "Remember we are sorting by color. Make sure the color tiles are the same color." I continue to call students up until all of the color tiles have been correctly sorted.
If you don't have a SMARTBoard, you can use the pdf copy of the slides in a variety of ways to reproduce this activity.
I tell students, "Today we will be reading a story called Grandma's Button Box. In this story the characters find lots of ways to sort buttons and one of them is by color just like we have been doing!"
Since this story is a bit long especially when stops are made to discuss sorting, I start with a simple movement to help students get their wiggles out. For this lesson, I used Wiggle Willy. It is available on Dr. Jean's Better Bodies and Brains album.
I tell students that we will be practicing sorting by color again today on a Color Buttons worksheet. Doing a short worksheet each day helps the students learn basic paper and pencil skills such as circling and crossing out, which will help students when they take the assessment at the end of the unit.
I show students the paper and say, "We will be doing the first question together, and today you will try to do the rest on your own." During the lesson prior to this, I completed the entire paper with the students. Many of the students have limited experience with completing worksheets and need clear directions and modeling. Today I use a gradual release of responsibility. I still model the first question, but then I give the students a chance to show some independence as they complete the paper. I circulate and help students who need assistance during this time. The chance to work independently on these few questions is building up to students being able to complete assignments on their own.
I say, "When you get to your seats, you need to get out your pencil and put your name on your paper. When your name is on your paper hold your pencil in the air, that will let me know that you are ready to start." I like to have students hold up their pencils or put their hands on their heads when they are finished with a task. It makes it easy for me to see who is ready and also keeps the students from writing all over their papers while they wait for other students to finish.
I hand each student a paper and they walk back to their seats. While the students are writing their names, I turn on the projector and document camera and display the worksheet on the SMART Board. When all students have their pencils up, I say, "The directions on this paper say circle the pictures in the box that belong with each group." I tell students to put their pencil point on number 1. I model this on the SMARTBoard. I call a student up to point to the picture that belongs with the first group of objects. I ask, "Why did you chose that button?" (It is blue. All of the other buttons are blue.) I tell students, "You may finish the paper on your own. When you are finished, put your head down." When all students are finished, I remind them about the paper tray in the front of the room. I tell students that when they are finished with math papers, they will be putting them in this tray to be checked. I model how to walk up to the tray and lay my paper in it correctly so that other papers can lay flat on top of it. I call each table up one at a time and watch as students put their papers in the tray.
I tell students, "Now you will have a chance to do some sorting of your own." I show students plastic trays filled with buttons, and say, "We are going to sort these buttons by color. Remember you need to group the buttons that are the same color." For this lesson, I use plastic buttons that are different shapes, sizes and colors. I review the rules for group work.
I remind students that when the clean up song comes on, they need to put all of their materials back into the tray and put their heads down. I have students return to their seats and give each table a tray of objects. I circulate throughout the room to ensure that students are sorting the buttons by color. I use the remaining time to pull students to complete our beginning of the year baseline assessment. To clean up, I turn on the clean up song. I use Dr. Jean's Tidy Up. It is on her All Day Long album.
I close this lesson by inviting students back up to the carpet. I have several students share what they did at their seats. I mention positive things that I noticed during the practice time such as, "I like how you remembered to sort by color."
I also include something that needs to be better next time such as, "Tomorrow we need to remember to share the materials with everyone at your table." I review what we did during our whole group lesson. "Today we read the story Grandma's Button Box and sorted our buttons by color." I then tell students what we are going to do tomorrow. "Tomorrow we are going to find other ways to sort."


After that, the sessions start to take your practical skills much further as well as developing your understanding of how a framing business can work (large or small). And because all sessions are run by trainers who are owners of their own framing businesses, at the heart of a successful framing warehouse and commercial workshop, you will just absorb the knowledge.
Organising & Planning a Framing Business (April 24th High Wycombe): understand the work of a framer, workshop organisation, pricing system development and the process from taking an order, through sourcing supplies to return of the finished frame.
3D Box Framing (April 25th, High Wycombe): for items too large to fit in deep rebate mouldings, discover how to build a box, line it, attach in the item and then add a frame – simple!
Conservation Framing (April 26th, High Wycombe): discover when to use a conservation approach to framing, what products are needed and the specific skills required to take your framing to a higher level.
