It could be argued that few more iconic or beloved brands than Mrs. Pastures® Cookies for Horses exist in today’s horse industry. With their highly recognizable, red-lidded jars, they evoke a sense of nostalgia for many of us, leading to memories of days gone by, when we would cheerfully feed them to the horses that helped us learn and grow.

Devoted fans have included some of horse racing’s best-known champions, such as Hall of Famers California Chrome — who is still receiving regular Mrs. Pastures shipments at his home in Japan — and Old Friends Farm resident “Mr. Personality,” Lava Man. Mrs. Pastures cookie crumbs are even sent to 1997 Kentucky Derby and Preakness Stakes winner Silver Charm, who has trouble chewing the standard cookies.

In October 2023, Mrs. Pastures built on this success when it proudly launched its first-ever addition to the product line, the sweet potato-infused Super Cookie™. Several more exciting new recipes are in the works.

How it all began

Mrs. Pastures Cookies for Horses was the 1986 brainchild of 66-year-old California horsewoman Patricia Burge, who wanted to create a wholesome treat for her daughter Maggie’s exceedingly picky horse, Poncho.

People are often curious about how the name of the company came to be. As the story goes, Mrs. Burge’s husband tried one of the horse cookies and remarked, “Well, it ain’t Mrs. Fields,” to which she replied, “No, it’s Mrs. Pastures!” The name stuck.

The all-natural ingredients of Mrs. Burge’s original cookie recipe remain unchanged, including apples, oats, cane molasses, rolled barley, water, and wheat middlings (a beneficial byproduct of the wheat milling process).

A legacy of love

Patricia Burge officially started the Mrs. Pastures business in her home kitchen and, at that time, never dreamed of it becoming the success it has. Her daughter, Maggie Carroll, officially took over business operations when her mother passed away in 2016 at the age of 96.

Five years later, Alltech acquired the business. Mrs. Carroll served as a close advisor in the first year following acquisition, helping to ensure that customers could continue to count on the high quality and great taste for which the treats are known.

A recipe for success

The original wholesome, home-kitchen-developed recipe, paired with Alltech’s industry knowledge and global reach, has already proven to be a winning combination — positioning Mrs. Pastures to meet the equine industry’s ever-evolving needs. The original recipe is now available not only in those red-lidded jars but in everything from 8-ounce pouches to 50-pound tubs.

With the new Super Cookie, Mrs. Pastures is giving health-conscious horse owners a superfood-filled treat option. Made with the same time-tested process as the original cookie, the Super Cookie is primarily made up of sweet potatoes, turmeric and kelp, with no molasses or other added sugars.

Nourishing the bond

Mrs. Pastures has an enduring commitment to nourishing the bond between horses and their humans — a tradition Alltech is proud to help the business carry on. The treats often serve as a healthful, positive reinforcement-based horse training incentive, helping to develop better ground manners, improve trailer loading and reward good behavior under-saddle.

To learn more or to find a retailer near you, visit mrspastures.com.

Nestled on the banks of the Clyde River, overlooking Vermont’s widely reputed lush, forested hills sits Poulin Grain. Proud to call Vermont home since 1932, this fourth-generation family-owned business offers personalized service — including one-on-one animal nutrition consultations, lab-based forage analysis and customized recommendations — along with the manufacturing and delivery of premium animal feeds. Poulin Grain’s diverse customer base includes livestock producers and animal enthusiasts throughout the eastern U.S. and Canada.

As noted by company president Josh Poulin, the nearly 90-year-old business “[has] always been committed to delivering high-quality animal nutrition products at a fair value, and taking care of [its] people, animals and customers.”  

Based in Newport, Vermont, Poulin Grain serves a wide range of customers throughout the eastern U.S. and Canada, including many dairy producers.

Managing mycotoxins in feed and forage

Poulin Grain maintains a steadfast focus on serving the animal and meeting their requirements, which is why they are consistently exploring new technologies that can help them implement superior quality control and produce animal feeds of only the highest caliber.

The company’s northeastern U.S. location — a region often referred to as “mycotoxin central” — led to them initially building a relationship with Alltech. The two companies worked together to implement a mycotoxin control program at Poulin’s mills while also helping their nutrition teams and customers understand more about this dynamic problem on-farm, which includes a central focus on enhancing forage quality.

Why mycotoxin testing is necessary

A 2021 study from Weaver et al. highlighted the prevalence of these toxic compounds in U.S. corn grain and corn silage by analyzing the results of almost 2,000 grain and forage samples across seven years. Findings showed that the mean numbers of mycotoxins per sample were 4.8 and 5.2 in grain and silage, respectively.

These findings are often replicated in the ongoing testing carried out by Alltech’s 37+^® mycotoxin analysis laboratory network. For example, in 2021, over 7,000 tests revealed that an astounding 95% of samples contained two or more mycotoxins.

In recent years, several factors have combined to exacerbate the mycotoxin risk in animal diets worldwide. More extreme weather patterns, such as droughts and floods, are creating extra stress on crops, which is one of the primary predisposing factors for mold and mycotoxin development. Additionally, the shift to no-till crop establishment and reduced crop rotation is leading to a greater buildup of crop residues, which only serves to increase the mycotoxin risk in subsequent crops.

How mycotoxins impact animals

Mycotoxins can be the root cause of numerous problems on-farm. However, some of the more common mycotoxin symptoms include:

• Digestive disorders, such as diarrhea.
• Reproductive challenges, such as decreased fertility and abnormal estrous cycles.
• Reduced animal performance, often linked to reduced feed consumption and nutrient utilization.
• Compromised health, related to suppressed immunity and increased disease risk.

As demonstrated by the routine mycotoxin analysis mentioned above, the presence of multiple mycotoxins in grains and forages tends to be the norm rather than the exception. This may lead to additional or synergistic effects, further compounding the mycotoxin problem for livestock producers.

Taking a proactive approach to mycotoxin management

Although mycotoxins are often chemically stable enough to survive food and feed processing — meaning it is virtually impossible to eliminate them from the supply chain — there are some key steps that can be taken to enhance control efforts.

