brewing connections-rhinegeist client project

The A-TeamSean Flynn

Rocky WorleyTom Garcia

Alex RainfordFebruary 27, 2016

BREWING CONNECTIONS

Table of Contents1 BACKGROUND………………………………………………………………………………………………………………….2

2 SITUATION ANALYSIS………………………………………………………………………………………………………..3

3 RECOMMENDATIONS……………………………………………………………………………………………………….4

3.1 PURPOSE…………………………………………………………………………………………………………………………5

3.2 IDEAL TARGET CUSTOMER…………………………………………………………………………………………………….6

3.3 POSITIONING…………………………………………………………………………………………………………………….8

3.4 BRANDING……………………………………………………………………………………………………………………….9

3.5 PRODUCT……………………………………………………………………………………………………………………….10

3.6 SERVICE……………………………………………………………………………………………………………..............11

3.10 PROMOTION………………………………………………………………………………………………………………….12

3.10a Lead Generation………………………………………………………………………………………………………12

3.10b Lead Conversion………………………………………………………………………………………………………13

3.10c Themed Fundraising Event……………………………………………………………………………………….14

4 APPENDIX……………………………………………………………………………………………………………………….16

5 REFERENCE LIST………………………………………………………………………………………………………………26

“Brewing Connections”

1. Background

Rhinegeist, founded by Bob Bonder and Bryant Goulding, two friends with unrivaled passion for tasty brews, believes that a good craft beer can bring people together and forge stronger communities that respect each other’s traditions and history. Every sip of their beers and ciders, or the spirit of their brewhouse, reflect those beliefs. Today, they are on a mission to turn their brewhouse on 1910 Elm Street, in Over-the-Rhine district, into a place where these beliefs come to life. They want to make sure that people outside the “Rhine” are part of this journey too.

So how should Rhinegeist position their brand and products to 1. raise brand awareness for their target market outside of Cincinnati, specifically in Northern Kentucky, 2. get those “targets” to come to OTR and experience their brewhouse and products, and 3. create customer loyalty and brand engagement with their target market?

Through multiple data-based analysis, we developed our recommendations to answer these questions.


2. Situation Analysis

Figure 1. Summary of SWOT Analysis

Strengths Weaknesses

Opportunities Threats

Rhinegeist is a locally-owned brewery located in Over-The-Rhine in Cincinnati. It was founded by Bob Bonder and Bryant Goulding and it embodies the rich heritage of Over-The-Rhine. The brewery has a fun atmosphere with games and activities inside. They are currently selling a wide variety of self-brewed craft beers and ciders in retail stores as well as a larger number of beers on tap at the brewery57 . Rhinegeist currently targets Millennials in the greater Cincinnati who value authenticity, social causes, and are connected via social media (see Generational analysis). Rhinegeist markets its products on their Facebook and Instagram pages, through advertisements in-store and on their branded merchandise57 . Rhinegeist sets itself apart with it’s unique “ghost of the Rhine” story and by having the only brew house in OTR. They currently have trouble communicating the “ghost of the Rhine” story to its customers. They face competition from beer companies such as Sam Adams and Anheuser-Busch which may not have brew houses in Cincinnati but they do have light beer options for those individuals who don’t prefer craft beer44,48. Another advantage these large companies have is a clearly defined social responsibility campaign which Rhinegeist is lacking44,48 . Other competitors have brew houses in Cincinnati such as Christian Moerlein which offers a full-service restaurant inside and also has light beer on tap; Rhinegeist has neither45 . Their other competitors we have identified are Braxton Brewing Company and Mad Tree46,47. They also face issues when trying to create loyal Millennial customers who have a high demand for loyalty programs because they do not currently offer one (see Generation analysis). If that wasn’t enough, Rhinegeist is also facing problems because OTR’s reputation for being unsafe, the difficulty with trying to master the light beer brewing process and the fact that the craft beer market is very crowded space57,58 . There also some studies showing that liquor consumption rates are on the rise26 .

The future doesn’t have to be bleak for Rhinegeist though. It turns out that Millennials in-general prefer microbrews over macro brews, so the lack of light beer may not be a problem31. Millennials also like locally-owned companies that support good causes which Rhinegeist can make clearer and continue to attract them (see sample survey insights). They can also use social media to their advantage because it is an easy way to disseminate their messages59. Lastly, although liquor consumption rates are on the rise, 41% of Americans still prefer beer when consuming alcohol16.