Framing Fabrics (April 27th, High Wycombe): as well as the additional practical needs of framed fabrics, this will bring out the creative side to your framing.
Creating Business Success (April 28th High Wycombe): now you have the skills, how do you develop the order book, discover new markets and develop your own framing products? Duncan McDonald, owner of DIYframing, takes a day out to explain.
Of course, if you want to pick out just one or two of the training modules then that is ok as each one is also bookable as a separate entity. But do book soon to avoid disappointment!
But what should you go for? There are so many choices when it comes to choosing a mount cutting system, from simple rule and bevel cutting head to the widely used range of "all-in-one" systems. The problem is, which one is best for you?
When choosing a mount cutter, consider the type, size and quantity of work you plan to do. The most important factor is anticipating the largest board you plan to cut: you cannot cut mounts bigger than the cutter is designed for: that means the length of rule / rail the cutter is running on.
After that, the choice is based on affordability and the volume of work expected. The more sophisticated the machine, the more consistent, accurate and speedier your mount cutting will be, and you can achieve more complex and creative cutting styles on the pro-machines. Take time to set up and fine-tune your mount cutter, and you will work without any annoying niggles. Whatever you decide on, the end result should be clean-cut mounts with no visible overcuts in corners.
* You may need to be registered as a member to open these links.
Having worked with the Nobex Saw system (alongside a mitre trimmer) when starting a framing business, you become quick to spot a whole range of little skill tweaks and adjustments which help you achieve the quality you're after.
Use several light flicks upwards on the red clamp levers – AVOID pulling hard upwards to try to engage the clamp more firmly (it breaks the clamp).
These you soon discover for yourself – one way or another!
One new thing I have noticed however, and it occurred when, on our training sessions, we switched moulding types to a more contemporary, square-cut, lime moulding. This moulding is quite deep and has a narrow back to it (15 mm). If you position the clamps with the rubber pads toward the sight-edge of the moulding and / or you engage the clamps too firmly, the front (rebate side) of the moulding dips forward: when you cut, the cut line is no longer vertical making the joins "gappy".
We used this method on my last training session and the quality of cutting / joining was definitely first class.
We are delighted to announce that DIYframing will be at the Contemporary Art Fair with our picture frame manufacturing business, which supports a number of galleries in the South East. We will be offering framing advice with our custom built online bespoke frame system. Professional framing at your fingertips. Pay us a visit for first class framing solutions.
In November 2016 and February 2017 we ran two highly successful Open Days with the usual seminars. These were very well received and we have had a number of request asking for some of the ideas to be documented in our Projects Library.
It is not always easy to make this sort of follow up immediately after the events, as there are other items (mainly training weekends) on the immediate "to do" list. However, we are hoping that two of the projects will soon be available. The first is the use of invisible spacers to create depth in a frame, also featuring a "floating" papyrus painting. The second is the combined medals, badge and images presentation from the more recent seminar in February 2017, looking at how to plan and attach a variety of pieces, level by level.
We will put out an update on the website if these go live before the next newsletter.
This must be one of the most creatively exciting times of the year as we head in to spring, the better light, new growth and so forth. Most likely it's because you just feel more inspired to get out and do things, and, as always we have plenty of new ventures and ideas to suggest in this newsletter, along with reminders of what's coming up in the near future.
There's that all important reminder about how the Business Development Week is shaping up, a top tip for Nobex frame system users, guidance on choice of mount cutter along with an associated special offer. We also have news of a follow up from Open Day seminars and the art fair where the bespoke picture framing side of DIYframing will be offering first class framing solutions.


text:
Bob Murphy's outlandish pre-season prediction for 2018
Staff writersThe West Australian
Thu, 15 March 2018 9:26AM
Ross Lyon on James Hird's potential job
VideoRoss Lyon says James Hird's strategic assistance could be a huge plus for the Dockers in 2018.
Is this the most outlandish prediction of the AFL pre-season?
Recently retired Western Bulldogs legend Bob Murphy was renowned for his courage on the field, and it appears he's taking the same brave approach to his role as a footy analyst.
Murphy went out on a limb when making a forecast about a most unlikely finalist for 2018 on SEN radio.
