Courier-Messenger Inc is a local company, based in the Valencia Industrial Center, providing transportation of time sensitive shipments of all sizes from envelopes to full truckloads.

CMI provides same day, Overnight and Time definite Ltl point to point deliveries, through out the USA. Same day truck service is determined by availability at time of call.

CMI provides our customers with internet tracking, and proof of deliveries at time of completion via email.

CMI provides 24/7 Dispatch

CMI Service Map for California


Blackstone Bets $18.7 Billion on Amazon Effect in Warehouse Deal

The mall is now a warehouse, and Blackstone Group LP is betting $18.7 billion on the shift.

That’s how much the alternative investment manager is paying for 179 million square feet of urban logistics properties — the warehouses used by Inc. and other retailers to fulfill orders from online shoppers. The deal with Singapore’s GLP Pte, the second-largest owner of U.S. logistics real estate, will almost double Blackstone’s U.S. industrial footprint.

The rise of Amazon and other e-commerce companies has increased the need for warehouse space by retailers seeking to expand their digital operations and cut delivery times. The shift toward online shopping is reconfiguring supply chains and shaping the fortunes of industrial landlords, with demand especially high in and around large cities, where e-commerce has taken off fastest

“This type of transaction may further validate what the public markets seem to have been saying for quite sometime: Well-placed industrial real estate assets continue to be sought after by institutional capital,” said J.T. Deignan, head of real estate equity capital markets at Mizuho Securities USA LLC.

The sale comes amid a flurry of warehouse deals. Blackstone, the world’s biggest alternative asset manager, has made both purchases and sales in the sector, including the $7.6 billion takeover of Gramercy Property Trust in October. Also last year, Blackstone acquired Canyon Industrial Portfolio’s last-mile properties for $1.8 billion, Canada’s Pure Industrial Real Estate Trust for about C$3.6 billion ($2.6 billion) and more than 100 warehouse assets from Harvard University’s endowment for $950 million.

‘Fits Perfectly’

The GLP transaction “fits perfectly with the strength of the Blackstone Real Estate franchise: large-scale, high-conviction, thematic investing,” said Nadeem Meghji, senior managing director and head of real estate in the Americas for Blackstone Real Estate. “We continue to be the largest investor globally in the logistics sector.”

Blackstone isn’t alone in making big wagers on the continued growth of e-commerce. Berkshire Hathaway Inc. has been buying Amazon shares, with Warren Buffett’s company disclosing last month that its bet on the internet giant totaled $860.6 million at the end of March.

Read more: Blackstone Raises Warehouse Wager With Growth of E-Commerce

The last mile — or getting products bought via the internet to a person’s house — is becoming key for driving revenue growth, according to Bloomberg Intelligence. This means “starting with a focus on delivery and working backward, keeping the customer experience at the center,” BI analyst Jennifer Bartashus said.

Easier Shopping

“Making the shopper journey easy, with transparency into order and delivery status is critical to success,” she said. “Companies that build engaging experiences for their customers will be rewarded with loyalty and increased spending.”

Online shopping in the U.S. is climbing. Retail e-commerce sales for the first quarter totaled $137.7 billion, an increase of 3.6% from the last three months of 2018, U.S. Department of Commerce data released in May showed. Total retail sales, meanwhile, were estimated at $1.34 trillion, virtually unchanged.

“Logistics is our highest conviction global investment theme today, and we look forward to building on our existing portfolio to meet the growing e-commerce demand,” Ken Caplan, the global co-head of Blackstone Real Estate, said in a statement late Sunday.

The GLP portfolio includes about 1,300 properties, and counts Amazon and Whirlpool Corp. as its biggest tenants. Other tenants include FedEx Corp., Home Depot Inc., L’Oreal SA, United Parcel Service Inc., Starbucks Corp. and Tesla Inc., according to the company’s website.

Blackstone Real Estate’s global opportunistic BREP strategy will acquire 115 million square feet for $13.4 billion, while its income-oriented unlisted Blackstone Real Estate Income Trust will purchase 64 million square feet for $5.3 billion, according to Sunday’s statement.

The properties being acquired by BREP are in high-growth markets such as the San Francisco Bay and Los Angeles areas, Seattle, Miami, New Jersey and Portland, Oregon, according to a person with knowledge of the deal. Those being purchased by BREIT are in the Dallas-Fort Worth area, Chicago, central Pennsylvania, Atlanta and south and central Florida, said the person, who asked not to be identified because the information isn’t public.