- Brewery located in OTR- Embodies the rich heritage of OTR- Brewery has a fun atmosphere with games and

activities- Unique “ghost” story- Social media following

- Poor communication of “ghost” story- No loyalty program- No light beer options/availability at brew house- Undefined social responsibility campaign- No food availability

- Millennials like locally-owned companies- Social media is an easy way to disseminate a

brand message- Millennials like companies that support good

causes- Millennials prefer microbrews (craft beer) over

macro brews- 41% of Americans prefer beer when consuming

alcohol

- OTR has a reputation for being unsafe- The craft beer market is a crowded space- Light beer brewing process remains difficult and

costly to master- Liquor consumption rates on the rise- Millennials have a high demand for loyalty

programs


3. Recommendations

• To connect Northern Kentucky with the ghost of the Rhine.• To target millennials who are in college while working full time or part time in

and around the Greater Cincinnati Area. The ideal target customer values authenticity, social causes, and is connected via social media.

• To position Rhinegiest as the most historic brew house that brings the ghost of the Rhine to life through their authentic line of products in Cincinnati.

• To elevate the Rhinegiest brand to a social and authentic experience, by providing a fun and engaging brew house in OTR.

• To incorporate the heritage and ghost story on every can and increase shelf visibility.

• To provide a Rhinegiest branded shuttle service from Rhinegiest to Newport on the Levee.

• To bring people into the brew house by linking retail purchases to brew house attendance through social media.

• To create a loyalty card to reward customers for repeat purchases. • To create the “Rhinegiest Christmas Carol” event.

Today, Rhinegiest is the heart of Over The Rhine, and a historical Cincinnati landmark. However, they are struggling to draw the people of Northern Kentucky to Over the Rhine. To solve this problem, our team recommends the following:


3.1 Purpose

Rhinegeist’s purpose should focus on enabling connections and connecting the Greater Cincinnati area to the history and heritage of OTR. Rhinegeist can model their purpose after Disney, who has been enabling connections for over 80 years. Disney has been enabling connections across multiple generations through their consistent, reliable brand and products(See Super-Brand Analysis-Strengths). Disney is dedicated to bringing families together, whether it is through their themed parks or array of products and entertainment. Families are able to connect with each other and the Disney brand just by looking at the Disney logo. Rhinegeist can convey their local heritage and unique ghost story and leverage their ghostly logo to attract new customers from Northern Kentucky, and invite them to connect with each other in the Rhinegeist brew house. By conveying your story and local heritage, consumers will associate the Rhinegeist logo with good feelings of connections and friendships. All of this will help Rhinegeist achieve the “promised land” and sustainable growth.


3.2 Ideal Target Customer

Figure 2. Market Need and Description Figure 3. Ideal Customer

We recommend that Rhinegeist target millennials in Northern Kentucky and in the Greater Cincinnati area and here’s why (see generational analysis):• Millennials are the largest and most educated in the U.S. (80 million)

• More education should = more disposable income• They seek local entertainment• Drink in social settings and prefer craft beer over wine• They value brands they see as authentic and expect two-way

communication with those brands (through social media, blogs, etc.)• Are highly brand loyal (21% cite brand loyalty for purchase decisions)

Justin is one of our targets. He is a full-time student at Northern Kentucky University, where he also interns for the athletic department. In his minimal free time, Justin enjoys going into Cincinnati to have a few drinks to unwind. His preference for craft beer has him labeled a “beer snob” by his friends; that Bud Light is way cheaper. But to Justin, the better quality is worth the price.

Rhinegeist should use digital marketing techniques, such as promotional offers through email distribution and social media marketing, to position its brand, based on quality, to Justin.


This is Justin; our craft beer drinking, social media trolling, tech-savvy, young professional, also know as a “hipster”

Norther Kentucky Millennials are

looking for a fun, relaxing place to

hang out with their friends to experience

something unique and different.

18-35

68% Never Married

Most Educated Generation

Unattached to Religion

Support brands that support local causes

Music is Important

Want 2-way Communication

Digital Natives

Willing to pay more for healthy options

Brand Loyal

Philanthropic Causes

Sustainability

Authentic

38% have tattoos

Tech Savvy

Table 1. Ideal Target Customer Segment Profile

Demographics Age 18-35

Gender Male and Female

Family Status

Single, 28% married, 4% divorced, 68% never married

Children 30% women have children, 47% of birth non-marital

Job “Job hopping”

Education 23% have a Bachelor’s degree (male 21% vs. female 27%)

Income $61K (household), $25K for younger and $48K for older Millennials

Location Urban, Cincinnati, NKY

Ethnicity 57% white, 21% Hispanic, 13% black, 6% Asian, most diverse

Religion Unattached to religion, 56% Christian, 36% unaffiliated

Psychographics Interests Philanthropic causes, 38% have tattoos, 23% have piercings, urban life, technology, health, food (foodies)