"My big call for 2018: I'm tipping the Gold Coast Suns to make the eight," Murphy said.
"There's just something about the Gold Coast Suns that reminds me of the Dogs of 2015 (the year before the Western Bulldogs' flag win).
Win big this footy season at thegame.com.au with $150,000 in tipping and fantasy prizes up for grabs, including a Mazda BT-50. Sign up today!
"That group has been together now for a while. They're still quite young, but they've played quite a bit of footy together."
Murphy said he was encouraged by the Suns' spine, featuring the likes of Tom Lynch in attack and Steven May and Sam Day down back.
Camera IconBob Murphy believes in a most unlikely finals contender. Credit: Getty Images for Fox Footy
But Gold Coast have a number of other challenges to overcome. The loss of Gary Ablett to Geelong is a large one, as is the fact they won't play at their Metricon Stadium home until round 11 due to the Commonwealth Games.
It means the Suns will have to become road warriors just to be in the finals mix, with 'home' games against Fremantle at Optus Stadium and Port Adelaide in China looming as tests.
Gold Coast have won just four games away from Metricon in the past three seasons.
The bookies have Gold Coast at a lengthy $15 to make the top eight.
One thing in Murphy and the Suns' favour, if they believe in omens, is this: The last time Gary Ablett left a club, his old team (Geelong in 2011) won a premiership immediately afterward.
Agree with Bob? Have your say on Facebook by clicking the comment icon below.
Saints junior forward charged with headbuttingPremium
McGuire calls for radical AFL season changesPremium


text:
Daredevil Now Has Its Elektra For Season 2
Fans of Daredevil are in for a treat as the show starts to film its second season, with the news that Elektra has been cast.
The female character had been rumoured to feature in the first season, yet after casting didn't quite work out, producers decided to shelve the idea of introducing the character until they found their perfect Elektra, and it seems they have done just that with Elodie Yung.
Elektra is well known to fans of Daredevil, after appearing in the (rather terrible) film and also being handed her own spinoff.
The second season of Daredevil will air on Netflix in 2016, and looks set to be a cracker, with a host of additions to the cast, not just Elektra, with Frank Castle, or The Punisher as you might know him, set to make his series debut.
Epic Times
Elodie Yung cast as Elektra in Daredevil Season 2


Blog: Get Ready! The Calendar Workshop is coming. Blog: Age or Experience?
Welcome to this Calendar Workshop! Calendars are wonderful and functional gifts that are perfect for creating and giving all year round. FOREVER Artisan® 5 Software equips you with everything you need to make beautiful calendars that play an integral part in your everyday lives. For this workshop, FOREVER Artisan 5 Software is required. If you do not yet have FOREVER Artisan 5 Software, CLICK HERE to download it. Take a moment to join FOREVER™ Support and Training Consultant, Shelley Alexander, in this inspirational video.
We have developed this workshop so that you can tap in to all of the time saving and powerful design features that the Calendar tool has to offer. Take a few moments to view our workshop guide and idea booklet below. CLICK HERE to download a PDF of this workshop guide/idea booklet that you can print for quick offline reference.
The best part about this workshop is that it is self-paced. If you already have a handle on Event Lists, you can skip that section and go directly to what you need to know. However, you don't know what you don't know! We recommend that you review all of the offerings in their entirety. Novice and advanced calendar makers alike are sure to learn something new. Click on the buttons below to go directly to posts which contain a video that is specific and concise, a printable tutorial with detailed information on the given topic, or both. If you have a question, please type your question in the comments section at the bottom of the relevant post. This will ensure that your question and our answer are available for the next person who may have a similar question.
Finally, before you dive in and start creating your calendars, be sure to share this post. This workshop is free to all. Show your friends how easy it is to create a calendar 365 days a year.
Hi-I ordered the 11×8.5 Classic Calendar 1 for 2019 from the store with the click calendar collage grids. Then I downloaded the free 11×8.5 calendar. Using it I thought I would simply have to "Add a page" from my art kit to utilize the click calendar. I get a message that I need to remove a page but I can't do that. I have watched the videos but I can't seem to find a section to deal with my issue. Thanks.
You can't have more than the allotted pages in the template. Instead of adding a page, go to the page your want the template to be and got to Home>Template> Template from Art Kit to change an existing template.