John Winchell serves as Alltech’s Northeast U.S. territory sales manager, where he has worked with Poulin Grain for nearly two years. When working through mycotoxin challenges, John has always believed it’s best to take a more proactive approach.

“When you think of mycotoxin management, I think it’s much more than just a product — it’s a program; [one that involves] looking at pre-harvest and post-harvest strategies, and [considering] different things, such as climate, population, and varieties,” John explains. “[This paints] a total picture as opposed to [taking a] reactive [approach].”

Aided by Winchell’s support throughout the crop-growing season, Poulin Grain and their dairy nutrition customers have implemented steps to help enhance forage quality and produce superior quality dairy feeds.

For example, to manage grain and forage quality post-harvest, John introduced Poulin Grain to both the Alltech 37+ mycotoxin analysis and Alltech RAPIREAD^®.

Alltech 37+ is a lab-based mycotoxin detection method that can identify up to 54 individual mycotoxins, including those in total mixed rations (TMRs).

Alltech RAPIREAD utilizes a portable testing module to quickly detect six key mycotoxins. It is typically used directly on-farm or in the feed mill due to its ability to deliver quick results, often in less than 15 minutes.

“Working with [Alltech] 37+ to look at the different samples on different commodities and forages has really helped us get closer to where we need to be on forage quality and cow health,” states Winchell, while also highlighting how Poulin Grain were early adopters of Alltech RAPIREAD, thereby allowing mycotoxin control decisions to be activated on the same day that a challenge is identified.

Optimizing dairy forage quality is a key focus area for both Poulin Grain and Alltech.

Maximizing livestock productivity

Poulin Grain is no stranger to adaption and innovation, as noted by general manager and senior vice president Mike Tetreault, “One of the key things for Poulin Grain to continue to be leaders in animal nutrition is we must be innovative. And part of being innovative for us is having the right products, services and technologies [in place].” That is where John Winchell and Alltech come in.

According to Tetreault, “[Winchell] has been a tremendous asset for us — he’s been really committed [to serving] all our customers and covering every area. He’s been a true source of support, education and growth for all our customers and [our] company. I don’t know what we’d do without this Alltech service.”

From starting with a simple introductory webinar to today implementing the latest in mycotoxin detection, Mike feels the Poulin team has now become experts in managing mycotoxins and is far more able to make informed decisions.

What lies ahead

As Poulin Grain’s business continues to grow and develop the ways in which it serves its diverse customer base, Tetreault is excited about what lies ahead.

“When we find problems that really need further investigation, Alltech’s 37+ [program] has been there to support us dramatically for the last year,” he says. “We’ve had several situations where we’ve been able to help and correct management [on-farm]. It’s really been a great run, and I know that going forward, utilizing these Alltech services, products and technologies will [continue to] truly be an asset for Poulin Grain.”

For any cow-calf operation, a primary goal is to enhance the ratio of pounds of calf weaned per cow bred annually. A critical component of reaching this goal is keeping the herd as close to a 365-day calving cycle as possible. To this end, shortening the postpartum anestrus interval and increasing first-service conception rates to reduce the need for cattle rebreeding are key topics of discussion and research within the industry. Both nutrition and body condition affect anestrus and conception, dictating the cows’ ability to rebreed successfully.

Identifying and correcting problem cows between calving and breeding is not an easy proposition. As such, the best option is to set a cow up for success before calving by ensuring that her BCS is between 5.5 and 6 and that her nutritional needs are met.

Return to estrus

The length of the postpartum anestrus is fundamental to determining the calving interval. Given a typical 283-day cow gestation period, cows must have a postpartum interval of 82 days to produce one calf every 12 months. Cows cycle from anywhere between 30 to 100 days after calving, with nutrition and cow age contributing to the anestrus length. In beef cows, the uterus returns to its non-pregnant size by around 30 days post-calving. Before cows are ready to cycle normally, an additional 10 days is required to complete the uterine involution.

Beef cows that calve early in the season and cycle early have better chances of fully completing their uterine involution and returning to their normal cyclicity before the start of the breeding season. Cows that are cycling before starting the breeding season are most likely to conceive on first breeding — and within the first 21 days of the breeding season.

Research has also shown that the nutritional requirements for beef cattle in late gestation affect the cow’s health and return to normal cyclicity. The importance of body condition scores and nutrition in relation to conception and pregnancy rates has been thoroughly studied, with results indicating that:

• Cows need access to sufficient protein and energy to calve with a BCS between 5.5 and 6. Not only is being in the proper condition important for allowing the cow to produce high-quality colostrum, but this BCS must then be maintained throughout the breeding season.
• Underconditioned cows are slower to cycle, skewing the 365-day calving cycle, and cows that lose condition between calving and breeding are significantly less likely to conceive.
• Immediately following calving, the cow is using the nutrition she is provided with to recover from the stresses of the gestation period and calving, as well as to produce milk for her new calf. Only after those needs are met will the cow redirect her energy and nutrients toward preparing for the next breeding season.

A significant body of external work supports the use of fat supplementation to enhance reproduction, generally in relation to managing cattle BSC and/or avoiding a negative energy balance in transition animals. In these cases, oleic acid (C18:1) may be the preferred fat source, as it boosts energy being partitioned toward the cow’s body reserves. 

Alternatively, stearic acid (C18:0) is preferentially used as an energy source, and dietary supplementation may reduce the cow’s reliance on mobilizing her body reserves. All fat feeding should be carefully considered — especially the type of fat and the timing of the feeding, as there are instances in which supplemental fat has reduced reproductive efficiency by increasing anestrous, reducing intake and, in turn, the energy balance, or inhibiting prostaglandin synthesis.  

Conception success and embryo mortality

A lot of attention is given to conception rates in beef cattle. However, research from Ft. Keogh in Montana indicates that 90–100% of cows will conceive at first breeding and that it is actually early embryo mortality that gives rise to many open cows. 

