Starting A Food Business In Minnesota - RCEF
Starting a Food Business in Minnesota2008This publication is producedby the Minnesota Department of Agriculture.Foradditional copies of this publication write to us at: Dairyand Food Inspection, 625 Robert St. N, St. Paul, MN55155-2538, or call us at: 651-201-6027, or visit ourwebsite at: www.mda.state.mn.usIn accordance with the Americans with Disablities Act, analternative form of communication is available upon request. TDD:1-800-627-3529. The Minnesota Department of Agriculture is anequal opportunity employer.
Acronym Key:DEED Minnesota Department of Employment and Economic DevelopmentDOLI Minnesota Department of Labor and IndustryDPS Minnesota Department of Public SafetyDPSV Minnesota Department of Public ServiceFDA U.S. Food and Drug AdministrationIRS Internal Revenue ServiceMDA Minnesota Department of AgricultureMDH Minnesota Department of HealthMNDOR Minnesota Department of RevenueMNDOT Minnesota Department of TransportationMNSOS Minnesota Secretary of StateMPCA Minnesota Pollution Control AgencySBA Small Business AdministrationCheck Out this Really Great Business Reference:A Guide to Starting a Business in Minnesota, available FREE ofcost from the Minnesota Small Business Assistance Office.Visit www.deed.state.mn.us/bizdev/start.html and click on AGuide to Starting a Business in Minnesota.
Table of ContentsChaper 1.Preliminary ConsiderationsWhy do you want to start a food business? . . . . . . . . . . . . . . . . . . . . . . . 6Preliminary considerations checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Before you start a food business checklist . . . . . . . . . . . . . . . . . . . . . . . . 8Business plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Summary for starting a food business checklist . . . . . . . . . . . . . . . . . . . 13Code compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Zoning/building code. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Plan review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Remodeling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Water supplies and sewage disposal. . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Local licensing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Minnesota Food Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Food manager certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Important reminders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Chaper 2.Retail Food BusinessRetail food establishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Bakeries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Food vending machines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Chapter 3. Food and Beverage Service EstablishmentsCatering services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Temporary food establishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Bed and breakfast establishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Chapter 4. Food Manufacturing BusinessObtaining a license . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Inspections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Certificates of free sale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Important reminders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Chapter 5. Related Issues for BusinessCigarette sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39Employment of minors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Federal, state and local tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Liquor licenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Minnesota Clean Indoor Air Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Minimum wage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Occupational safety and health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Quality assurance dating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Scanning devices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Underground fuel storage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Universal product code (U.P.C.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Weights and measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Chapter 6. ResourcesFederal Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49State Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49Local Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Additional Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Small Business Development Centers . . . . . . . . . . . . . . . . . . . . . . . . . . 514.
PrefaceCongratulations!After serious consideration, you have decided to start a food business in Minnesota. Startingyour new business will be an exciting adventure as well as a challenge.To assist you with the many steps involved, this publication is designed to help those who areinterested in starting a food service establishment, retail food business or a food manufacturingbusiness in Minnesota. The publication’s goal is to help new food business owners andemployees understand the many regulatory requirements applicable to their business andproduce and distribute safe, quality products to their customers. To achieve its goal, thispublication identifies the various state agencies and units of local government responsible forregulation; provides helpful checklists focusing on regulations, skills assessment and “how towrite a business plan”; and addresses specific license and permit requirements, inspections, localregulation, tax considerations and issues for employers.Each section of this booklet is designed to meet two objectives. The first objective is to serveas a reference to the many regulations that must be followed for a food business. The secondobjective is to serve as a quick and convenient checklist for planning your new business.Most food-related businesses will require intitial and continuing contact with several agenciesand units of government. Contacting these entities in the early stages of planning your businessis required prior to commencement of any construction. This will familiarize you with therequirements, cost, and timetables associated with starting a new food business in Minnesota.In addition, it is important that you understand the specific requirements and regulationsmandated by the state and local agencies. Failing to comply with them can result in penalties,revocation of licenses, or even closure of your business.Lastly, it is important for you to understand that this publication should not be used as asubstitute for detailed reference to state laws and regulations, or as a substitute for competentlegal advice. Legislative action and changes in administrative rules may cnage theirrequirements from time to time; therefore, you should contact the appropriate regulatoryagency for the most up-to-date information. As with the start-up of any business, consultationwith legal and accounting professionals is strongly recommended.Starting a Food Business in Minnesota has been created by the Minnesota Department of Agriculturewith assistance from the Minnesota Department of Health.5.