Record Raising

Blackstone, founded in 1985 by Stephen A. Schwarzman and Peter G. Peterson, has grown to become one of the dominant buyout firms alongside the likes of KKR & Co. and Carlyle Group. In April, the firm reported its assets under management crossed half a trillion, to $512 billion, for the first time.

The firm is currently seeking $5 billion for its latest real estate debt fund, a person familiar with the matter said last month. It has also been raising a $25 billion buyout fund, which would exceed Apollo Global Management LLC’s $24.7 billion fund for the industry record.

Blackstone triumphed in an auction for GLP’s assets that drew bids from Prologis Inc. and Brookfield Asset Management Inc., according to a person with knowledge of the matter. Melissa Sachs, a spokeswoman for Prologis, declined to comment. A representative for Brookfield didn’t immediately respond to a request for comment.

— With assistance by Cathy Chan, and Scott Deveau


Are Hard-Pressed Department Stores Finally Getting The Hang Of Online?

Today’s Office of National Statistics (ONS) retail sales figures reveal a mixed picture for April, says the home delivery expert ParcelHero. Overall sales were up 5.2% YOY, but down 0.3% against March. Online sales continued their remorseless climb, up 10.1% YOY.

Says ParcelHero’s Head of Consumer Research, David Jinks MILT: ’While the value of Britain’s beleaguered department stores’ sales have fallen by 0.7% in the last three months, there is a chink of light for some of our favourite High Street names. Department stores’ online sales grew an impressive 12.4%. This could be a sign that they are at last getting to grips with e-commerce.

Department stores have some huge advantages they are finally making the most of, such as offering BOPUS – Buy Online, Pick Up in Store. And they still have a hardcore base of loyal customers who like purchasing from names they know. It looks like things could finally be coming together for their online stores; and that could secure them against future town centre decline.’

But David warns there is still much work to be done: ‘Summer’s coming and consumers may be thinking of new fridges and freezers for ice cream and chilled drinks. In the not so distant past, we’d all have planned a visit to a department store to buy one: today buying them online is more convenient. But while John Lewis has succeeded in extending its reputation for quality service for shop sales to its online service, it’s been obvious that the likes of Debenhams and House of Fraser have had trouble enticing shop visitors over to their sites. That’s because their online stores are confusing and unintegrated when it comes to buying larger items.’

‘Try to buy a freezer from Debenhams and you are taken away from its own site to Debenhams –a white label site ran by a completely different company: Buy It Direct.  It’s so clunky your existing shopping basket is left behind, and Debenhams’ account card and gift cards are not accepted. A far from seamless purchasing experience compared for that given purchasing larger items such as fridge-freezers on John Lewis site or dining tables from M&S’ site.’

But at least Debenhams is trying, says David: ‘Try to get a freezer from House of Fraser’s site and you’ll find nothing bigger than a food processor is available.

Department stores might be finally halting their long-term slide by better use of their internet sites. But for some, there is still a deal of work to do.’


Food delivery, freight and logistics: How Uber aims to move things around the world

SAN FRANCISCO — Uber, the ride-hailing pioneer, is set to go public on Friday with a valuation of around $82 billion, in the most highly valued stock introduction in years. But Uber says its real strength isn’t in being a taxi alternative. Instead, it is its ability to apply its vast data trove and routing software to rewrite how goods and people move from one place to another, using computer algorithms to remove what tech sees as inefficiencies in the world.

Uber’s biggest competitor isn’t rival ride-hailing service Lyft, analysts say, but Amazon, which moves goods all over the world. It has budding businesses such as freight forwarding, food and even package delivery. And that’s why it could be worth more than twice as much as Ford Motor Co., or nearly four times as much as Fiat Chrysler, on Uber’s first day of trading. Uber said late Thursday that it plans to list its shares on the New York Stock Exchange at $45 per share, giving the company a valuation at the low end of its anticipated $80 to $90 billion range.

But there are questions about whether Uber can execute its vision. For one thing, it hasn’t yet been able to solve the problem of food arriving cold upon delivery.