Hi! when i tried to click on the Gallery link inside the other sections of the Workshop it took me to my own Forever account not the Gallery. I can only link to the gallery from the button above.
That's odd. I just tried it again and it took me straight to the calendar gallery, which is in a FOREVER public album. Maybe try again?
I can't wait to have time to look at all the videos and read the material closely. I scrolled thru the PDF and went "Wow…" once again the Pixies have expanded my imagination as to what is possible and how I can maximize Forever. Such cool ideas – thank you!
How long with this post be available?
We have no plans to take it down Jan.
Yes they were Debbie. Click the "Other Inspiration" Segment for links.
Were the webinars from yesterday recorded?


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A Mother Daughter relationship is extraordinary, unimaginable and indefinable. No one on the planet has as close and solid bond as a mother and a little Daughter have. Their relations bear little differences, which happen day by day and worldwide Mother Daughter Quotes clashes, which emerge in any event once in a man's life.
Mother Daughter Quotes, ideal for your mom, are straightforward, sweet, and delightful. It is unquestionable that mother-little Daughter connections are one of the most grounded and complex bonds on the planet. It is viewed as a standout amongst the most great associations in nature that exclusive moms and little Daughter comprehend and share among themselves.
This accumulation of Mother Daughter Quotes portrays the connection amongst moms and little girls, a bond that has propelled numerous essayists and artists to compose a huge number of words. Yet, the genuine noteworthiness of this relationship can most likely just be comprehended by Daughters and their Moms, who have shared every one of the snapshots of euphoria and distress, outrage and pardoning, and who have come through everything being smarter, more grounded, and kinder for the experience.
Moms and Daughters have an extraordinary relationship that nobody from outside can even start to fathom. They cherish and see each other with a power that makes others desirous. Their relationship isn't without challenges however.
To commend the one of a kind and awesome connection between a Mother and Daughter, we've made the accompanying accumulation of sincere articulations. Appreciate these superb Mother Daughter Quotes.
Good moms have sticky floors, messy kitchens, laundry piles, and happy kids.
If I could give my daughter three things, it would be the confidence to always know her self worth, the strength to chase her dreams, and the ability to know how truly, deeply loved she is.
A daughter is a mother's gender partner, her closest ally in the family confederacy, an extension of herself. And mothers are their daughters' role model, their biological and emotional road map, the arbiter of all their relationships.
Mother-daughter disagreements were, in hindsight, basically mother stating the truth and daughter taking her own sweet time coming around.
When I think of the exquisite love and sympathy which might be between a mother and daughter, I feel myself defrauded of a beautiful thing rightfully mine, in a world where for me such things are pitiably few.
A daughter is a mother's gender partner, her closest ally in the family confederacy, an extension of her self. And mothers are their daughters' role model, their biological and emotional road map, the arbiter of all their relationships.
I can see my daughter a successful woman, a fighter, and a very good person. I always believe in her. I love how she becomes exactly like me. I only hope she will be a better mom more than me.
My mother wanted me to be her wings, to fly as she never quite had the courage to do. I love her for that. I love the fact that she wanted to give birth to her own wings.
My mother did not want to go to America: this much I knew. I knew it by the way she became distracted and impatient with my sister, by the way she stopped tucking us into bed at night. I knew it from watching her feet, which began to shuffle after my father announced the move, as though they threw down invisible roots that needed to be pulled out with each step.
To my beautiful daughter, always remember: you are brave, you are capable, you are pretty, and you can accomplish ANYTHING your heart desires! I know this because I am your mother.
I never want her to think that the whole world revolves around her. But I want her to know, without doubt, that my whole world does.
Mother and daughter relationship is a special bond that spans the years. Through laughter, worry, smiles and tears. A sense of trust that can't be broken, a depth of love sometimes unspoken.
Mother. You are my voice of reason, storyteller, advice giver, hand holder, partner in crime […] peace keeper, cheerleader, twin, confidant, and my best friend.
A mother is the only person in the world, who can turn daughter's worries and fears into happiness.
God is everywhere around us, that is why mothers, who possess a part of Him, are always near.
A daughter is not only a child, a part of a mother, she is a lifelong friend and the closest person ever.