• Approximately 25% of cows suffer embryonic loss before the 28th day of their gestation period, with a further 8% of pregnancies lost before day 42. 
• Unlike late-term pregnancy losses, early embryo mortality is often not noticed on the farm. These losses are often miscategorized as cows that didn’t catch on the first round of breeding.
• Embryo mortality is estimated to cost U.S. cattle producers $1.4 billion annually as a result of open cows, lost productive days and rebreeding costs. 
• Embryo survival is affected by a variety of factors, including maternal and fetal nutrition, genetics, maternal stress, parity and health. As a result, research examining this issue is limited, and often, no clear answer for reducing embryonic loss is determined.  

How nutrition affects reproductive success

Balancing energy and protein in cow diets is important, as lower conception rates are often observed in cows with very high dietary protein intakes. Excess protein can increase the urea concentration in uterine secretions, which results in elevated prostaglandin levels. As prostaglandin is a signal for the body to return to cyclicity, this mechanism may be partly responsible for early embryonic losses in some herds.

As with body condition maintenance, research indicates that fat supplementation may additionally have a direct impact on reproduction.

• Dietary fat has been reported to increase follicle formation in super-ovulated cows, possibly by increasing the serum insulin levels as a mediating step. 
• Luteinizing hormone (LH) secretion, which triggers ovulation and CL development, is controlled in part by an animal’s energy status; thus, fat supplementation that enhances the energy balance will also aid in LH regulation.
• Dietary fat supplementation has also been reported to increase serum progesterone. A poor-quality CL or insufficient progesterone can both be responsible for pregnancy losses before implantation, particularly in cows that are bred on their first cycle after calving. This once again highlights the importance of early calving to provide cows sufficient time to complete their anestrus and return to normal cyclicity before the start of the breeding season.

Beyond energy and protein, trace minerals — such as copper, zinc, manganese and selenium — play key roles in health, metabolism and the general nutritional requirements of beef cattle. Sub-clinical deficiencies in trace minerals can lead to reduced cyclicity and diminished reproductive health. Minerals impact colostrum quality and calf immunity, but their value for the cow should also not be forgotten. 

Optimizing trace minerals can aid in maintaining optimal uterine health by reducing the risk of:

• Metritis.
• Retained placentas.
• Other adverse events that lengthen the time needed for uterine involution and a return to normal cyclicity.

Nutrigenomics research has also shown that minerals affect several metabolic pathways related to the preparation of the endometrium for implantation.

Other factors affecting success

The period before the start of the calving season is a good time to go over your herd health plan. Connect with your veterinarian and other experts to ensure that your management and vaccination programs are in line with the best practices for your region.

This is also a good time to make sure that your recordkeeping is up to date. Diagnosing breeding and reproductive issues is often an exercise in looking back. Working from accurate records can make the difference in identifying the underlying causes and developing a plan to prevent them next year.

The bottom line

Beyond the importance of individual nutrients, timing the supplemental feeding of cows correctly is important. The last 50 to 60 days of the cow’s gestation period are well-known to be critical for colostrum quality, as well as calf health and growth — but preparation for calving and rebreeding go hand in hand. As it takes time for nutrients to be absorbed, metabolized and take effect in the animal, a feeding program to support reproductive soundness and breeding-related stresses should begin before calving and continue through the confirmation of pregnancy.

A few key indicators to monitor are the percentages of mature cows calving during the first 21 days of the calving season and of late-season-calving cows. If either of these metrics run above average, it is time to take a close look at your calving and breeding season program.

Simply put, cows need to be set up for successful rebreeding before calving. Waiting to think about the breeding season until after the calf hits the ground is too late to affect major change in your cow herd’s performance.

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Proactive cattlemen are good cattlemen. They have the foresight to combat the inevitable stresses and other challenges their cattle will face. They know that weaning, transportation and other prolonged periods of stress can have a negative impact on immune function and, ultimately, the performance of their animals. So they act to mitigate that stress and, in turn, any health problems their beef cattle are facing. They know that prevention is cheaper than treatment, and they want to see their cattle thrive. Preventative health management practices are key for healthy cattle.

Vaccinations and nutrition have a symbiotic relationship in terms of maintaining healthy immune functions in cattle. While quality nutritional programs are the bedrock of healthy immune function, both nutritional and vaccination programs are important for successful preventative health management on a cattle operation. Preventative health management focuses on promoting an animal’s natural immunity and minimizing the negative growth responses associated with stress and other health challenges.

The role of vaccination

Vaccinating your cattle stimulates their immune systems to produce antibodies that specifically work to combat disease-causing viruses or bacteria. After vaccination, a healthy immune response should translate to a memory of those specific pathogens for the immune system. This memory ensures a rapid response if the animal is exposed to pathogens it has been vaccinated against and allows the animal to avoid infection. Disease challenges vary between different geographies, so it is important to work with your local veterinarian to develop vaccine protocols, as they can identify and walk through the specific needs of your operation.

Although your needs may vary based on your herd and geography, there are a few vaccines that we typically consider crucial for beef cattle, such as a scours vaccine and vaccinating for the bovine respiratory syncytial virus.

Implementing a beef vaccination schedule

While vaccination is generally important, establishing a well-constructed beef cattle vaccination schedule is crucial for vaccine success. One part of that plan — that is, the timing — can make the difference between failure and success. Vaccinations should be timed so that peak levels of antibodies are present when the animal is at the highest risk of infection. Keep in mind that peak levels of antibodies take several weeks to manifest following vaccination, so you’ll want to plan ahead.

The stage of the production cycle will determine the type and timing of the vaccine.

• Pre-calving: A scours vaccination should happen during late gestation so that the highest levels of antibodies are present in the colostrum. A new calf’s immune system is weak, leaving it susceptible to disease and reliant on colostrum to provide it with much-needed antibodies and protection.
• Pre-breeding: For added protection for replacement heifers and cows, it might make sense to implement a pre-breeding vaccination protocol. This should be done around 45 days before you are hoping to breed. 
• Bulls: Keeping your bulls protected may mean implementing an annual vaccination program. Similar to your cows and replacement heifers, these vaccinations may be most effective for bulls around 45 days before breeding.
• Weaned calves: Vaccinations should be given a couple of weeks before weaning so that peak antibody protection is achieved during feedlot arrival. With weaning, transportation, a new environment and mingling with a new group, this time in a calf’s life is the perfect storm for sickness. Vaccination provides calves with some protection as they start this new stage of their lives.