Values Friends, family, authenticity, creativity, 38% value environmental sustainability, leaders in gluten free movement, city living, 19% believes most people can be trusted, 68% support same sex marriage

Traits Optimistic (about future), self-expressive, self-absorbed, wasteful, greedy, hard-working, early adopters (66% reported buying a new product recently), tech savvy

Behavioral Retail Shop and spend more than other generations, savvy shoppers/look for deals, buy local, 29% willing to pay for healthy options, shop at Target

Brands Engages and expects 2-way, personal interaction with brands, active online critics, loyal to brands, like brands with strong values, want distinct feeling from each brand, express personality through clothing, 21% cite brand loyalty for purchase decisions

Music Music important in everyday life, listen to rap, hip hop, alternative, and reggae, streaming music

TV Stream TV and movies, 40% rely on TV for media

Places Seek online entertainment or right outside of their door

Celebrities Influenced by celebrity endorsements

Social

Media

“Digital natives,” 81% on Facebook, 75% have a social media profile

Mobile Sleep with their smart phones, rely on smartphones to access information, 59% access media online while in the home, 40% use a phone to watch videos at home

Online 44% believes firms keeps information private, pay online rather in cash


3.3 Positioning

Rhinegeist should be positioned in a way that their target customers believe they are not only enjoying a quality product, but also building connections with the brand and OTR. To help achieve this position, Rhinegeist should pair with local charities, such as local soup kitchens or NKY Hates Heroin, to help millennial consumers feel connected with the brand and build brand loyalty (see Generation Analysis). Another way Rhinegeist can help position themselves is by conveying the local heritage surrounding their brewery in OTR and sharing their unique ghost story. Moerlein does a great job of conveying their local, historic roots to consumers, giving them a feeling connection with the heritage of the brand and Cincinnati. By doing this, Rhinegeist can position themselves as a brand with a brewery built on heritage, which consumers can connect with.

Figure 4. Perceptual Map

Unique ‘Ghost’ Story

His

tori

c B

rew

ery

in O

TR

Figure 5. Visual Example

Rhinegeist:a local brewery, full of rich, local heritage, located in OTR, offering quality craft beers and ciders that bring people together in a place where the “first sip calls for the third”.


3.4 Branding

Table 2. Branding Fundamentals

Brand Purpose: To elevate the Rhinegiest brand to a social and authentic experience, by providing a fun and engaging brew house in OTR that connects OTR and Northern Kentucky.

Target Customer: Millennials who are in college while working full time or part time in and around the Greater Cincinnati/Northern Kentucky Area. The ideal target customer values authenticity, social causes, and is connected via social media.

Brand Performance Equities

Functional-Innovative shuttle to literally connect NKY and OTR. -Unique Rewards system to drive repeat customers.Additional package branding to increase visibility on retail shelves. -Intense social media campaign to drive sales. -Local, handcrafted, tasty beers brewed in OTR.

Experiential-Exciting atmosphere in a unique and historic brew house.-Unique and creative Christmas party to become the go to experience for NKY and Cincinnati at Christmas time. -Knowing your purchases at party benefit local NKY charity. -Amazing selection of ever changing products.

Emotional-Wonder-Happiness-Excitement-Relaxation-Cincinnati and NKY pride. -Enjoyment-Social

Brand Benefit: Rhinegiest provides an authentic and historic brew house with a huge selection of locally brewed beers that evoke the ghost of OTR and connect the people of greater Cincinnati.

Reasons to Believe: -Unique Ghost of Rhine story, and historic brew house that owns it own distribution. -Strong branding of community focused, local product that all of Cincinnati can be proud of.

Brand Positioning: Connect Rhinegiest to local heritage and community through the revival of the Ghost of the Rhine.

Brand Equity: Rhinegiest is the perfect place to bring family/friends together from all over Cincinnati, to enjoy a local, handcraft product in the heart of OTR at a historic brew house.

Brand Character: Mysterious, friendly/social, and authentic/original.

Tagline: Experience the Ghost

Rhinegiest needs to bring people from Northern Kentucky to the heart of OTR, so the target customer can experience the Ghost of the Rhine. To do this, Rhinegiesthas to create an authentic, fun, and social atmosphere to attrack millennials of Northern Kentucky, that value authenticity and family/friends in a social environment. (See generation analysis). By branding Rhinegiest in this manner, they will appeal to the largely untapped market of Northern Kentucky and spread "The Ghost of the Rhine".