Chapter 1.Preliminary ConsiderationsStarting a food business is a new and exciting venture. It can also be a risky one. It is a goodidea to thoroughly consider everything you will need to successfully run a food business.Through helpful checklists and a business plan outline, this section describes several importantconsiderations that you should make before starting your food business. Completing thesechecklists and developing a business plan will help you realize what you may have left to learnand where you can go for assistance before starting your food business in Minnesota.Why do you want to start a food business?Before you start your own food business, you should ask yourself “why?” The following aredesigned to help you think about what it takes to start your own food business. Read eachquestion carefully. If your answer is “yes,” place a check by it. If you are unable to check manyquestions, you may need to make new plans, seek professional advice, or even reconsider yourdecision to start a food business.6.
Preliminary ConsiderationsA ChecklistAre You Prepared?TTTTTHave you ever worked for a food business similar to the one you would like to start?Do you have any managerial experience?Have you had any business training in high school, college, or at a previous job?Do you know your vision/purpose and why you want this business?Are you willing to work long hours without knowing how much money you will earn?Do You Have Enough Money?TTTTTTDo you know how much money you will need to get your food business started?Have you talked to a banker about your plans?Do you know how much of your own money you can put into your business?Do you know where you can borrow the rest of the money you will need?Do you know how much credit you can get from your suppliers?Add your anticipated salary and profits from your business together and subtract your business expenses. Are youwilling to live on less than this amount in order to help your business grow?Do You Need a Partner?T Do you know both the good and bad points about having your own food business, having a partner, andincorporating your business?T If necessary, do you have a partner in mind who could bring money and experience to your business?T Will you be able to trust and get along with a partner?T Have you talked to a lawyer about having a partner?Do You Know Your Customers and CompetitorsTTTTTTDo most businesses in your community appear to be successful? Do you know why?Do you know if food businesses like yours are doing well in your community and the rest of the state/country?Is your product(s) currently available within the community?Do you know who your clientele are that will want to patronize your business?What differentiates your product (or service) from those already available?Does your community need a food business like yours? If not, have you thought about opening a different kind ofbusiness or starting it in another location?After Completing Your ChecklistIf you did not check “yes” to all of the above questions, you may have additional considerations and research to do.Go back to the checklist and make a note of each question you did not check. After you have written this list, developand write down the goals that will assist you in completing the entire checklist. If you left the majority of the questionsblank, you may want to seek professional advice or even reconsider your decision to start a food business.If you did check “yes” to all of the questions, you should be ready to start planning for the future of your food business.To assist you with this enormous task, here is another helpful checklist to guide you through a second set of importantsteps in a starting a food business.7.
Before You Start A Food BusinessA ChecklistThe BuildingTTTTTTHave you found a good building for your food business?Will you have enough room for expansion?Can you afford to alter the space to your specifications?Is the building in a good location?Is the building accessible? (Handicap, parking lot, bus stop)Have you had a lawyer check the lease and zoning?Equipment and SuppliesT Do you know what equipment and supplies you will need?T How much will the equipment and supplies cost?T Can you save some money by buying secondhand equipement in the proper condition?The MerchandiseTTTTTTWhat product(s) and/or service(s) do you plan to sell?Do you know how much or how many you plan to sell?Do you know how much or how many you will buy when opening your business?Have you found fair suppliers who will sell you what you need at a reasonable price?Have you compared prices and credit terms of various suppliers?Have customers demonstrated a desire for this product?Your RecordsT Have you created a system of records to keep track of your income and expenses?T Have you developed a plan to keep track of your inventory so that you will always have enough on hand for yourTTTTcustomers, but not more that you can sell?Have you developed a method to keep payroll records and take care of tax reports and payments?Do you know all of the various financial statements you will need to prepare throughout the year?Do you know a good accountant who will help you with your records and financial statements?Do you have a recall plan if something goes wrong with your product?Food Business Licenses and LawsTTTTTDo you know which licenses and permits you will need?Do you know the various business laws that you will have to obey?Do you know a good lawyer that you can use to help with legal matters?Have you checked with the state about registering your business name with the state?Have you obtained workers compensation insurance?Protecting Your BusinessT Have you made plans for protecting your store/business against theft of all kinds (i.e. shoplifting, robbery, burglary,and employee stealing?)T Have you talked with an insurance agent to discuss the type(s) of insurance your business will need?T Do you have a “Food Security” plan?AdvertisingT Have you decided how you will advertise (radio, newspapers, posters, TV, the internet)?T Do you know where to get help for your ads?T Do you know what advertising tactics other food businesses in your area use to get people to patronize them?8.