These programs and protocols are only as effective as they are managed. Poor animal health status at vaccination, improper vaccine handling and inadequate nutritional status can all lead to vaccine failure. A failed vaccine costs more than just the amount of product you had in the syringe; it can lead to loss of gain or even death throughout an entire group of calves. Likewise, it is important to understand that vaccines do not guarantee 100% protection and may only provide protection for a period. Even so, can we increase the effectiveness of the vaccine through proper nutrition?

The role of nutrition

Meeting an animal's nutritional requirements is essential for the proper development, maintenance and function of its immune system. Among the other health benefits good nutrition provides, it can also bolster the effectiveness of vaccines and provide longer-lasting protection for cattle. To achieve a nutritional status that supports immune responses, a cattle nutrition program must include energy, protein, trace minerals and vitamins.

• Energy: Immune responses require an abundance of energy. When cattle are exposed to a disease, their immune systems work hard. In terms of the energy hierarchy, an immune response comes before maintenance and production energy. However, shifting energy to the immune response will decrease the nutrients available for growth or maintenance and can cause a reduction in body condition in dams and reduce growth in feedlot animals.
• Protein: Proteins are used to produce antibodies. Since the goal of vaccination is to increase the production of antibodies, a protein deficiency can result in substandard antibody production. As with energy, shifting protein from growth to immune function can negatively impact animal performance.
• Trace minerals and vitamins: The amount of trace minerals and vitamins needed in the diet varies based on the age, role and geography of the cattle, but both vitamins and minerals play an essential role in immune function. Deficiencies in one or more of these nutrients can lead to reduced antibody production.

Nutritional needs at different life stages

Just like with vaccines, the nutritional needs of your cattle will vary based on your specific herd and geography. Factors that can contribute to the nutrition discussion on your operation include the type of facilities your cattle have access to, the feedstuffs used and whether your cattle have experienced health issues in the past. The most important factor, though, is the current life stage of your cattle, as this will dictate the most basic nutritional needs that should be met.

• Newborn calves: As mentioned above, calves are born with a high susceptibility to disease, requiring them to rely on colostrum to acquire those all-important antibodies. Calves should have a healthy gut from the very start so that they can better absorb the nutrients in colostrum and, as they transition to creep feed, maximize their potential for big gains.
• Weaned calves: Maintaining a healthy gut in your calves through weaning is crucial to supporting their gastrointestinal integrity, aiding in vaccine success during the receiving period and keeping them healthy in high-stress situations.
• Cows: The needs of the cows in your herd can vary based on their age and their current stage in the production cycle. Depending on the forage quality, cows may need mineral supplementation for optimum health, immune function and reproductive success.

Herd vaccination programs require an investment of both time and money, and quality nutrition is essential to safeguarding your investment. Talk with your veterinarian about putting together a solid vaccination and nutrition program for your operation. Remember: Proactive cattlemen are good cattlemen, and prevention is cheaper than treatment.

I want to learn more about nutrition for my beef cattle.

Each growing season can present its own unique challenges, from hot temperatures and drought to excess rainfall and flooding. Extreme weather conditions can not only reduce yield but also delay harvest, increase plant stress and lead to future issues for the crop, including molds and mycotoxins.  

Mycotoxins are a concern for livestock producers, as they influence feed quality and animal safety. They are produced by certain species of molds and can have toxic properties that impact animal health and performance. Harvest samples from across the U.S. are currently being submitted to the Alltech 37+® mycotoxin analytical services laboratory, and the analysis is showing high levels of mycotoxins, as in past years, of DON, fusaric acid and fumonisin, as well as HT-2 this year.  

“The extreme weather events that we’ve seen across the U.S. this year present different challenges, different types of molds and different types of mycotoxins,” said Dr. Max Hawkins, nutritionist with the Alltech® Mycotoxin Management team. “And we monitor those risks with our harvest analysis through the Alltech 37+® mycotoxin tests to evaluate risk to livestock health and performance.”  

Mycotoxins are seldom found in isolation, and when multiple mycotoxins are consumed, they may have additive, or even synergistic, interactions that increase the overall risk to performance and health. As a result, an animal may have a stronger response than what would be expected if it was only experiencing a single mycotoxin challenge. In 2017, 95 percent of samples submitted tested positive for at least five mycotoxins. 

Testing feedstuffs and finished feeds is important to understand the risk of mycotoxins, so Alltech is currently offering a free 37+® mycotoxin test to producers. Visit knowmycotoxins.com/freetest for more information.  

Alltech will host a United States Corn Silage Report webinar with Dr. Max Hawkins on Wednesday, Oct. 24, 2018, at 3:00 p.m. CST. Register for the webinar via this link.  

Hawkins and John Winchell, territory sales representative for Alltech, recently appeared on Rural America Live to speak about mycotoxin risks. Watch the video here. 

For more information on mycotoxin management, visit knowmycotoxins.com.   

[GUELPH, Canada] – Colleagues, friends and dignitaries recently gathered in Guelph at Alltech’s Canadian headquarters to celebrate the global animal nutrition company’s 30th anniversary operating in Canada. Founded in 1988 by Dr. Pearse Lyons, Alltech Canada has offices and representatives strategically located across the country. In 2016, Alltech acquired Masterfeeds and added a strong network of farm-focused dealers to accommodate and service farmers and ranchers nationwide.

“Canada is one of the largest agricultural producers and exporters in the world,” said Stuart McGregor, general manager of Alltech Canada. “We are proud to celebrate 30 years in Canada and look forward to many more supporting our farm and ranch customers across the country.”

Coinciding with the Alltech Canada 30th anniversary celebration, the World Trade Center Kentucky and Kentucky Agriculture Commissioner Ryan Quarles visited the Guelph area on an agriculture and agribusiness-focused trade mission. Canada is Kentucky’s top agriculture and agri-food export market, and in 2016, Kentucky’s agriculture and related industries exported US$230 million to Canada.