3.5 ProductRhinegiest currently brews an extensive selection of craft beer and cider, enjoyed by countless individuals throughout the greater Cincinnati Area. Their products placed them on US Today's "Top 20 best breweries in America".56 To clearly communicate this distinction to the customer, we recommend the making two critical changes to the product on retail shelves:

1. Cleary communicate the ‘Ghost of the Rhine’ story on the back of each can. Communicate history and brand values through a story that describes the ghostly past of Rhinegiest.

-Example of Ghostly Story: “Come experience the "Ghost of the Rhine" in the historic brewing district of OTR. Within these old walls, lies the Ghostly Spirit of tasty craft beer that we revive each day, in the heart of OTR.”

2. Clearly brand the top of all six pack’s with a Rhinegiest sticker on each can. This will ensure visibility and will differentiate Rhinegiest from competitors, who also use the same form of 6 pack packaging.

Figure 6. Product Experience

Communicate Ghost OTR

Story to every retail

customerCome experience for yourself the Ghost of the Rhine in the historic brewing district of OTR. Within these old walls, lies the Ghostly Spirit of tasty craft beer that we revive each day in the heart of OTR

Clear Rhinegiest branding

differentiates product from competitors

on shelf

Experience the ‘Ghost of

the Rhine’ where ever

you take Rhinegiest

Intriguing customers,

and inspiring curiosity to

visit the brew house


3.6 Service

Figure 7. Service Experience

Ghost Riders have a safe way to get from Northern Kentucky to the

brew house while being immersed in the ghost story on the way.

The Ghost Rider program will be a consistent way to

promote the loyalty program and more clearly communicate the currently vague

ghost story.

The Ghost Rider program is the most

direct way to get Northern Kentucky

residents to the brew house.

Ghost Riders will have a sense of

safety knowing that they will not have to

worry about the crime in OTR and

they won’t have to worry about driving

drunk.

Ghost Riders will be immersed in the

experience of the ghost of the Rhine

story and the history of Over-the-

Rhine.


Since Rhinegeist faces problems attracting customers from Northern Kentucky because of concerns about the crime rate in OTR, Rhinegeist should institute the Ghost Rider program58. Rhinegeist could start a branded shuttle service that will bring customers from an area near Newport on the Levy, directly to the brewhouse in OTR, and run every hour. Ghost Riders will a pay a flat round-trip rate of $10 to get a wristband. The inside of the shuttle will be filled with branding material and the ghost story. Ghost Riders will also get 10 points on their loyalty cards, as well as printed promotional material about upcoming events. Not only will this be an easy way to communicate the ghost story more clearly, but it will also create a social responsibility campaign that promotes safe drinking behavior, by letting the “Ghost take the Wheel.” #LetTheGhostTakeTheWheel

#GhostRiders

3.10a Promotion: Lead GenerationRhinegeist currently needs a way to bring new customers in to the brew house. Since Millennials are considered “digital natives,” that value self expression and are the biggest users of social media, Rhinegeist should start a new social media campaign called #SnapGeist (see Generation Analysis). Anyone can take a selfie with a retail Rhinegeist product and post it on their social media page. They can tag Rhinegeist, who will send over a promotional code for 2 half-priced beers at the brew house. Millennials are always looks for a discount, so they’ll like come to the brew house to use the promotion, and likely buying a third beer because as the story on the Rhinegeist website says, “the first sip calls for the third57 (see Generation Analysis).”

#SnapGeist

Figure 10 Lead Generation Illustration


3.10b Promotion: Lead ConversionLead conversion will turn one-time customers, into lifetime, loyal ambassadors of the Ghostly brand. We recommend that Rhinegiest develops the “Ghostly Rewards” program. We realized that a huge internal weakness for Rhinegiest was the lack of a rewards program. The possibilities for a rewards program are limitless, but we recommend the following concrete reward structure for the plastic, computer activated rewards card: • Dollar based rewards system that is designed to encourage repeat visits and purchases at the

brew house: 1 point =$1 spent at brewery. • Accrual of points to earn the following rewards:

• 50 points = Free pint of regular beer. • 75 points = Free flight of beer. • 100 points= Free pint of high gravity, or limited release beer. • 150 points= Two free pints of beer of your choice and one free flight.• 200 points= Free growler fill.

Figure 11. Lead Conversion Illustration

GHOSTLY REWARDS

The second, and equally crucial element of the rewards system is to reward customers just for being loyal customers! Millennials in NKY love when a brand interacts with them personally; this rewards card will do just that! Since the card will be linked to loyalists e-mails, Rhinegiest can send customers random offers, coupons, invites to special releases, and merchandise offers. This will allow Rhinegiest to reach the target customer and make Northern Kentucky feel like they are a part of the “Ghost of the Rhine”.

