Black Rock owner expands taps, starts remodeling downstairs

The new taps at Black Rock, 439 A Street

Little more than a year after he bought Vino Rosso and turned it into Black Rock Fine Wine and Craft Beer, Chuck Chute is not resting on his laurels.

Chuck Chute

Last week he expanded his number of taps from 10 to 30, and he is remodeling the 2,500 square feet downstairs into a performing venue for music. A grand opening is being planned for April 23.

“The reality is the craft beer market is growing 30 percent a year,” he said. The tap
system, which was installed March 14 by Hayden Beverage, will allow him to offer a greater variety and grow his sales.

“This changes the way we sell draft beer,” he said. “We’ll be able to offer four IPAs instead of one, and sample flights. We couldn’t do that before because the bandwidth was so narrow.”

Carpenter Corey Petersen built the cold box to house the tap apparatus. Some modifications in the cooler behind the wall were necessary, and a chalkboard is no longer adequate to the task of advertising everything they’re serving. The next new development will be a high-­res screen and projector system that will allow them to change their listings with a laptop. “It should make it pretty visually dynamic,” Chute said.

The bar is also selling refillable growlers for beer and wine. They have been specially designed and engraved.

“There are plenty of places in town people can go to get a draft beer,” Chute said. “We needed to take it up a notch.”

As for downstairs, project manager Tony Deschamps is seeking music memorabilia for the theme, so if you have a photo of yourself with a rock, pop or country music star he’s inviting you to send a file to him at tonydechamp@gmail.com. Likewise if you have a photo of yourself in a garage band, and if you are interested in designing music-­related art he is interested in hearing your ideas.

Also needed:

• An upright piano, to be painted in vivid, psychedelic colors. “It can be in any shape, but must be tunable,” he said.
• Concert posters, psychedelic art, old musical instruments, photos, guitar picks.

“We want pieces that mean something to music fans, especially local music fans,” he said. “These can be donated, loaned, or we may also buy them from you. All items on loan will be insured and catalogued. You will be able to reclaim it any time you'd like.”

Rita's in Ammon plans grand opening in April

Rita's in Ammon is looking at a grand opening in April.

The Ammon location in Sand Creek Commons is one of four restaurants where Rita's Italian Ice plans to test a new cafe concept that includes custom donuts, coffee creations and specialty drinks.
In addition to Ammon, the Philadelphia-based chain has plans to open in Albuquerque, N.M., Bloomington, Minn., and Scotts Valley, Calif., in the first half of 2016.

Dr. David Chamberlain, a general surgeon in Idaho Falls, has the rights to develop Rita’s in Idaho. He and his wife, Shawna, discovered Rita’s while in Utah and thought it represented a good investment opportunity. Under their agreement, they plan to build 12 stores in 10 years, of which the Sandcreek Commons location will be the first.

A grand opening is planned for April. The store’s Web site can be found here — RitasIceIdaho.com — and its Facebook page here — facebook.com/AmmonRitas1174.

"Expanding our menu was an obvious choice for us," said John Small, vice president of international and concept development at Rita's Franchise Company. "As we looked to expand business hours to new day parts, the cafe concept gave us the perfect opportunity to provide our guests with delicious, quality products that also naturally fit within our existing menu of famous frozen treats."

In addition to Rita's signature Italian ice and frozen custard, the Rita's cafe menu will include unique donut creations such as maple bacon, French toast, chocolate chip and strawberry shortcake, as well as create-your-own options – customizing a freshly made vanilla cake donut with a variety of icings and toppings of choice.  In addition to fresh donuts, Rita's Cafe will offer specialty beverages combining Rita's award-winning frozen custard with coffee, espresso and hot chocolate, and will feature new items that combine fresh donuts into frozen treats such as a Donut Blendini, Donut Sundae and Donut Milkshake.

Looking Back | March 18, 2016

NOTE: This is the history column I write that appears every Thursday in the Post Register. I would be curious to know how many BizMojo regulars read "Looking Back" in print, and whether my reprinting it here a day later would make them any less inclined to subscribe to the paper. If that is overwhelmingly the case I won't run "Looking Back" online, but I think local history is important and I would like to get it in front of as many people as I can.