“Kentucky agriculture needs international trade, but more importantly, the rest of the world needs Kentucky agriculture,” said Quarles. “The goal of this agriculture-focused trade mission is to generate export opportunities by connecting our farm community to new international markets.”

While in Canada, the trade mission delegates visited a grain farm, toured the University of Guelph Livestock Research and Innovation Centre, participated in roundtable discussions and attended an Agriculture and Agribusiness Symposium, business-to-business meetings and business networking receptions. The mission was sponsored by Kentucky Farm Bureau, Masterfeeds/Alltech, the Kentucky Distillers’ Association and the Kentucky Thoroughbred Association.

A new type of cow’s milk is appearing in supermarkets across the globe: “A2 milk.” Supporters of A2 milk, including consumers who report they cannot drink cow’s milk without suffering digestive issues, indicate that A2 milk may be easier to digest than traditional cow’s milk.

What is A2, and how can it affect me?

Cow’s milk is a good source of protein, containing 8 grams of protein per 8-ounce glass. The primary proteins in milk are casein and whey, with casein accounting for about 80 percent of the total protein. There are different types of casein, with one of the three major casein proteins being beta-casein. A1 and A2 are two variants of beta-casein.

Depending on a cow’s genetic makeup, it can produce A1 beta-casein only, A1 and A2 beta-casein, or A2 beta-casein only. Commonly, unless otherwise labeled, both A1 and A2 are expressed in the traditional cow’s milk found on supermarket shelves. There are small variations between the two proteins — they’re nearly identical — and while there is no strong scientific research on the topic, there is anecdotal evidence to suggest milk containing only A2 beta-casein is easier for some people to digest.

When A1 protein is digested in the small intestine, it produces beta-casomorphin-7 (BCM-7), a peptide that has been linked to stomach discomfort and symptoms similar to those experienced by people with lactose intolerance. 

Experiencing stomach discomfort (symptoms such as gas, bloating and diarrhea) after consuming dairy products is often attributed to lactose intolerance. However, a few researchers now believe that it may be BCM-7, not lactose, that is producing these symptoms in some people.1-3

A2 milk

The a2 Milk Company was founded in 2000 in New Zealand, providing milk from cows that only produce the A2 protein. The a2 Milk Company tests the DNA of its cows using a strand of hair from the tail of each cow to ensure the animals produce milk that contains the A2 protein only. These cows are then segregated and milked separately. The milk is also tested after production to ensure it does not contain A1 protein. The company owns the patent to the method for identifying the A2 milk cows, meaning it’s the only brand that can sell milk with the A2 label.4

Should I choose A2 milk over traditional cow’s milk?

For consumers who do not experience any digestive issues with milk consumption, there is no evidence to suggest benefits in drinking A2 milk over traditional cow’s milk, which contains both the A1 and A2 proteins.

But, for consumers who report digestive discomfort when drinking traditional cow’s milk, it may be a suitable option to be able to enjoy milk and its health benefits without symptoms.

It is important to note that A2 milk still contains lactose and milk protein, so it is not an appropriate alternative for people with diagnosed lactose intolerance, galactosemia or a milk allergy.

References:

1. Nutrition Journal. 2016 Apr;15(35). Effects of milk containing only A2 beta casein versus milk containing both A1 and A2 beta casein proteins on gastrointestinal physiology, symptoms of discomfort, and cognitive behavior of people with self-reported intolerance to traditional cows' milk.  Jianqin, S., Leiming, X., Lu, X., Yelland, G. W., Ni, J., & Clarke, A. J.
2. Eur J Nutr. 2014 Jun;53(4):1039-49. Comparative evaluation of cow β-casein variants (A1/A2) consumption on Th2-mediated inflammatory response in mouse gut. Ul Haq MR1, Kapila R, Sharma R, Saliganti V, Kapila S.
3. Int J Food Sci Nutr. 2014 Sep;65(6):720-7. Dietary A1 β-casein affects gastrointestinal transit time, dipeptidyl peptidase-4 activity, and inflammatory status relative to A2 β-casein in Wistar rats. Barnett MP1, McNabb WC, Roy NC, Woodford KB, Clarke AJ.
4. https://thea2milkcompany.com/about-us/about-our-products/

I want to learn more about nutrition for dairy cows.

First time a Kentucky brewery takes home the overall grand prize for its beer Dark Charge Barrel Aged Molé

[LEXINGTON, Ky.] — Over 5,000 craft beer aficionados attended the fifth annual Alltech Craft Brews & Food Fest on May 19, 2018, at the Lexington Convention Center. The festival featured over 60 breweries from across the country as well as food from local vendors and some of the best chefs in the state of Kentucky.

More than 50 breweries from four countries submitted 325 unique beers, which were judged by an expert panel of judges based on Beer Judge Certification Program guidelines. At the end of the day, and the bottom of the glass, the Commonwealth Cup was awarded to Barrel Aged Molé brewed by Braxton Brewing Company from Covington, Kentucky.

The Alltech Craft Brews & Food Fest was started five years ago by the late founder of Alltech, Dr. Pearse Lyons, to celebrate craft beer, something about which he was particularly passionate. In fact, Kentucky Bourbon Barrel Ale® from Alltech Lexington Brewing & Distilling Co., which Dr. Lyons founded in 1999, is regarded as one of the forerunners of the bourbon-barrel aging trend in craft beer.

“Dr. Lyons was always a champion of craft brewing, long before it came into the mainstream,” said Dr. Mark Lyons, president of Alltech, toasting the memory of his father.“

He was passionate about developing the craft brewing and distilling market in Kentucky, training a generation of brewers and distillers and investing in events like today’s festival that give us a little taste of what he loved.”

The Alltech Craft Brews & Food Fest marked the beginning of ONE: The Alltech Ideas Conference (ONE18), held May 20–22 in Lexington, Kentucky. The event includes a breakout session on brewing and distilling. For more information, visit one.alltech.com.