-Create loyalty card program, “Ghostly Rewards” to encourage repeat customers for the brewery. -Give free products based on points earned from previous purchases.-Send out coupons, offers, special release info, and merchandise offers to your loyal Ghostly Rewards customers.


3.10c Promotion: Themed Fundraiser EventFor the themed fundraiser event, we propose a Rhinegiest Christmas Carol. Based on Charles Dickens’ “A Christmas Carol”, Rhinegiest will be visited by three ghosts; the “Ghost of Rhingiest past, present and future”. A Christmas party will be thrown on December 23 2016, at the brew house. The party will feature a cover charge, that benefits Kentucky Hates Heroin. The event will include food samples, music, additional games, information on NKY hates heroin and an ugly sweater contest. The special feature of this event, is that throughout the night, Rhinegiest will be visited by the three “Ghosts of Christmas”; the Marley Brothers, portrayed by Rhinegeist’s founders, will warn the guests that they will be visited by three ghosts.1. The “Ghost of Rhinegiest Past”:

a. Product: Brings back a former/out of season beer for guests to enjoy. b. Brew house: Four large posters to be displayed throughout the brew house depicted pictures

and story’s about OTR’s/Rhinegiests past. 2. The “Ghost of Rhinegiest Present”:

a. Product: Release a seasonal winter beer. b. Brew house: Four large posters now display information and pictures on OTR’s current state as

well as Rhinegiest’s current brand. 3. The “Ghost of Rhinegiest of Rhinegiest Future”:

a. Product: Put your money where your mouth is an use donations to vote for one of the three next released beers. Whichever newest beer accumulates the most donations will be released next. All proceeds go to NKY hates heroin. b. Brew house: Four large posters show the future plans of OTR and Rhinegiest.

Benefits to Client:- Clearly communicates

ghost story.- Educates people on

the history of OTR.- Gives NKY residents a

reason to come to Rhinegiest.

- Associates Rhinegiest with charitable giving which appeals to the target customer.

- Increases brand equity since quality and heritage will be communicated at event.

Benefits to Consumer:- Raises awareness of

the heroin epidemic. - Provides consumer

with enjoyable and memorable experience.

- Connects the customer with the brand to increase top of mind recall in the grocery store.

- Learn more about the historic and current OTR environment.

Figure 10. Event and its Benefits


AppendixA SWOT ANALYSIS…………….……………………………………….……………………………………………16

B SUPER BRAND ANALYSIS………………………………………………………………………………………18

C COMPETITIVE ANALYSIS…………………………………………….…………………………………………20

D GENERATION ANALYSIS…………………………………………….…………………….……………………22

E SAMPLE SURVEY INSIGHTS……………………………………………………………………………………24

REFERENCE LIST……………………………………………………………………………………………………26


SWOT Analysis – Internal


Company

Brand

Channels

Product

Promotion

Price

Bottom Line

Heritage, History, Tradition, Revive OTR, Make and Sell Model (Self-Distribution)

Limited Production Capacity, Financial Resources, Lots of Competition

Logo, Cincinnati Staple, Unique, Quality Known only locally, Markets beers only, Ghost story unclear

Artistic label/packaging, Fun environment, Offers special releases/seasonal brews

Lack of food, No bottles (only cans and bombers), Poor description of flavors

Free parking, Found in local retailers, Only brew house in OTR

Need 3rd party distributor in Kentucky, Only one brew house, Poor Neighborhood/Parking

Branded Merchandising, Moderate SM following, Voted top 10 best brewery by USA Today

No loyalty/Rewards programs/clubs, Weak ghost story, Undefined social responsibility

High perceived value, Competitive pricing vs other craft beers, Supports local economy

High price for 6-packs, No bulk discount, No happy hour pricing

Rhinegeist has a local, historic brew house located in OTR with a unique Ghost story

Rhinegeist poorly communicates their Ghost story and does not currently offer a loyalty program

SWOT Analysis – External


Suppliers

Channels

Society and Culture

Target Customers

Competition

Economy

Bottom Line

Political and Legal

Technology

Natural Environment

Aluminum cans are cheaper for suppliers to ship than bottles29, suppliers can change the shape of the can with relative ease24

Higher cost for high quality ingredients21, Competitors in prime locations, the price for hops is very high21, Shortage of quality/local ingredients21

Heidelberg grants a larger distribution network23, Pair with 3rd part distributors, cans allow for lower downstream costs24