I am proud of many things in my life, but nothing beats being a mother.
To my Daughter. Never forget that I love you. Life is filled with hard times and good times. Learn from everything you can. Be the woman I know you can be.
You know you're a mom when you… Go to the store for yourself, and come out with bags full of things for your kids.
From her thighs, she gives you life and how you treat she who gives you life shows how much you value the life given to you by the Creator. And from seed to dust there is ONE soul above all others. That you must always show patience, respect, and trust – this woman is your mother.
My mother was like sand. The kind that warms you on a beach when you come shivering out of the cold water. The kind that clings to your body, leaving its impression on your skin to remind you where you've been and where you've come from.
Your arms were always open when I needed a hug. Your heart understood when I needed a friend. Your gentle eyes were stern when I needed a lesson. Your strength and love have guided me and given me wings to fly.
A mother. When you're a child she walks before you, to set an example. When you're a teenager she walks behind you, to be there should you need her. When you're an adult she walks beside you, so that as two friends you can enjoy life together.
If I could give my daughter 3 things, it would be the confidence to always know her self worth, the strength to chase her dreams, and the ability to know how truly, deeply loved she is.
Mother was comfort. Mother was home. A girl who lost her mother was suddenly a tiny boat on an angry ocean. Some boats eventually floated ashore. And some boats, like me, seemed to float farther and farther from land.
Dear Daughter, I wish you the strength to face challenges with confidence, along with the wisdom to choose your battles carefully. I wish you adventure on your journey and may you always stop to help someone along the way. Listen to your heart and take risks carefully. Remember how much you are loved. I am so proud of you. Love Mom.
Moms hold their children's hands for a while, but their hearts forever.
A mother is like a flower. Each one is beautiful and unique.
Her mother would tell her she was beautiful and that everything was all right.
I see my mother exactly as she is – sad and strong, tense and trying.
Being a mom might mean that my hands are full, but so is my heart.
When you are looking at your mother, you are looking at the purest love you will ever know.
A fluent tongue is the only thing a mother don't like her daughter to resemble her in.
Mothers sound so stupid when they praise their daughters to the skies.
What do girls do who haven't any mothers to help them through their troubles.
One of the most important relationships we have is the relationship we have with our mothers.
A mother is she who can take the place of others, but whose place no one else can take.
A daughter is a girl who eventually grows up to be her mom's best friend.
My mom taught me a woman's mind should be the most beautiful part of her.
Mothers and daughters are closest when daughters become mothers.
She is my heart, my soul, my "best thing that ever happened to me", the source of many laughs and a few tears. She is my daughter and she is my world.
Lately, Mami's eyes have been so dark, I don't like looking into them because I'm afraid I'll fall in.
The first lesson every child of Athena learned: Mom was the best at everything, and you should never, ever suggest otherwise.
I told my mom she was invading my personal space and she said I cam out of her personal space.
My daughter is super amazing, and I'm the lucky one because I get to be her mom.


Hello, my name is Kaloeb and I am here to help you grow your business. Now, I know what you are thinking: Another web designer here to tell me about something I can buy from him. Well, I can tell you that I am different. Here's my story and how I started out as an entrepreneur. I promise you, it's definitely worth the read.
I started out as an entrepreneur at 10 years old selling computer parts on eBay with my dad's help. I moved on to ties and I soon learned that it wasn't for me (I couldn't sew too well). Because I had wanted to sell ties online, I had began to learn web design. I dedicated my summer to learning all about web design, etc. and learned all I could get my hands on about web design, coding, marketing, social media, business, etc. I have been hooked ever since and I love what I do. I have been quite fortunate in my life to have found what I love to do and I want to help as many people as I can with my love for web design and social media marketing.
I moved to Saint Louis, Missouri this year and I love it. I have a passion for helping small businesses get real results online. So many businesses will hire an agency to do something and then, after all that time and effort, get no results, or don't get the product they wanted in the first place. That's why I started B Cubed Media. I wanted to create a web design company that gave small businesses the website they wanted without all the hefty fees of an agency. I wanted to help businesses get results from their web marketing.
I want to create the first web design company that caters to small businesses around the country, and I am pursuing that dream and goal. Let me help your business and others around the country get better results and better marketing.