“Are we really raising equity or taking on debt to become a better wholesaler?” Burns asked. Night Shift explored what it would need to do to provide better service as a distributor - doubling its salesforce, adding warehouses in western Massachusetts or on Cape Cod, purchasing more trucks - but all those solutions would have required a significant capital investment. When craft was growing double digits, it was a lot easier to see a pathway to get there, or to at least be a force in the market for a longer time.”īurns said in the back of his mind that the company would eventually come to the point, however, those conversations only began taking place over the last three months. We’re just not going to be able to get there. It is a game of maximizing trucks and dollars per drop and logistics, and we are not going to be able to match that. “There’s a reason why wholesalers are consolidating across the country,” Burns added. “We’re at this point now where it’s like, ‘What can we be most successful at focusing on going forward?’ and it just feels like the brewing and the brand side of it just makes the most sense for us, and that’s where we can have the best impact, as a company,” he said. Night Shift co-founder Michael Oxton added that the company can now “double down on focus” of the craft brewery for the first time in five years. “Night Shift Brewing came to the conclusion that they needed more muscle and more horsepower and deeper penetration into the marketplace, because we really believe we’re still just scratching the surface on what Night Shift could be in our home base, and just economies of scale and just logistics, we can’t really get it that much further doing it ourselves,” Burns said.
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