Target millennials, Millennials are on track to be the largest segment of the US population, Millennials like companies that support good causes, Millennials like locally owned companies (see sample survey insights)

Baby boomers, Gen x, Silent Generation, Millennials are driving the wine movement35, Millennials are price-conscious, Millennials are health conscious (see sample survey insights)

Cause related marketing, moderate alcohol consumption found to be good for heart health28, 41% of Americans most often drink beer16, Cincinnati labeled as one of the top 10 cities for beer drinkers37

Liquor consumption rates are on the rise26, craft beer market is a crowded space, survey found that Americans plan to decrease their beer consumption by 24% over the next year30

Non-environmentally conscious, new Kentucky law preventing self-distribution23, Ohio law prevents brewing beer above 12% ABV32, political battle over future OTR restoration projects36

Social media allows for easy message dissemination59, new re-sealable can technology21, Yelp creates easy WOM advertising61

Sustainability, aluminum is recycled at a much higher rate than glass29, aluminum is 100% recyclable29

Deforestation/Destruction of natural environment, Shortage of quality/local ingredients20, aluminum can industry is responsible for a large amount of carbon emissions29, aluminum is a non-renewable resource29

Kentucky law that prevents self-distribution23, union conflicts at Heidelberg17, Heidelberg owners legal battle19

Alcohol is more affordable today than it’s been in 60 years25, alcohol taxes are historically low25, national interest rates are extremely low60

Dangers of alcohol perceived as worse than marijuana34, correlation between low alcohol prices and deadly behavior33, OTR perceived as a dangerous neighborhood38

Crime rate in OTR is dramatically lower than in years past22, labor regulations are not rigid2, improved policing in OTR22

Highly-competitive craft beer market means low brand loyalty/easy conversion of competition’s customers44-48, Millennials prefer microbrew31

Millennials have less spending power than older generations27, Millennials are still recovering from the recession27, the majority of OTR has poor economic conditions38

Coordination of social media advertising is expensive59, light beer brewing technology remains difficult to master58, lack of control of negative reviews on Yelp61

Americans prefer consuming beer over other alcohol with millennials preferring craft beer over national beer

Rhinegeist is located in OTR, which has a reputation for a high crime rate, along with high competition from other craft breweries.

Super-Brand Analysis - Strengths

Disney Coca-Cola Nike Chipotle AppleCompany: Every ride in the park is

able to convey a story, all of their

entertainment is consistent,

emotional connection with customers

Brand: Time-tested characters,

connects across all age groups,

memorable

Product: Consistent, relatable,

recognizable

Place: Disney parks, movies and tv

shows, toys in almost every location a

toy is

Promotion: Disney Land Visa card you

can earn points for the park and for

products.

Price: All-inclusive packages, Special

packages such as destination wedding

packages, build your own packages.49

Company: Large distribution network,

world famous secret recipe,

consistent and recognizable

packaging

Brand: Evokes happiness,

collaboration among local markets to

distribute the product to make it local

to everyone

Product: Secret recipe, recognized

across the globe

Place: virtually everywhere possible

Promotion: Share a coke campaign,

#tastethefeeling campaign

Price: Affordable pricing, lowers cost

with leveraging scale, utilizes

distribution networks to keep price

competitive in foreign markets.50

Company: sustainability, strong R&D

allowing for an array of new products

quickly, capacity for innovation

Brand: Recognizable swoosh symbol,

Michael Jordan brand

Product: Variety, customizable,

targets men, women and children

who are active

Place: high amount of outlet stores,

online

Promotion: motivational advertising,

limited editions with Jordans, offering

apparel other than shoes and

sponsoring sporting events

Price: associates with higher value

product, competitively price apparel,

consumer value-driven model51

Company: Environmental conscious,

uses local organic food, large fast

food casual with eat in option,

product focused

Brand: Sustainability practices,

quality product and customer service,

discipline growth strategy

Product: Local organic ingredients,

limited menu with high quality food,

food customization

Place: not a franchised company, high

number of locations,

Promotion: Run secret promotions

that are not advertised, catering,

stories on the cups

Price: $6-$8 per meal, meal size and

meal quality to cost ratio is better

than competitors52

Company: Large technology

company, technologically advanced,

strong portfolio of products, #5 on

Fortune 500

Brand: Consistent products, know

their identity, Recognizable logo

Product: High performance,

innovative design, premium pricing

Place: Apple stores, Cell Phone

retailers, online

Promotion: student discount, project

RED

Price: Higher cost perceived as higher

quality and value, student discount,

pull manufacturing method53

Bottom Line: Disney is consistent

with their image and product and I

able to appeal to a broad range of

target markets.

