MONTREAL, Feb. 3, 2021 /CNW Telbec/ - An investor group led by Champlain Financial Corporation ("Champlain"),‎ and including Fondaction, has acquired a majority stake in the Wong Wing business unit ("Wong Wing") in partnership with McCain Foods Canada (''McCain''), creating a new frozen food platform, with a dedicated management team, under the new company name MLW Foods Inc. based in Montreal, Quebec.

Wong Wing is the leading Canadian frozen food brand specialized in the development, manufacturing and distribution of frozen Chinese snacks, appetizers, entrees, soups and sides, supplying customers throughout Canada.

The‎ partnership will build on the strong legacy of the Wong Wing brand founded in 1948 in Montreal, enabling for expansion and growth into the North American market creating a category leader in Asian inspired products.

Tony Galasso, formerly CEO of Plats du Chef and the incoming Executive Chairman of MLW Foods, commented: "Our experienced leadership team is excited about the partnership and the growth opportunities that the platform will create in new product innovation, new geographic expansion and new channel distribution. Working closely with strategic food retailers, our goal is to be the category leader in modern Asian inspired frozen foods in North America" with both branded and private label segments.

Terms of the transaction were not disclosed.


Have you heard the news? The website has a brand new look! A one-stop-shopping platform designed for quick and easy access to product literature and other company resources. Industry specific product categories means visitors will spend less time navigating.

Lorenz Conveying Products understands the important of 24/7 access. Visit the new website from anywhere – mobile or desktop. When using the Live Chat feature you are virtually connected to a real expert. Drawings of conveying applications can be sent directly through the chat making quotes a breeze!

View the new look here –


 New York, NY (January 2021)—As your organization takes its place in the digital transformation that’s underway everywhere, you’ll inevitably need to create or update a large number of different products. But just because you think your shiny new app, website, service, or other digital offering is great doesn’t automatically mean the customer will. According to Nielsen, 85 percent of new consumer products fail in the marketplace.

Howard Tiersky says yours doesn’t have to be one of them. Just make sure your “solution” isn’t less desirable than the problem you’re trying to fix.

“Sometimes what seems like a great idea just doesn’t resonate with consumers,” says Tiersky, author of the new Wall Street Journal bestseller Winning Digital Customers: The Antidote to Irrelevance (Cranberry Press, January 2021, ISBN: 978-1-73455-853-1, $27.99). “The problem is you can spend a lot of money on an innovation that unintentionally detracts from the customer experience rather than improving it.”

He describes an elevator invention that illustrates just how easy (and expensive) it can be to miss the mark. Back in the early 2000s, he moved his business into a shiny new skyscraper in Times Square. That building had a keypad-controlled elevator. Instead of “calling” your elevator and having to pick a floor once you got in, you used a numerical touchscreen that you had to touch only once.

“To request an elevator, you typed the number of the floor you wanted to go to, and received a response from a screen with the letter of the alphabet corresponding to the elevator to which you had been assigned,” he explains. “You went to ‘your’ elevator, and when it arrived, you got in and it automatically took you to your floor. Presumably this got you there faster.”

Maybe so…but people found the new system extremely confusing and off-putting in other ways. For instance:

  • If you were already in the elevator, there was no way to change your mind without getting off on the wrong floor and repeating the process.
  • Even if you didn’t change your mind, you didn’t like feeling that you couldn’t. You were locked in a metal box that was taking you to one place, and you felt powerless.
  • Frankly, you just didn’t want to relearn a skill you had already mastered—knowing how to work an elevator—(even though it took only 30 seconds).

“It’s not that people are unwilling to learn new things,” says Tiersky. “We’re happy to learn to use iPhones and Kindles. But these devices delivered enough value that it justified the investment to learn them. The keypad elevators didn’t deliver enough value to overcome the pain of change—and this is why they haven’t caught on in a major way (though they are still found in some very large buildings). In fact, one office building in Houston went so far as to remove these ‘smart’ elevator controls and revert to the ‘old-school’ form due to so many tenant and visitor complaints.”

The good news is that there are specific methodologies to massively reduce the likelihood of this outcome (like Design Thinking). For now, though, let’s focus on a few of the big reasons new products fail.

Reason #1: The Wrong Value Proposition. For a product to be successful, it has to meet customers’ needs and do so in a way that is “worth” more than the cost the customer is asked to bear. Furthermore, it must offer value that is superior to competitive options at that price point. This “value proposition” is the core of any product idea—a specific solution to a customer problem delivered at a defined price point and revenue model.