Uber uses data gathered from Uber Eats, its food delivery service, to help predict food preparation time for its routes and provide food and restaurant recommendations for customers, the company has said. But the business has run into a litany of real-world issues — food not being ready on time for pickup, a lack of parking for drivers who run in to pick up orders, often resulting in parking tickets, and food that arrives to the customer late or cold.

“We are still barely scratching the surface when it comes to huge industries like food and logistics, and how the future of urban mobility will reshape cities for the better,” Uber CEO Dara Khosrowshahi wrote in a letter that is part of the company’s filing to go public. Like many tech companies, Uber frequently refers to itself as a “platform,” to convey the idea of a foundation upon which other things are built.

“They’re thinking about moving things around more broadly — including humans,” said Gene Munster, founder of venture capital firm Loup Ventures. Beyond Eats, which took in $1.46 billion in revenue last year, Munster pointed to shipping under Uber Freight, which lines truckers up with loads to ship to destinations across the country.

“Just how well they can maximize the routes is critical,” he said.

Drivers striking at Uber headquarters May 8 called for better wages and working conditions. Workers staged demonstrations in cities nationwide.

Just as critical will be Uber’s ability to spin large new businesses out of its data and routing savvy. UberEats, for instance, only accounted for 13 percent of Uber’s revenue last year. Now the company is weighing a revamp of the division as part of a broader effort called Eats 2020, according to a document reviewed by The Washington Post. In Uber’s vision, regular customers, who today average 1.5 orders per week on Uber Eats, could be compelled to order 19.5 meals weekly, suggesting nearly every meal would be prepared and delivered to them.

Uber declined to comment, citing a mandated quiet period before its IPO.

Some of the most successful Silicon Valley companies have had ambitions that far surpassed what they were trading in day to day. Facebook, more than a social network, is a database of personal information on more than 2 billion people. Before it trained its technology on facilitating the movement of goods throughout the world, Amazon was a small online bookseller run out of a garage. (Amazon CEO Jeff Bezos owns The Washington Post.)

Uber is “solving some of the most difficult problems at the intersection of the physical and digital worlds,” Khosrowshahi wrote.

I took an Uber with Uber’s new CEO to ask some difficult questions

The Post’s Geoffrey A. Fowler took an Uber with Dara Khosrowshahi, the new CEO who took over after Travis Kalanick’s rocky tenure.

It has turned from a black car service into a ride-hailing juggernaut that collected $11.3 billion in revenue last year, with its eyes on trillions of dollars worth of potential business. Its paperwork made clear last month it sees a global market for its services worth up to $12.3 trillion, the amount of revenue potential in all the fields it wants to tackle. Among its ambitions are persuading consumers to stop buying cars altogether in favor of Uber as their chauffeur, not to mention eliminating infrastructure such as urban parking garages and promoting more efficient streets. It wants to use scooters and electric bikes to fill smaller mobility gaps.

Uber “views itself as the Amazon of transportation,” said Daniel Ives, an analyst at Wedbush Securities.

It also loses billions of dollars, and there’s no guarantee that it can achieve its goal of overhauling transportation with software. It lost $3 billion last year on its operations and $4.1 billion in 2017 and has indicated it could be unprofitable indefinitely. By comparison, Amazon lost $3 billion combined in its first eight years of operations and has been profitable in nearly every year since it first went into the black in 2003, including $10 billion in profits in 2018.

Lyft, which operates more narrowly in ride-hailing, with some side interests in scooters and bikes, has seen its shares tumble about 25 percent since its stock market listing less than two months ago. That company is valued at about $15 billion. It is pursuing a plan to develop autonomous vehicles to reduce its dependency on human drivers — a technology Uber is also chasing.

From the moment Uber launched as a black car service in San Francisco in 2010, its algorithms have been using data gathered from passenger trips to give it a computer-assisted advantage over competitors, Uber said. UberPOOL paired customers going in the same direction, aiming to fill as many seats as possible along the way. Later, Uber launched Express Pool, which minimized turns and detours, offering even cheaper rides — with prices competitive with public transit — if riders were willing to walk a block or two.

In touting its company to investors, Uber points to its advantages: Demand prediction algorithms know where and when drivers in a given city are needed, and what incentives are required to lure them. Pricing algorithms weigh supply and demand and tweak fares to ensure the lowest wait times. And routing algorithms increasingly take into consideration timing of red lights, traffic density, weather and other factors to minimize delays, the company said.