Bottom Line: Coke leverages its vast

distribution network to reach

consumers across the globe. Coke

elicits joy through its variety of

products across the globe.

Bottom Line: Nike uses its affiliation

with sports to inspire consumers to

Just Do It.

Bottom Line: Chipotle is a non-

franchised company that is focused

on transparency with their product

sourcing and fresh, non-GMO

ingredients

Bottom Line: Apple sets the trend

and provides high performance

products at a premium price

Disney Coca-Cola Nike Chipotle Apple

Company: Small dividend pay out 1.5%, one of the lowest among all entertainment companies on in the Dow.4

Brand: Brand fatigue from too much brand licensed products.5

Product: Failures of several movies and loss of money including the movie ‘Tomorrowland’6

Place: Limited location of theme parks.Promotion: offers cheap hotel packages in bad economy, over-saturated market.49

Price: Expensive tickets ($105 a day) to theme parks make destination for lower income families unaffordable.49

Company: Spending millions of dollars to promote research that makes Coca-Cola look healthier then it is.7

Brand: Associated with unhealthy consumer beverages, sugary alternative to fruit juices and other beverages.7

Product: Unhealthy, full of chemicals, bad for you in almost every aspect.7

Place: Not available in all restaurants, competes with Pepsi for shelf space.50

Promotion: Removal of successful “Open Happiness” campaign.9

Price: Inconsistent pricing, health options are more expensive than sodas, exchange rate fluctuations

Company: Widespread product line makes it hard to focus in on one area of athletic gear unlike Brooks and Asics.51

Brand: Loss of Kanye West branded Yeezy’s, still competition from Adidas.54

Product: Created by underpaid staff in sweatshop conditions.9

Place: Not in big box stores, Promotion: Risky lifetime partnership with LeBron James.9

Price: Price point too high for some customers.51 exchange rate fluctuations

Company: Declining stock price from Ecoli outbreak.55

Brand: Losing brand image due to Ecoli outbreak. Customers are worried about food safety.11

Product: High calorie, large portions of Mexican food. Lack of options on menu.52

Place: Lack of franchise opportunities.52

Promotion: had to offer free burritos for E. coli outbreakPrice: High price point for fast service food compared to competition.52

Company: Stock prices slightly declining, investors view company struggles without Steve Jobs.55

Brand: Mocked on social media for lacking innovation, and not keeping up with androids.53

Product: same product over and overPlace: Not enough Apple stores to service phones and devices.53

Promotion: Lack of promotionPrice: High price point for many consumers.53 exchange rate fluctuations

Bottom Line: Disney creates brand fatigue with oversaturating the market with merchandise, apparel, and products, while making their destination theme parts unavailable to a large demographic who are price and location sensitive.

Bottom Line: Coke will continue to struggle with the unhealthy brand image while losing ground to local, healthy drinks.

Bottom Line: Nike’s questionable manufacturing techniques and sweatshop labor controversies have led to a poor image and supply problems.

Bottom Line: Chipotle struggles with the e-coli outbreak while still trying to retain customers with a non-changing menu.

Bottom Line: Apple’s products come with a premium price point and lack of Steve Job’s innovations add to their decreasing stock price (May want to check if their stock price is actually falling)

Super-Brand Analysis - Weaknesses

Sam Adams Moerlein Mad Tree Braxton Brewery Anheuseur-Busch

Company: Headed by Jim Koch (the face of the company), publicly traded craft beer company, award-winning beer company.Brand: Based around Samuel Adams, passionate beer brewing that is emphasized on television commercials, arguably the most widely known craft beer company in the U.S.Product: 60 different beers, available in bottles and cans, wide variety of experimental flavors.Place: Brewery located in Cincinnati, store availability can be found online with types of beer included.Promotion: Nitro Project. Beer tasting and trivia contests. Sponsored events on the east coast.Price: ~$8.00/6-pack44

Company: Rich Cincinnati history, in business for over a century, founded by a German immigrant.Brand: Branding based around history, old-timey theme, pairs food with beer at their restaurant.Product: Feels authentically German based on the story, restaurant style dining, bottle art is Cincinnati-themed.Place: Full-scale restaurant, on the banks near Great American Ball Park, view of the river.Promotion: Throwback Thursday. 40 Days at Sea. Mardi Gras at Moerlein.Price: ~$9.00 - $11.00/6-pack45