Follow Kentucky Ale® on Facebook, Snapchat, Instagram and Twitter (@KentuckyAle) for updates as well as information on the Alltech Craft Brews & Food Fest. For more information about Alltech Lexington Brewing & Distilling Co., visit www.kentuckyale.com.

Winners of the Alltech Young Scientist program to be awarded at ONE: The Alltech Ideas Conference (ONE18).

[LEXINGTON, Ky.] — In a few short weeks, agriscience students from colleges and universities around the world will compete at the highest level for the chance to be rewarded for their innovative research. The global regional finalists have been selected for the 2018 Alltech Young Scientist (AYS) program, the world’s largest agriscience competition for university students. Now in its 13^th year, the program’s pool of nominees represents 83 universities from 28 countries.

The regional finalists will attend AYS Discovery Week, held in conjunction with ONE: The Alltech Ideas Conference (ONE18), May 20–22 in Lexington, Kentucky, to present their research to a panel of international judges. They will also have leadership building, career mentorship and networking opportunities. The prizes include a fully funded Ph.D. position for the global undergraduate winner as well as $5,000 USD, and a fully funded postdoctoral position and $10,000 USD for the global graduate winner. 

The regional finalists for the graduate AYS award and their paper topics are:

• Zili Gao, University of Massachusetts Amherst, United States
  • “The heat shock cognate 70 protein is a novel target of nobiletin and its colonic metabolites in inhibiting colon carcinogenesis”
• Saheed Salami, University of Catania, Italy; currently attending University College Cork, Ireland  
  • “Cardoon meal as a novel feed: effect on lamb performance, rumen function and meat quality”
• Yanli Liu, Northwest A&F University, China
  • “Metabolomics and proteomics reveal impacts of folic acid on lipid metabolism in chicken primary hepatocytes (Folic acid regulates lipid metabolism mediated by IGF2)”
• Moisés Poli, Universidade Federal de Santa Catarina, Brazil
  • “Pacific white shrimp and Nile tilapia integration in biofloc system under different fish-stocking densities”

The regional finalists for the undergraduate AYS award and their paper topics are:

• Ronald Trotta, University of Kentucky, United States; currently attending North Dakota State University, United States
  • “Effects of source and level of dietary energy supplementation on fiber digestion and in vitro methane production from tall fescue-based diets”
• Evgeny Remizov, Saratov State Agrarian University, Russia
  • “Antimicrobial peptides as a base of development of new antimicrobial medication”
• Shenfei Long, China Agricultural University, China
  • “Dietary supplementation with DHA-enriched microalgae improves performance, serum composition, carcass trait, antioxidant status and fatty acid profile of broilers”
• Juan Bol, Universidad EARTH, Costa Rica 
  • “Evaluation of induced resistant products to improve root health and control of plant parasitic nematodes in commercial banana plantation”

“The Alltech Young Scientist program provides a once-in-a-lifetime experience for the best and brightest minds of the next generation of agriculture science leaders,” said Dr. Karl Dawson, vice president and chief scientific officer at Alltech. "The regional finalists will present their research to a global audience, and the undergraduate and graduate competition winners will have the opportunity to join our global team."the opportunity to join our global team.”

For more information about the Alltech Young Scientist program, visit AlltechYoungScientist.com and stay connected through the Alltech Education Facebook page.

The following is an edited transcript of Luther Andal's interview with Randy Lamontagne, general manager of Cowtown, a retail chain aquired by Alltech. 

Luther:                       Alltech is in the animal feed business, crop business, beverage business, and now, Western wear business. Yes, that’s right: When Alltech acquired Masterfeeds in Canada in 2016, a small retail chain called Cowtown was included. Here to tell us his story, and the Cowtown story, is general manager Randy Lamontagne. Welcome.

Randy:                        Thank you.

Luther:                       Tell us more about Cowtown.

Randy:                         I’d start by saying Cowtown is about a 20,000-square-foot retail store in Regina, Saskatchewan, Canada. We sell Western wear, tack, saddlery, animal health, feed supplies, and pet food and pet supplies.

Luther:                       That’s quite a bit of diversity there. What is the history?

Randy:                         In about 1994, a fellow named Ray Haykel built a feed mill in Regina and started tacking on an office. He decided as he was building the office — he was in construction ­­­­— to expand it a little bit and put in a pet food retail store. Sometime during construction, which I suppose lasted maybe six months or so, he was down in Texas and ran into a big Western wear store. He called home and said, “You know what? Halt the construction. I want to build up a second level and put a Western wear store on top.” He was an entrepreneur with some big dreams, and he just kept dreaming bigger and building as he went. That’s how it started.

Luther:                       Some people may know Cowtown as a Western wear retailer. But, as you’ve pointed out, it didn’t start that way — it’s more diverse than that. Can you give us an idea of products and how they’re used?

Randy:                         I think the biggest thing that makes us successful is the diversity. We’ve got quite a lot of consumables, and when you consider the pet food and the feed for livestock — I use the term “consumables” because it’s something that people need on a frequent basis — and that helps drive Western wear sales. Consumables help drive sales of all the other products that we carry. You might see a typical Western wear customer once every two to three months, for example. But, if they’re buying pet food or feed from you, you can increase the repetition. You increase the frequency of visits to your store, and maybe you’re seeing that same customer two to three times per month instead of once every two to three months. By having that consumable, you also expose them to your clothing lines and some of your other soft-good lines on a more frequent basis. They’ll buy because they see something they like — not so much because they need it, but because they’re buying based on emotion. They may see something they like or see a staff member wearing something they like.

Luther:                       Tell us a little bit about your background — I know it’s an interesting story ­because of where you came from and how you came to be general manager at Cowtown.

Randy:                         It’s a very long story, and I won’t go through it all, but I grew up on a family farm in southeastern Saskatchewan. We had land spread out over two separate areas. We farmed grain, cattle, pigs, chickens and horses. We’re a mixed farming operation.