The quality of a Skype call may not be the same as expensive teleconferencing equipment, but it’s free. So, for many customers, it’s a more compelling value proposition. Of course, other customers prefer to pay more and have more reliable connections. That’s fine as well; both are valid propositions and address different markets.

“The ‘right’ idea for a successful product is one that will resonate with its intended customers, be worth the cost, and be either better than the competition or cheaper,” says Tiersky. “Ideally, both. How do you find it? Understanding your customers’ unmet needs, pain, or problems is the starting point. But some solutions may work well for the customer, while others might just not be worth the trouble, like the numerical elevator keypad.”

Reason #2: Failure to Execute. It’s not enough to have an idea with the right value proposition, because ideas are not products. You still have to bring them to life. Many products born of great ideas fail in their execution. Take the beloved 2017 Galaxy Note 7 smartphone. Even though it launched with rave reviews, Samsung’s valuation dropped by over $26 billion when the phones’ batteries started catching on fire. The point? Some products just don’t work quite the way they are supposed to.

“My team was brought in to help ‘save’ a project management software tool that a client had launched,” says Tiersky. “They built what they thought was a ‘killer’ app, but the market was rejecting it. We conducted some market research and found that while the tool had awesome features that aligned with what customers wanted, it had one problem: It was slow. It required so much computational power that each change to your project plan took 5-10 seconds to ‘recalculate.’ That was all it took for users to reject it. This is a big challenge of product development: A lot can be right, but if one critical thing is off, it can tank the whole thing.

“We improved the project management software in part through performance optimization but mostly by removing features that weren’t ‘worth’ their impact on speed,” he adds. “After that the product was more successful.”

Reason #3: Lack of Awareness. You know the old adage (attributed, perhaps falsely, to Ralph Waldo Emerson) about building a better mousetrap and having people beat a path to your door? It’s not true. There have been 4,000 patents for new ideas for mousetraps, and yet the world continues to use the classic (grisly and dangerous) “snapping” model. Despite the fact that this customer journey has many points of pain—from the need for insect-attracting peanut butter to the disturbing front-row view of a dying mouse—none of those new designs have overshadowed the original model. Even if an idea is well executed, it can still fail if nobody knows about it.

Awareness does not just mean customers knowing your product exists. It actually consists of three critical components:

  • The product’s existence and core value proposition.
  • The product’s claim of differentiation. Why choose this one over all the other options?
  • How to take action—where to order the product and how to access it.

“In ‘old-school’ product development thinking, you’d consider these marketing issues,” notes Tiersky. “But if you embrace a Design Thinking approach, you realize you can’t split them out that way. Every stage of the customer experience must be considered together.”

“By no means are these three obstacles insurmountable,” concludes Tiersky. “When you address them head-on, you’re all the more likely to launch a highly successful product.”


SIOUX CENTER, Iowa, USA  — Link Mfg., Ltd., the leading U.S. manufacturer of lightweight folding aluminum ramps, announced the introduction of its versatile new LB20-42-108SA spring-assist ramp today. The new 42-inch-wide ramp fits neatly between the company’s current 36- and 47-inch offerings, giving users more ramp width, without blocking door access when mounted to one side and folded to its upright, storage position.

“Our new 42-inch-wide ramp is perfect for fleets and vehicles serving the last-mile delivery segment, that don’t have to deploy ramps at every stop, because it leaves enough room for door entrance and egress without being unfolded,” said Lynn Blake, national account manager of Cargo Management Products for Link Manufacturing. “When deployed, the ramp has ample width to meet the needs of a variety of cargo conveyance devices, and we’ve had customers use everything from hand-operated dollies to semi-autonomous military robots on our ramps.”

The 42-inch-wide, 108-inch-long folding aluminum ramp features a robust steel deck mounting plate and has a capacity rating of 1,250 pounds. The ramp can be used on vehicles with deck heights ranging from 20 to 48 inches and door heights exceeding a minimum of 60 inches.

Link’s new LB20-42-108SA ramp is particularly well suited for cargo vans. It fits Ford Transit cargo vans with medium and high roof configurations, and NISSAN NV, Dodge Ram ProMaster and Mercedes-Benz Sprinter cargo vans with high roof configurations.