Buying A Previously Owned BuildingTTTTTTHave you made a list of your likes and dislikes about buying a building?Do you know the actual reason why the owner is selling the building?Has the building recently been inspected and approved by a regulatory agency?Have you compared the cost of buying versus building a new building?Will the owner of the building transfer the lease to you?Have you talked with other business owners in the area to see what they think of the food business you would liketo start?T Have you consulted a lawyer?BuyingTTTTDo you have a method for finding out what your customers want?Will your inventory plan have a built-in system to tell you when it is time to reorder supplies?Do you plan to buy most of your inventory from those that will want to help you succeed?Do you plan to participate in the WIC or Food Stamp program?SellingTTTTTTDo you have a marketing plan?Do you know how to establish the price for each item you sell?Do you know how much your competitors charge for their products and services?Have you decided whether you will have sales clerks or provide self-service?Do you know how to get customers to buy?Have you thought about the qualities necessary for a good sales clerk?EmployeesTTTTDo you know where to look for hired help?Do you know the salary requirements for your employee(s)?Do you know what kind of employee(s) your business will need?Do you have a plan for training your employees?Credit For Your CustomersT Can your customers buy on credit?T Do you know the good and bad points about joining a credit-card plan?Other Important QuestionsTTTTHave you determined whether or not you could make more money working for someone else?Does your family support your decision to start a new food business?Do you know where to find the resources for new ideas and products?Have you sought assistance with your plans from the nearest Small Business Administration Office?After Completing Your ChecklistOnce again, if you did not check “yes” to all the questions above, you may need to consider doing more research. It’sa good idea to go back to the checklist and identify those areas that you were not able to check. After you have writtenthis list, develop and write down goals that you can accomplish to help you complete the entire checklist. Remember,starting a business involves taking risks; therefore, you’ve got to identify your needs and then go after them. Don’t beafraid to ask for assistance from others who can help accomplish your goals.9.
Business PlanPurposeOne of the first and most important steps in any business is the development of a business plan. A business plan describes theproduct or service offered by the business, defines customers, and describes financing needs.A well-prepared business plan serves several purposes:1.Helps determine the feasibility of starting the business.2.Indicates the expected financial results.3.Depicts the financial potential and its capital needs.4.Serves as a management tool and guide for charting goals, future directions, and monitoring growth. It is the“blueprint” to keep on the right track.5.Serves as a sales tool for raising capital from bankers or outside investors. It provides details on how the desiredinvestment or loan will further the business’s goals.6.Provides the lender with detailed information on all aspects of the company’s future projections.The “Outline for Writing a Business Plan” has been provided courtesy of theUniversity of St. Thomas’ Small Business Development Center.10.
Outline for Writing a Business PlanThe following outline covers the most important points for a business plan. You may start with any section; however, it isadvisable to complete one section before moving on to the next. Make sure that you address each section thoroughly, keeping inmind its recommended length. The length of a typical business plan should be between 25-35 pages to ensure that it is concise.I.II.Executive Summary (2-3 pages)a. Vision Statementb. Description of your business concept and foodbusinessc. The opportunity and strategyi. The target market and projectionsii. The competitive advantageiii. The Economics, profitability, and marketpotentialiv. The teamTable of Contents (as needed; avoid excessive detail)III. The Industry, the Company, and its Product/service(3-5 pages)a. The industryb. The food company/businessc. The products and servicesd. Entry and growth strategyIV.V.Market Research and Analysisa. Market Analysis (3-5 pages)i. Target market and its characteristicsii. Market share, trends, and growth potentialiii. Projected market shareb. Competitive Analysis(2-3 pages)i. Competitor’s profilesii. Product/service comparisoniii. Projected market shareiv. Competitive advantagev. Comparison of strengths andweaknessesMarketing Plana. Goals and objectivesb. Marketing strategyc. Marketing tacticsi. Pricingii. Advertising and promotionsiii. Sales and distribution channelsiv. Serviced. EvaluationVI. Design and Development (1-2 pages)a. Development status and tasksb. Difficulties and risksc. Product improvement and new productsd. Costse. Proprietary issuesf. EvaluationVII. Manufacturing and Operations Plan (3-5 pages)a. Locationb. Facilities and equipmentc. Manufacturing process and durabilityd. Labor considerationse. Environmental and economic impactVIII. Management Team (2-3 pages)a. Organizationb. Key management personnelc. Ownership distribution and compensationd. Other investorse. Employment and other agreementsf. Stock optionsg. Board of directorsh. Other shareholder, rights and restrictionsi. Professionsl advisorsIX. Overall Schedule (for implementation) (1-2 pages)X.Critical Risks and Assumptions (1-2 pages)a. Summary of major problems to overcomeb. Inevitable risks and problemsc. Potential risks and problemsd. Worst Case ScenariosXI. The Financial Plan (as needed)a. Actual historical income statements and balancesheetsb. Pro forma income statementsi. Gross marginsii. Fixed and variable costsiii. Estimated amount of time needed to getto break even cash flowc. Pro forma balance sheetsd. Pro forma cash flow analysise. Break-even analysisf. Cost controlg. HighlightsXII. Request for Financinga. How much and what kind of money do youneed?i. Start-up expensesii. Working capital to break-eveniii. Personal living expensesb. When do you need the money?c. What will you do with the money?d. The structure of financinge. Capitalization of the company11.