                                    In the mid-`70s, we bought a service station in our small town — a community of 600 people — right between our two farm areas. We started operating that service station, and my dad decided that we could get more customer traffic if we built onto it. So, we built a grocery store, and then a sporting goods and guns and ammo store was added. Later, we added farm-ag belts and bearings. We just kept building and expanding with opportunities and needs.

                                    So, I kind of grew up in retail. I also worked oil rigs after high school. At one point, I owned a bar and restaurant and a hotel. I’ve sold cars. I took an engineering class and got my power engineering tickets. Just when I was starting a new job in the power engineering career, I happen to meet Ray Haykel in an auto body shop and —  like the old “The Godfather” quote, “I’m going to make you an offer you can’t refuse” — he got me to manage his Western wear store. That was about 21 years ago. I started that, and I found my niche. I really found that what I enjoy is just dealing with people. I find this industry to be down-to-earth. I have a lot of fun with the customers, the staff, everybody. It’s been a great experience.

Luther:                       Let’s bring it back to Cowtown. What’s the breakdown of sales look like with all these different groups?

Randy:                         I would say about 35 percent of the business is on the pet side, about 30 percent is on the Western wear side and the rest is animal health and feed.

Luther:                       Do you tailor the products that you offer in each store based on the location and the community that they’re serving?

Randy:                         Absolutely. You have to get to know your customer and get to know the area you’re in. Any time we start a new store in a new area, we do a little homework, a little research. But then you’re constantly changing and you’re constantly evolving. Your customer, to a certain degree, dictates that. I always ask our staff to keep a notepad by the till. If a customer asks you for something — whether you have it or not is immaterial at that time — write it down. Offer the service or advice. If you don’t have the product that they’re looking for, recommend another option, even if it’s for a competitor. Recommend where they can get it, because you’re still helping that customer. You’re still providing them a service, even if it’s just an answer for where they can get it and even if it’s not from you at the time.

                                    As you make those customer notes on a daily basis, you’ll start to see trends. I’ll pull those notepads from the till every once in a while and check through them myself. When I start seeing the same thing written down two to three times, I think, okay, here’s an opportunity — here’s something our customers are asking for.

Luther:                       It sounds like customer service is a big aspect of Cowtown.

Randy:                         Absolutely. You know what? It’s almost cliché: Everybody says, “Customer service. The customer is number one. The customer is first.” But unless you really believe it and are passionate about it, it’s meaningless. You really have to focus on it. I think in these days, with competition being so fierce for everyone’s hard-earned dollar, shopping to me is almost a form of entertainment.

                                    There are two types of shoppers: There’s the guy that needs something. He knows exactly what he needs. He just wants to get in your store, get his product and get out with no hassle. For the other type of customer, shopping becomes a form of entertainment. They’re looking around, and they’re taking their time. That’s not me. I’m not that guy. I’m more the guy who wants to get in and out and get what I want. But you have to provide an experience for customers.

                                    I’ve always said if you can put a smile on somebody’s face, they’ll remember you. If you can accomplish that, then you get that customer talking about you — talking to his friends and neighbors and recommending you.

Luther:                       It’s becoming increasingly difficult for small businesses to compete against big-box stores. You’ve highlighted the customer service and entertainment aspects. Are those key strategies in competing against the big-box stores? How does Cowtown do it?

Randy:                         In a sense, they are key strategies. You use the term “big-box,” and I like to think outside that box — get outside the box and do things that are creative. I use the term “shock and awe.” I like to look for things that create a little shock and awe. There’s an area in the brain called Broca’s area. It’s about the size of your thumbnail, and it’s kind of the gatekeeper to what makes sense to you or what you’re going to pay attention to or listen to.

                                    I use radio ads heavily. That’s 90 percent of my advertising campaign. It’s intrusive if it’s done right. If you have creative ads that are catchy, and there’s something about the ad that makes you pay attention, that’s shocking the Broca. You can use that in radio ads. You can use that in displays. You can use that all kinds of ways.

                                    For example, a customer asked me one day if I could deliver some product to him. He had bought some Hi-Hog gates — panels for a horse penning he was making. I said, “Sure, I can deliver them. Where do you live?”

                                    He said, “Well, if you’re in west Regina and driving down Highway 11, once you see Exit C, turn right and pull into my lane.” I wasn’t sure where Exit C was. He said, “You live out that way, don’t you?” I did — I lived in Regina Beach at that time. He said, “Well, you’re passing Exit C twice a day, then. There’s a sign: Exit C.”

                                    I drove by that sign every day for probably seven or eight years and never realized there was an Exit C. There’s also an Exit A and an Exit B, but I never paid any attention because I really didn’t care. I had no interest in that. But if I’d seen a deer out in the field, I would take notice of that, and I could tell you where I had seen that deer two days later. That’s shocking the Broca. That deer was not supposed to be there. He’s not there every day.

Luther:                       In terms of bringing that home to maybe a Cowtown ad —  I’m not going to ask you to sing a jingle or anything like that — how do you apply that to a Cowtown ad to make it stand out if it’s a radio ad, for instance?

Randy:                         The biggest thing is that our ad campaign is based on a long-term branding campaign, which is how I like to brand or advertise our products. We don’t advertise sale prices so much — the “our manager is going away” sale or the “Boxing Day” sale — all those phony sales, because that becomes background noise on your radio. It’s no different than the commercial on television when, while you’re watching something you’re interested in, a commercial comes on that doesn’t pique your interest. That’s usually the time you’re taking a washroom break or getting up to grab another beverage, and you just don’t pay attention to it. Radio is no different.

                                    A commercial becomes background noise if it’s like everybody else’s. So, in our campaign, we actually use our mascot —  our spokesperson. It’s a cow. It’s a male. I guess it’s a bull, but his name is actually Cow. He has his own personality, and then there’s a “straight-and-narrow man” that has his own personality. If you’re familiar with hockey in Canada, you know the Don Cherry and Ron MacLean duo, who has one guy who is “out there” and another guy who is more on the straight-and-narrow keeping him in check.