100 years ago

The Consolidated Wagon and Machine Co. ordered 50 Ford runabouts to be used by its salesmen, solicitors and collectors in Idaho and Utah. "This is probably one of the biggest orders for cars ever placed in the west and would no doubt make a national record of automobile purchases for individual use," the Idaho Register said. "As soon as weather and road will permit all horse-drawn vehicles will be discarded and disposed of, as well as the horses. ... The cars are all handsomely lettered with the name of the company." Ernest N. Musselman of the Idaho Falls Auto Co. placed a large part of the order.

75 years ago

Two Idaho Falls men got their wings in late February and early March 1941. Stanley E. Gagon, son of Wendell and Ida Gagon, 264 Ninth St., graduated from the U.S. Army's advanced air Corp training station at Kelley Field, Texas, "the West Point of the Air." Based on his record, he was named an instructor. He followed Melvin Nielsen, son of Mr. and Mrs. Jesse H. Nielsen, 316 Sixth St., who had been transferred to active service. Nielsen went on to become a lieutenant-colonel and commander of the 79th Fighter Group, leading the first rocket mission in the group's history in October 1944.

50 years ago

The Women's Christian Temperance Union of Idaho Falls announced the winners of its annual poster contest this week in 1966. They were as follows:

Junior High Division -- Sharon Stickley, first, and J.R. Sermon, second.

Senior High Division -- Russell Brown, first, Kathy Schuldt, second, and Gigi Gruel, honorable mention.

25 years ago

Bonneville Joint School District officials estimated construction of a new high school, a new elementary school and a gym at Falls Valley Elementary School would come in at around $12.1 million. was estimated at $8.9 million high school; and Four E Construction of Rigby for Iona Elementary and the guys. Superintendent Richard Goodworth said he expected work to commence by April 1.

Idaho Falls Redevelopment Agency to review annual report Thursday

An aerial shot of the Snake River looking north between Pancheri Drive and Sunnyside Road. On the west bank of the river is the 400-acre Snake River Landing development, still only partially completed but once a gravel pit for Monroc. Urban renewal and tax increment financing have made the land more feasible to build on.

The Idaho Falls Redevelopment Agency’s annual report will be presented for discussion and approval at its regular monthly meeting, at noon Thursday in the City Council Chambers, 680 Park Ave. The annual report summarizes the agency’s activities for 2015 and provides a brief history of its actions over its 27-year history. As with all of agency meetings, the public is invited to attend.

How does urban renewal work? Say a city council wants to see an area developed but the land is too blighted or rocky to make it economically feasible (in Idaho Falls’ case, lava rock can make some land very expensive to build on.) Under a law passed in 1965 by the Idaho Legislature, the council can form an urban renewal agency. With the city council’s approval, that agency has the authority to designate certain parts of the city as urban renewal districts. For the 20 years that follow the land is taxed as it always has been but any taxes on increased property value in the district go to the redevelopment agency, which directs the money to the city for streets, water and sewer and power lines.

Soon after the agency was activated in 1988, Idaho Falls Mayor Tom Campbell and the City Council created the Lindsey Boulevard Urban Renewal District (which has since been expanded into the Snake River Urban Renewal District.) This area contained numerous vacant parcels, open storage and gravel roads.

The agency issued a bond and undertook the reconstruction of Lindsey Boulevard and Utah Avenue, then Utah Avenue, Wardell and Mercury rights-of-way and Memorial Drive. The agency has also relocated power lines, improved major road intersections and railroad crossings, and replaced or installed water, sewer and storm drainage lines. The Snake River district will end on Dec. 31, 2018, although the agency may continue to receive some incremental money into 2019.

In 2004, the Mayor Linda Milam and council approved the creation of the River Commons Urban Renewal District on lands along the Snake River that for decades had been home to gravel pits and salvage years. The agency entered into a partnership with the developer of Snake River Landing, Ball Ventures, to finance the construction of Pier View Drive, portions of Snake River Parkway, Milligan Road within the city and Bluff Drive and accompanying public utilities. As of 2015, these improvements spurred an increase of $202,060,908 in the assessed value in these two districts.