The new ramp comes standard with Link’s unique spring assist and wheel kit. The spring-assist makes deploying and retracting the ramp simple and easy, requiring only about 50 pounds of force to be exerted for either operation. The ramps wheel kit helps transition the ramp more smoothly when deploying it on a wide variety of surface angles and materials.

“All Link folding ramps are so easy and simple to use, even novice workers can be up and running in no time,” Blake said. “They’re also lightning-fast to operate and can be unfolded and folded back into their vertical, low-profile storage position in less than 10 seconds.”

By stowing vertically inside the vehicle’s cargo hold, the ramps are not exposed to the weather or road debris, and they remain clean and dry prior to use. After use, and once in its vertical position again, any moisture or residue left on the ramp can be easily brushed or wiped away.

“When in its upright and closed position, the ramps take up less than 12 inches of horizontal space in the area just inside the door, that is generally unusable anyway,” Blake said. “Also, unlike liftgates that are slow and laborious to deploy, a Link ramp can be opened and in use within seconds and can be stowed just as quickly.”

Link Manufacturing has been producing aluminum ramps in North America for more than two decades and specializes in manufacturing ramps for light and medium duty vehicles with a floor height of 48 inches or less for Class 2 through Class 7 vehicles. The ramps are engineered to serve a variety of vehicle types, including cargo vans, step vans, cutaway vans, box trucks, and straight trucks. Link’s wide variety of ramp sizes accommodates cargo ranging from parcel delivery to heavy equipment. Link has nine standard mounted, swivel and portable ramp designs to meet a wide variety of applications with weight capacities ranging from 350 to 1,500 pounds, and Link also offers custom engineering services for unique applications.

Link’s swivel ramp has 180-degree rotation capabilities and two storage locations, offering users flexibility for loading and unloading any cargo. Link’s Swivel Ramp mounts in the rear stored position like a traditional folding ramp, but it can also be stored inside, behind the wheel well, providing options for those times when a loading ramp isn’t needed.

Link’s portable aluminum ramps are available for both lightweight and heavy-duty applications, featuring either folding or straight designs. The extensive range of portable ramps provides users with safe, durable and economical solutions for their cargo loading and handling needs.

“Their ease-of-use makes Link ramps perfect for older and female personnel who continue to make up more and more of the nation’s workforce,” Blake said. “Their lightweight, engineered aluminum construction makes them structurally sturdy, but easy to handle.”

Link ramps are available in the form of an aftermarket kit. The aftermarket kits are now available and can be ordered through Link’s nationwide network of ramp dealers. For more information on Link Ramps or to find a dealer, please call (800) 222-6283 or visit:

To access high-resolution images of Link’s new LB20-42-108SA ramp, please visit:


(Grand Prairie, TX, USA, 01.02.21

As of February 1, 2021, the management board at Analytical Food Laboratories will officially change. Colleen Villanueva will take over the role of CEO and President, supported by Charlotte Wilburn as Director of Operations.

AFL, located in Grand Prairie, Texas has been providing quality analytical services to the pharmaceutical and food industry for over 28 years. In 2018, they joined forces with the Tentamus Group. The company has an outstanding team of experienced scientific professionals who are committed to providing quality work, compliance, and exceptional service to their customers. AFL is a true one-stop, full-service lab that provides tailored interpretation and a consultative approach to deliver measurable results.

Colleen Villanueva has a strong background in the 3rd party testing industry and will replace the former CEO and President, Rebecca “Becky” Pfundheller. Having managed and directed projects and operations in the laboratory for several years, Mrs. Villanueva is committed to preserving the great quality services that AFL offers to the clients.

“It gives me great pride to work with the team at AFL and I am impressed by them everyday due to the attention and focus that they put into every single project. I am also very excited to work with our new Director of Operations, Charlotte. I can state confidently that we will make changes to our systems here at AFL which will make us more efficient and capable of producing shorter turn around times without compromising quality”, states Colleen Villanueva.   

Charlotte Wilburn joins the AFL team on February 1st, 2021. She will bring her energy and knowledge of the operations of third-party testing laboratories to AFL. We look forward to further develop and strengthen our ability to provide excellent testing services yet preserve the personalized service approach we provide to our customers.

AFL and Tentamus also wish the former CEO and President, Becky Pfundheller all the best in her well-deserved retirement.

Feel free to reach out and learn more about AFL capabilities.

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