Uber’s data also helps it root out what it sees as inefficiencies in the world around it. It has lobbied in cities from Washington to its San Francisco hometown for devoted pickup and drop-off zones; in others it is partnering with them to augment the public transit system with its cars.

However, with high costs to pay its millions of contracted drivers, Uber loses money on each ride. Uber subsidizes fares with massive infusions of investor cash, but such cash burn will draw more scrutiny when it is a publicly traded company. That marks the biggest contrast with Amazon, which has plowed much of its cash back into new products and services that have tangible value themselves, like the Alexa voice service, Kindle reading devices and a massive network of warehouses.

But Uber saw a way to spin its algorithms into new businesses with different cost structures.

It launched Uber Eats in 2014 and Uber Freight three years later. They are expected to help underwrite losses in the core people-moving division as they more quickly move toward profitability. Yet some of its ventures outside of ride-hailing have failed: Uber Rush, which promised same-day delivery of everyday goods and was seen as a viable competitor to UPS and Amazon when it debuted in 2015, was shuttered more than a year ago after failing to catch on.

The data gathered from Uber Eats is helping Uber predict food preparation time for its routes and provide food and restaurant recommendations for customers, the company said. And Uber has used customer ordering patterns to color menu selection, too, advising restaurants to start making, say, hamburgers in neighborhoods without any nearby burger joints.

Eats prepared food delivery service faces fierce competitors at home and abroad, like venture capital-backed DoorDash and Rappi. And many drivers dislike food delivery because of the complexities of coordinating with sometimes slow-moving restaurants, parking and even hard-to-enter apartment complexes, among other complaints. To address their concerns, Eats drivers would be paid extra fees for unexpected delays such as backed-up restaurants or traffic, according to the Eats 2020 document.

Restaurants, in Uber’s view, have too many people servicing customers who dine in, which slows the delivery operation. That’s why it hopes to install ordering kiosks in the front of restaurants so that staff can remain in the back to service Eats orders, the Eats 2020 document indicates.

Jonathan Mouzon, 34, of Brooklyn, a bicycle courier for Uber Eats until last month, said the job involves long hours and brutal winters for little pay.

“Going out in the frigid cold to do it: it’s hell,” he said. “Your fingers will go numb if you’re outside too long. You have guys who have gotten so creative they have these big mitten gloves on their handlebars.” He said he would bring along an insulated bag from another app to keep food warm while in transit.


What are Freight Classes?

Shipping can be costly and if your company is invested in shipping freight, you likely want to understand how freight shipping is calculated.  Carriers are free to develop their own rates according to classification methods of their own choosing, and they will either have standardized shipping rates or they will negotiate rates with customers.  Many companies look to the National Motor Freight Transportation Association (NMFTA Inc.), and the classification system, National Motor Freight Classification (NMFC) set forth by the Commodity Classification Standards Board (CCSB), an autonomous committee governed by a group of seven members, each full-time employees of the NMFTA.  The NMFC provides a comparison of products moving by motor carrier in interstate, intrastate and foreign commerce.

Carriers are not required to fix their rates according to the NMFC, though they often do, as hundreds of carriers belong to the NMFTA, so if regularly ship freight and wonder how freight is often calculated, understanding this particular freight classification system is likely useful.  The NMFTA members consist of freight carriers and transportation businesses operating in interstate, intrastate and foreign commerce.

If, upon receiving a freight quote, you discover your carrier is determining freight classes with the help of freight classification standards set by the CCSB, you can use information found at this website to understand more specifically how your freight shipping quote was determined.

It is important to understand that neither the CCSB nor the NMFTA suggest monetary rates for any shipment.  They only suggest a specific method by which freight carriers can classify freight according to varying physical attributes.  Carriers that determine their freight classification standards according to standards set by the CCSB determine their monetary shipping values by implementing a unique monetary scale created by the carrier, as seen fit by the carrier alone.

While commonly used as a method of freight classification and used here, carriers that participate in the NMFC are neither constrained nor compelled to use or abide by its provisions; carriers always have the free and unrestrained right of independent action and may deviate from any provision of the NMFC.

You, the seller, wants to know just how are freight carriers using this tool?

And you want to be able to project these costs!


Reference: click here.


How to Determine Freight Class?