In 2015, Mayor Rebecca Casper and the council approved the Eagle Ridge District, the fourth district in the program. This district has already connected Snake River Parkway to Pioneer Road and a new intersection with Utah Avenue. Also in 2015, the Agency agreed to purchase the site of the former Saving Center grocery store and an option on the Bonneville Hotel. Both of these projects are planned to be used for mixed-use developments.

Urban renewal has its detractors, including the Idaho Freedom Foundation, which routinely lobbies the Legislature to repeal the law. "It allows for the government to fictionalize property values," wrote Wayne Hoffman, the foundation's director, in an 2015 opinion piece titled Urban Renewal: Repeal is the Best Option. "When a piece of property is developed or improved, the local taxing districts are told to pretend the property is still undeveloped; they’ll still have to provide services to the developed property, but without the benefit of the increased property valuation. Only the urban renewal district gets to consider the property as developed for taxation purposes. That difference—between the value of the property as it was and as it is—is where urban renewal squeezes money out of taxpayers. That taxpayer money is often controlled by unelected and unaccountable urban renewal boards."

'The number one thing was vision' | Local entrepreneur publishes book

The advice given to most authors is “write what you know about.” In Travis Johnson’s case, it’s entrepreneurial enterprise.

Travis Johnson

Johnson has been at it since age 13, when he was selling homemade air fresheners to convenience stores. For 16 years he headed MicroServ, one of Idaho Falls’ first Internet Service Providers. Since selling the company to Colorado­-based JAB Broadband in 2013, he has devoted his attention to commercial real estate management, small business investments and writing.

On Friday, Johnson and his JW Capital partner, Ryan Westwood, released their first book, self­published, “The Five Characteristics of a Successful Entrepreneur.” While the book is based on their own experience, it also incorporates the results of an e­mail survey they sent out to more than 100,000 CEOs, with responses from 2,631.

“The number one thing was vision,” Johnson said. In fact, it was the only characteristic that was identified as essential to success by a majority of the respondents.

Vision stood apart from the other four characteristics: work ethic, resilience, positivity and passion. It was picked by entrepreneurs who had been in business for more than 16 years as often as it was picked by those who had been in business two to five years. In fact, the least likely group of respondents to pick vision were the ones with less than a year of experience.

“It’s hard to say why,” the book says, “but thinking back to our early entrepreneurial days, we can remember how overwhelming everything felt.”

An entrepreneur with no vision — e.g., someone who can’t say whether they want to retain 10 clients or recruit 10,000 in the coming year — is courting stagnation, frustration and failure. Likewise, someone who puts off defining a vision may be able to sustain the business for a long time but will be unable to see the kind of steady growth and achievement that investors hoped to see.

Everybody is going to have a different definition of vision, Johnson said. One person might be looking two years into the future while another might be looking ahead 10. But the book offers a process called V2MOM. That acronym stands for the five components: vision, values, methods, obstacles and measures, all of which must be defined thoroughly to open a path to success.

A good sense of timing can also be the difference between success and stagnation. “It’s not just being ready for what’s coming,” Johnson said. “It’s having the pieces in place to make things possible.”

Johnson was not thinking about selling MicroServ when JAB Broadband approached him about buying it. Once a deal was set in motion, the sale took 60 days. It was a full-­on stock sale, one of two that JAB has done in its acquisition of small ISPs around the Rockies, and what was surprising is that the due diligence uncovered no issues like HR claims or pending lawsuits.

It’s an open question as to whether someone can be taught to be a successful entrepreneur. Just because someone is a skilled cook doesn’t mean they have what it takes to run a successful restaurant.

When they invest in a company, Johnson and Westwood take an active role. “We’re more like partners in the business ranter than handing them money,” Johnson said. In the case of EcoFlower, a company in West Haven, Utah, that manufactures hand-carved flowers made out of wood, sales went from $9,000 in 2014 to $1 million in 2015. The company now has an 8,000­ square­-foot warehouse and 30 employees.

“We’ve already done it. We’ve been there,” Johnson said. “We try and help people get going as fast as they want to go.”