                                    We just have fun with their commercials —  we make people laugh and put a smile on their faces, but all the time you’re branding your business. I always use the example of, if I wanted to put a saddle on sale, I could put an ad in the newspaper and say my saddles are $100 off today. The only guy who is going to see that is the guy who’s actually in the market for a saddle that day. So, I can spend $1,000 on a newspaper ad to try and sell a saddle, but if I’m the customer and I’m flipping through the newspaper, I’ll only stop and look at that ad if I’m interested now. If I’m not interested in it today, I flip right over that page.

                                    Radio is planting the seed on a consistent daily basis with their messages. Consistency is very important — you’re planting the seed for the future so that when that rancher wakes up one morning and decides today is the day to get a new saddle, he says, “I have to go to Cowtown.” That seed has been planted so many times that when he decides he needs a saddle, or a pair of boots, or a pair of jeans, whatever products that we sell, his first thought should be: I have to stop at Cowtown.

Luther:                        So, it sounds to me like what you’re saying with your ads is that you’re entertaining rather than informing.

Randy:                         Yes. Actually, both. I guess you’re informing by entertaining, if that makes sense.

Luther:                       What advice would you give to smaller businesses that are more localized retailers and they’re attempting to compete with the big-box stores out there?

Randy:                         To me, passion is the key. If you’re not passionate about the business, get out of it. Don’t fool yourself. You also need a proper business plan. You need to be committed going into it. We have a bit of a unique store. When people are around it, people come and see our store and they get involved a little bit. There’s a draw and a little bit of a love of the industry. We’ll have people actually come to us and say, “Hey, I’d like to do a Cowtown franchise” or “I’d like to start a store.”

                                    Okay. What’s making them think that? They’ll say, “Well, I see you guys selling lots of stuff at these trade shows.” Or, “I come into your store, and it’s busy, and everybody is happy and things are fun, and you have Western wear.” And, “I know people that have horses. We have friends who have horses, and we’d like to start a store.”

                                    Well, that’s not a real business plan, you know? It’s not that easy. You have to live it, breathe it, eat it, sleep it and think it nonstop. You have those people who are passionate about it in that way.

Luther:                       How is Cowtown responding to the move to digital for many retailers out there? Customers are online, shopping from mobile devices, researching through mobile devices. How is Cowtown responding to that, or do you see your customers moving to digital, or are they still preferring that in-store experience that you offer?

Randy:                         I think there’s probably some of both (preference for digital and in-store experiences) going on in the industry, and there’s room for both. I think customers are getting more savvy as far as researching products online, but I feel like they still want the experience of coming into the store and dealing with a person — not a website or someone on the phone. They like the personal contact.

                                    If you’re coming in to buy a saddle or a pair of boots, you want to make sure they fit. Yes, you can order them over the internet, but there’s a good chance that they’re not going fit properly when you get them and then you’re going to send them back. Or, you can come into our store and get personal attention and have someone fit a boot to your foot properly.

                                    So, I think there’s room for both (digital and in-store experiences) in our industry. We’re starting to use Facebook, Twitter and our website for more interaction with the customer. It still boils down to interaction with the customer. Ultimately, we hope that (digital) leads the customer to visit our store because that’s where we can make the biggest impression: one-on-one with the customer.

Luther:                        How many locations is Cowtown in currently?

Randy:                         We’re in seven right now. We’ve been growing in the last few years. We started with the one store in Regina when Masterfeeds bought us in 2001. We weren’t part of the core business for Masterfeeds. They were a 75-year-old feed company at the time of the acquisition. I don’t think it was originally in the plans for Masterfeeds to have a retail store. So, we needed to prove ourselves, and they gave us that opportunity and that chance. When I first came to Cowtown, I remember looking at that business, and to me, it was like seeing opportunity in blinking Vegas lights. That’s how I see this business —  there was so much opportunity to grow this. We got a couple years under our belts with Masterfeeds, and they gave us that chance to grow, and now we’re seven stores and growing. Now with Alltech behind us, I see huge opportunity for growth again.

Luther:                       Well, speaking of growth, what other things do you think the future holds for Cowtown? Is it just growth? Is it different products? Is it digital?

Randy:                         Yeah. I suppose all of the above. I really do see opportunities for everything there.

                                    Just in our own area, we have plans for stores in other markets where we think we can really serve the markets we know well. Overseas, I think there’s huge opportunity for growth in stores. We’ve sold overseas for a number of years now. We’ve sold to people in Australia, for example. And usually, it starts with, again, that personal contact. You get some young guys visiting from Australia on the rodeo circuit. At some point, they get to our store and they buy jeans or boots. When they get home, they start telling people in Australia about us, about our store. Then we get calls and we end up shipping stuff to Australia. Again, it was from that original personal contact — making that first impression with the customer. So, I think there’s opportunity to grow overseas, possibly down here in the States and definitely back home in Canada. The website will, of course, become a bigger tool. Digital media is going to become bigger for us in the future. This is my first kick at a podcast. I’ve heard about them but never knew what one was until today.

Luther:                        Well, welcome to the podcast.

Randy:                         There you go. Yeah!

Luther:                        What’s something that you wish customers knew about Cowtown?

Randy:                         I just hope to instill in every customer who comes in the door that we’re passionate about our business and we’re passionate about our customers. We look to make relationships with our customers — relational sales versus transactional sales. There’s always going be that transactional sale for the customer who comes in and just buys a pair of jeans because they happen to be there. But long-term relationships are what keep customers coming back and what keeps customers coming to your store rather than the next store.

                                    If I look at our pet food category — that’s one that everybody is in. You can buy pet food from a big-box pet store, from a grocery store, service station, Walmart, Costco or Canadian Tire. Everybody is in that market, yet it’s our fastest-growing sector of the business at Cowtown. I firmly believe it’s because we go the extra mile, we pay attention to our customers and we try to get to know our customers to the point of getting to know their dogs or their cats. When that customer walks in and he’s got Sparky on a leash and you acknowledge the dog and give the dog a treat, it’s like picking their kid up and giving them a hug. That pet is part of the family, and it really becomes personal.

Luther:                        Randy Lamontagne is the general manager of Cowtown, a retailer with seven locations in southern Saskatchewan, Manitoba and Alberta, Canada.