The National Motor Freight Classification (NMFC) system is a standardized method designed to give consumers a uniform pricing structure when transporting freight. There are 18 classes that a shipped package may fall under with class 50 being the least expensive, to class 500 as the most expensive. The number assigned to an item is important to freight carriers in determining the tariffs, which in turn determine the price charged to you. Online calculators are available with instructions on how to determine freight class so that everyone can easily understand the process.

Step 1

  1. Determine Freight Class Step 1.jpg
    Learn the things that will determine the freight class of your item, including loadability and handling characteristics, weight, density, and the product’s susceptibility to damage.
  2. Determine Freight Class Step 2.jpg
    Determine the basic description of the freight being transported. Be able to describe what material the item being shipped is made of.
  3. Determine Freight Class Step 3.jpg

    Know what kind of container your item will be shipped in. There are many different types of allowable packaging systems for freight including, but not limited to, pallets, drums, reels, crates, tubes, or bundles.

    • You will also need to specify to a shipper if the contents of the package you are shipping need a lift gate to load it onto a truck.
  4. Determine Freight Class Step 4.jpg
    Determine if your package contains hazardous materials that need to be shipped in a specialized manner. The U.S. Department of Transportation’s code of federal regulations, title 49 defines hazardous materials.
  5. Determine Freight Class Step 5.jpg
    Measure the length, width, and height of the object to be shipped.
  6. Determine Freight Class Step 6.jpg
    Weigh the object being shipped with its packaging. Sometimes a weight must be estimated, especially if the object cannot be packed until you have determined its class and know the packing requirements.
  7. Determine Freight Class Step 7.jpg
    Determine the density of the shipment by calculating the pounds per cubic foot. Some online calculators will do this step for you by asking for the weight and dimensions of the shipment. You should calculate the density yourself to double-check any quotes given to you.
  8. Determine Freight Class Step 8.jpg
    Find an online calculator to determine the object’s freight class if the NMFC classifies your item as “density rated”. If not density rated you do not need this step you can skip to step 9 or 10 to allow a carrier, broker or the NMFC to assist you in finding the correct number.
  9. Determine Freight Class Step 9.jpg

    Fill in the boxes with the appropriate values, and push the submit button.

    • If you are using a calculator with a particular shipper, you may have to sign in or create an account.
    • Some shippers will ask that a telephone number or email address be supplied so that they can call you with a quote for the freight class of your package.
  10. Determine Freight Class Step 10.jpg
    Contact the National Motor Freight Traffic Association (NMFTA) to get help in determining freight class.

Reference: click here.


7 safety rules for a long haul

Long-haul trucking is both one of the most crucial jobs in the U.S. — ensuring timely delivery of important goods (and delighting kids with even more timely horn-pulling) — and, unfortunately, one of its most risky.

Over 100,000 injuries and 300,000 accidents involved large trucks in 2012, according to the National Highway and Traffic Safety Administration. And Time ranked truck driving number 8 on its 2014 list of the “10 Most Dangerous Jobs.”

7 truck driving tips

Here’s our list of truck driver safety pointers perfect for both drivers new to their vehicles and savvy pros looking for a quick refresher.

1. Watch your blind spots

Other motorists may not be aware of a truck’s “no zones” — those where crashes are most likely to occur. Common “no zones” include:

  • Off to the side just in front of the cab
  • Just behind the side mirrors
  • Directly behind the truck

If others aren’t aware of these trouble spots, they may drive dangerously close. As frustrating as this can be, it’s up to you to exercise caution before turning or changing lanes and to maintain a safe distance.

2. Reduce speed in work zones

Roughly one-third of all fatal work-zone accidents involve large trucks. Make sure to take your time going through interstate construction — your delivery can always wait.

3. Maintain your truck

Give your vehicle a thorough check each morning (fluid levels, horn, mirrors, etc.). The brakes are particularly vital, given how much weight is riding on them. If you spot anything unusual, report it to dispatch before attempting to drive.

4. Load cargo wisely

The higher you stack cargo, the more drag on the truck. By stacking lower and spreading cargo through the full space of the truck, you can stay more nimble and improve your fuel economy.

5. Reduce speed on curves

Usually, following the speed limit is a good thing. When it comes to trucking, however, there are times when even adhering to posted signs is still too fast (confusing, we know).

Particularly on exit/entrance ramps, the speed limits are meant more for cars; trucks have a tendency to tip over if they take the curves too fast. When going through any curve, it’s best to set your speed far lower than the posted limit to make up for your rig’s unique dimensions.