XIII. Appendixes (not mandatory, but recommended)a. Letters of intent (from potential customers)b. Results of researchc. Management’s resumesd. Professional referencese. Pictures of product, service, building, etc.f. Market studies, articles from trade journalsIn addition to the Outline for Writing a Business Plan,information and assistance in preparing a business plan maybe obtained free of charge from a variety of sources, includingpublications available from your local library, governmentor private small business assistance offices, the internet andbusiness consultants. An example of one such publication isthe book, A Guide to Starting a Small Business in Minnesota.For further questions regarding this publication, contact theMinnesota Small Business Assistance Office (see directory)Professional AssistanceBefore you start your new venture, it is a good ideal toseek some professional assistance. Here is a list of variousprofessionals who can help you get started on the right track:Accountant:Identifies appropriate business forms, equipment,operating budgets, tax planning, and bookkeeping system;assists you with the filing of the necessary governmentforms to start a business.Attorney:Selects the type of business (i.e. sole proprietor,partnership, corporation), proper filing of local documents,interprets your rights and obligations as a businessperson.Banker:Gives financial expertise and services, and assists inopening a business bank account.Insurance Agent/Broker:Evaluates insurance needs to set up a program for businessprotection, such as general, fire, liability coverage, andworker’s compensation.Business Planner:Advises on starting a food business and guides businesseson the rules and regulations; assists in developing andcompleting a formal business plan.12.
Summary for Starting a Food BusinessA ChecklistTUsing the previous checklists, access your personal skills for self-employment and commitment to the business you arestarting.TTTTCritique your proposed business idea by evaluating your competitors for comparisons of profitability, start-up costs, etc.Obtain a copy of state rules, regulations and agencies.Research your market, its potential, and your competition by using local resources and business advisors.Consult an attorney and determine the appropriate business structure: Sole Proprietorship Corporation Partnership Limited Liability Company (LLC)TTCheck local zoning requirements or restrictions before acquiring or remodeling property.TTWrite a detailed business planTLearn about business and sales tax workshops, which are often held free of charge. Call the Minnesota Department ofRevenue’s (MNDOR) sales tax information.TSecure proper business licenses and permits as necessary by checking with the Minnesota Department of Agriculture(MDA), the Minnesota Department of Health (MDH), and county and local authorities.TInvestigate and choose your best financing options (i.e. banks, venture capital, community grants). For assistance,contact the Department of Employment and Economic Development (DEED).TTTEstablish a business bank accountSelect a business name and register a Certificate of Assumed Name if necessary. Call the Secretary of State forpreliminary approval and more information.Contact the Internal Revenue Service (IRS) for a free Tax Guide for Small Business (Publication #334). Call and ask fora business Tax Kit (choose either partnership, corporation, or sole proprietorship) and Tax Tips, a newsletter for newbusinesses.Obtain needed facilities (i.e. land, building, equipment) that will comply with state and local regulations.If you will be hiring employees, take the following steps: Register for a Federal Identification Number by completing Form SS-4. Call the Internal Revenue Service (IRS) Obtain a Minnesota Taxpayer Identification Number by calling the Minnesota Department of Revenue and completingform ABR. Get Worker’s Compensation Insurance by contacting your business insurance company. For assistance contact theMinnesota Department of Economic Security. Obtain an Unemployment Insurance Account Number by contacting the Minnesota Department of EconomicSecurity; request a copy of Unemployment Insurance Information for Employers.TDevelop logo and graphic identity for business cards, advertisement and other promotional materials that will matchyour intended image.TTTTObtain adequate residential or commercial insurance coverage for the business.Establish and accurate and reliable accounting system.Select business advisors.Join and be actively involved in professional, business and trade community organizations that complement yourbusiness (i.e. Chamber of Commerce, local Rotary Club).13.