6. Adjust for bad weather

Inclement weather causes roughly 25 percent of all speeding-related truck driving accidents. Cut your speed down by one-third on wet roads, and by one-half on snowy or icy ones.

Also allow more time for maneuvers in poor weather. Let your blinker run for a good 5 blinks before your change lanes, and signal for turns before slowing down.

And if you see other truckers pulling over, maybe it’s best you do likewise.

7. Take care of yourself

A big part of truck driver safety has less to do with your vehicle, and more to do with you. Getting enough sleep, eating right, exercising, and taking quality home time will all help you feel more content and refreshed behind the wheel — 2 qualities prized in any driver.

Reference: click here.

Phone: (661) 257-8689 – Fax: (661) 257-1895
Email: – Website:

How to Recycle Shipping Supplies

If you receive packages in the mail on a regular basis you probably find that you have more styrofoam peanuts, bubble wrap and boxes than you know what to do with. If you ship items out on a regular basis, recycle your shipping supplies by reusing them in your outgoing packages.


  1. Put styrofoam peanuts and pieces, bubble wrap and other packing material to use in crafts. Glue materials onto paper for 3-D collages and pictures.
  2. Use boxes around the house to organize, sort and store any number of things. Boxes can also be used to hold gifts before wrapping them.
  3. Drop your styrofoam peanuts, bubble wrap and other packing materials off at a UPS or pack and ship store. These stores will usually take these products as a donation and re-use them in their business.
  4. Run an ad in a free classifieds such as Craig’s List online offering free shipping supplies. Many people do eBay or other online sales and would love to recycle your shipping supplies for you.
  5. Place styrofoam peanuts in the bottom of flower pots. This will help with drainage, cut down on the amount of dirt you need to put in the pot, and make the pot lighter weight for moving it.
  6. Turn styrofoam into a permanent glue for use around the house. Soak the Styrofoam in a commercially purchased biodegradable solvent. It will break down into a sticky substance that works well as a permanent glue.

Reference: click here.


Logistics tech startup Flowspace raises $12 million

Flowspace, an on-demand warehousing and fulfillment technology company, has raised $12 million in funds to improve its cloud-based platform and expand its network.

The Series A funding round was led by Canvas Ventures, with participation from Moment Ventures, 1984 Ventures and Y Combinator. Paul Hsiao, general partner at Canvas Ventures, has joined Flowspace’s board.

Culver City, California-based Flowspace, which was founded in 2017, previously raised $3.4 million in seed funding.

Flowspace said it aims to transform how businesses manage warehousing and fulfillment, especially for ones that have multichannel needs amid the growth of e-commerce. The company said it offers cloud-based inventory, order and warehouse management software, a nationwide warehouse network reaching every major U.S. market, and flexible month-to-month pricing.

Flowspace co-founder and Chief Executive Ben Eachus said he sees huge potential for the company moving forward.

“Our vision is to become the fulfillment infrastructure for any company with inventory,” Eachus said. “We provide a massive warehouse and fulfillment network, real-time visibility into inventory levels, and an easy-to-use software….We look forward to expanding our footprint, accelerating growth, and increasing investment in our platform.”

“Flowspace customers – enterprise, small and mid-size businesses, importers, manufacturers, and e-commerce retailers – rave about its platform and best-in-class service” Hsiao said in a statement. “I’ve been impressed with the team, their pace of innovation and ability to scale. Flowspace continues to raise customer expectations for the space every day and is well-positioned to lead this category.”

Silicon Valley-based Canvas Ventures’ key investment areas include AI/machine learning, marketplaces, and new enterprise. Its partners have invested in and worked with technology startups including Mulesoft, Upwork, Boingo and Lending Club.


How to Drive Safely in Strong Rain

Screen Shot 2016-04-15 at 8.41.30 AM

Driving in conditions that involve strong or heavy wind and rain may not seem like the most pressing safety concern for many drivers, but our safety professionals know that driving in any type of severe weather can significantly increase your risk and potential for a dangerous situation for you, your family and other drivers. Remember that severe weather demands your undivided attention, so be sure to reduce any possible distractions by turning the radio down or turning off that phone to keep your attention fully on the road. Keep in mind that sometimes the best driving decision you can make is to stay off the road completely until the weather clears.