Code ComplianceZONINGSource: MN Stat. Ch. 462Every food service establishment or retail food business in Minnesota must comply with its local zoning ordinances and thestate and local building, fire, electrical, food, and licensing codes. Therefore, it is crucial that you contact the local authoritiesin which your business or establishment will be located before you begin to actively plan for its future.The local authorities will discuss with you the codes in which your business or establishment must comply. It is very importantto comply with the codes because failure to do so will subject your food business to severe penalties such as paying costly finesor revocation of licenses.Here is a listing of the codes that are discussed in this section: Zoning Plumbing Code Building Code Plan Review Fire Code Local Licensing Electrical Well CodeZoning ordinances must be strictly followed by every food business in Minnesota. Zoning ordinances determine whetheror not your particular business activities may be carried out at its chosen geographic location. For example, many zoningordinances prohibit commercial establishments in residential areas. If you are planning to open a food business in a residentialarea with this type of ordinance, you may be prevented from doing so by the local zoning ordinance. Not complying with localand state zoning ordinances could result in severe penalties.In addition, if you are planning to build or remodel your facility, a copy of your zoning permit needs to be reviewed by stateand local agencies (along with blueprints) prior to construction.One of the first steps in starting your new business should be contacting the zoning office of the city or county in which yourfood business will be located for information on zoning requirements.BUILDING CODESource: MN Stat. Ch 16BThe building in which your food business will be located must comply with the State Building Code. The building codegoverns the construction, reconstruction, alteration, and repair of buildings and other structures for which the code isapplicable. The code also provides basic and uniform performance standards; establishes reasonable safeguards for health,safety, welfare, comfort, and security; and provides guidelines for the use of modern methods, devices, materials, andtechniques.Some communities in Minnesota do not have building inspection programs; however, all Minnesota food businesses andestablishments are required by statute to comply with the State Building Code and related local regulations for the safety ofboth their patrons and employees.Contact the building official in the city or county in which your facility will be located to obtain information on the buildingcodes and local ordinances which govern your type of food business and apply for the necessary building permits.FIRE CODEThe building in which your food business will be located must comply with the State Fire Code and related local ordinances.Inspection of the facility by local and state fire inspectors is required. Your business will continue to be inspected on a regularbasis to ensure the safety of your building, employees, and patrons. Failure to comply with the fire code may result in arecommendation by the fire inspectors to have your building repaired, altered, or even demolished in accordance with thedirections contained in their orders.Contact your local and state fire inspector for information on fire code compliance and inspection for your food business.14.
PLUMBING PLANThe plumbing plan of every food business in Minnesota must comply with the State Plumbing Code. If you are planning tobuild a new food facility, you must have your plumbing plan’s blueprints approved by the Minnesota Department of Labor andIndustry (DOLI) at least 30 days prior to beginning construction of the facility. If you plan to use an existing building, theexisting plumbing and any plumbing changes must also comply with the State Plumbing Code and be approved by the DOLIat least 30 days prior to opening a food business.Because each business or establishment must follow its own specific requirements, it is a good idea to contact either the DOLIor your city/county clerk as soon as possible to discuss the codes and other regulations that pertain to your business.Some municipalities have established a formal agreement with the DOLI to conduct their own individual plumbing planreviews. All plumbing installa
Starting a food business is a new and exciting venture. It can also be a risky one. It is a good idea to thoroughly consider everything you will need to successfully run a food business. Th rough helpful checklists and a business plan outline, this section describes several important
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Food Fraud and "Economically Motivated Adulteration" of Food and Food Ingredients Congressional Research Service 1 Background Food fraud, or the act of defrauding buyers of food and food ingredients for economic gain— whether they be consumers or food manufacturers, retailers, and importers—has vexed the food industry throughout history.
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