Driving in Heavy Rain

In addition to the potentially poor visibility that accompanies most heavy rain, drivers should be ready to protect themselves against hydroplaning. Hydroplaning can occur when a vehicle is traveling too fast in heavy rain conditions, causing the vehicle’s tires to travel on a thin layer of water rather than grip the surface of the road. This has the potential to make steering and braking difficult and could even lead to losing control of your vehicle. Follow these tips to help you stay safe while driving in heavy rain.

1. Take your time. Slowing down is the only way to keep your vehicle from hydroplaning. Also remember that one of the most dangerous times to drive is soon after it begins to rain, as oils on roadway make for slick conditions. Waiting a few minutes, rather than rushing to your destination, can be a safer plan when it is raining.

2. Turn your lights on. Turn your headlights on to help other vehicles see you. Many states require the use of headlights during rain, even in broad daylight.

3. Give other vehicles more space. Add 1-2 extra seconds of following time in the rain, which gives you and the cars behind you more time to react to traffic.

Reference: click here.

Phone: (661) 257-8689 – Fax: (661) 257-1895
Email: – Website:

Retail Apocalypse Now!

Retail has been hit by a perfect storm, says the home delivery expert ParcelHero. New figures from PwC reveal 5,853 shops closed last year, and embattled Debenhams has placed itself in receivership as it fights against the onslaught of e-commerce. But with ASOS’ profits tumbling nearly 90%, online retailers are also struggling.

ParcelHero’s Head of Consumer Research, David Jinks MILT, says: ‘Wherever you look retailers are suffering, whether it’s on the High Street or online. That’s because too many big-name retailers are still stuck in a largely ‘pureplay’ mindsets.’

Says David: ’This week’s grim retail news underscores the fact that a multichannel approach is essential. Combining store and online sales is the only way to ensure retailers are covering all their basis. And it facilitates booming BOPUS – Buy Online, Pick Up in Store – sales: which give consumers the ease of online purchasing with the convenience of collecting items when they want.’

David says many stores’ approach to online has been completely unintegrated: a fatal mistake. ‘Try to buy a freezer from Debenhams and you are taken away from its own site to Debenhams –a white label site ran by a completely different company: Buy It Direct.  It’s so clunky your existing shopping basket is left behind, and Debenhams’ account card and gift cards are not accepted. A far from seamless purchasing experience compared for that given purchasing larger items on John Lewis and M&S’ sites.

But online-only stores are not an entirely safe prospect either, as ASOS’ latest figures reveal. Says David: ‘That’s because e-commerce returns are costing £60bn a year. ASOS has been hit by a wave of ‘wardrobing’, shoppers wearing clothes and then returning them, and has had to introduce a tough new policy for ‘unusual’ returns. Additionally, ASOS has undertaken significant changes to its supply chain, and as a result some of the choices it made on short-term pricing, marketing and inventory impacted on its competitiveness and customer engagement.’

Explains David: ‘If ASOS had also some High Street stores to fall back on, it would have been in a stronger position this year. Items returned direct to a store cost less to process because there are no transport costs. And upheavals in its e-commerce supply chain would have less of an impact on physical stores.’

And David underlines web-only stores are not the answer for struggling brands. ‘Remember That’s the problem, you probably don’t. After BHS collapsed in 2016  a new online only store,, rose from the ashes to focus on the former department store’s key strengths of lighting, bedding etc. But it collapsed after less than two years. And for anyone who thinks a dedicated and well-funded online store must be a safe bet, I have just three words. Boo dot com.’

Concludes David: ‘As Brexit anxieties mean consumers are being extra cautious, a balance of High Street and web sales will position retailers best to capture the elusive pound. The one encouraging channel is BOPUS sales. Buy Online, Pick Up in Store is booming. Retailers such as Argos have seen click and collect in store sales soar, and recent US research shows 41% of shoppers now consider it to be the option likely to commit them to making a purchase. Only multi-channel retailers can offer this combined web-site and store pick-up option.’

For more information on the impact of e-commerce on the High Street, and how UK retailers can restore the fortunes of our city centres, see ParcelHero’s retail industry report at:


© 2017 Courier-Messenger, Inc. | All Rights Reserved.

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© 2017 Courier-Messenger, Inc. | All Rights Reserved.

Web Design by Bright Mind Media