Company: Ambitious company looking to build a new brewery in Oakley, integrates other businesses in their promotions, highly reputed among Cincinnati breweries.Brand: Community based branding, interesting branding videos on company website, transparency in their artistic process.Product: 22 different beers, cans are decorated with distinctive graphics specific to each recipe, each can has a description of the beer recipe.Place: Mad Tree Taproom: Carryout, bar, café, local hangout.Promotion: Mad Tree Winter Bonanza -Live Music, DJ’s and a rotating variety of beer from Mad Tree and many other local breweries throughout the weekend.Hop Up Dinner - A weekly dinner that showcases a local restaurant.Lourdes Winter Festival - Play games for a good cause.Price: $8 - $12/6-pack46

Company: Grass-roots company that’s proud to share its story, employees have their own personal story on the website, delivery partners for food service.Brand: Garage-themed marketing, rugged/masculine taglines, strong brand character.Product: Easily identifiable font/graphics on the can, merchandise, less variety/stronger focus on core competencies.Place: Taproom open from morning to night most days of the week, located in Covington, Ky, website allows for an inside virtual view of the taproom.Promotion: Books on Tap - beer-drinking book club. Backyard Grill Wing Night - dining experience at another restaurant with low-priced wings. Second Saturday Live Music.Price: ~$10.00/6-pack47

Company: Most popular beer company in America, hold 46.4% market share for beer in the U.S., globally known company for its many brands.Brand: Iconic Clydesdales. Pioneers of beer advertising through consistent innovation. NFL partnership.Product: Large variety of alcoholic beverages (not just beer), widest availability, light beer as a core competency.Place: Historic landmarks, 12 breweries across the U.S., presence in many major events across the U.S.Promotion: Alcohol responsibility campaign. Supporting military charities. Super-Bowl commercials.Price: ~$7.00/ 6-pack 48

Bottom Line: Communicates its passion for brewing beer as well as a popular, large breadth of products

Bottom Line: Moerlein is a well-established authentic Cincinnati brewery with a highly esteemed restaurant located right next to the Reds’ stadium. If the beer doesn’t attract customers the dining experience will.

Bottom Line: Mad Tree is a local brewery that has found success through combining local businesses and the community at large in a fun welcoming atmosphere.

Bottom Line: Braxton is relatively new company with a well-defined brand character. They’re taproom is located in Northern Kentucky and they have live music monthly.

Bottom Line: Anheuser-Busch is the largest brewing company in the world. They have a brand for anyone not focused exclusively on craft beers.

Competitive Analysis - Strengths

Sam Adams Moerlein Mad Tree Braxton Brewery Anheuseur-Busch

Company: Small Market Share.Brand: Boston Beer is a small fish in a big pond.Product: Huge variety of product line, could lead to supply chain issues down the road. Place: Not on draft in many locations, Cincinnati location not open for tours of events Promotion: In 2009, it spent 30% of net revenue on advertising.Price: Samuel Adams drinkers are paying more per bottle for better ingredients. The company's relatively small size that make it difficult for the company to exert pricing power over its suppliers. Susceptible to price fluctuations.44

Company: The rapid expansion of Christian Moerlein might necessitate mass hiring of people who may otherwise be unqualified for the positions.Brand: Lacks the national recognition to compete with major breweries.Product: Not very tech-savvy nor very well marketed to the younger crowd.Place: Local economy is saturated with good, affordable craft beer. Lacks the local, regional, and national following of some competitors. Poor parking.Promotion: lack of branded merchandisePrice: Lack the funding of major breweries.45

Company: Small production capacityBrand: Product: "In our original business plan estimates, we underestimated it so much that our monthly estimate is now like an average Saturday night. “ Six out of every 100 beers bought nationally are craft beers. Securing enough premium hops—especially for IPAs, is difficult.Place: Lots of local competition,party room leads to the entrance of the offices and kitchenPromotion: lack of co-brandingPrice: High price for a six pack of beer.46

Company: Fairly new to craft beer, small capacityBrand: Low social media following.Product: Small production capacity. Shortage of quality ingredients (hops).Place: Poor parking, no in-house food servicesPromotion: Lack of promotionPrice: High prices on products.47

Company: Decreasing market shareBrand: Slow growth for large brandsProduct: Over the last four years, consumption of domestic beer has dropped by 4% while consumption of imported beer has increased by 1% and consumption of craft beer has decreased by 1%.Place: High competition between the top three or four largest firms. Hard to innovate - Due to the high market concentration and interdependences of the firms, if one firm launches a new advertising campaign, others will follow.Promotion: Over-saturated, appeals to small target audiencePrice: Wide variety of products with large amount priced significantly lower then craft beer makes the product look cheap.48

Bottom Line: Sam Adams’s huge product line and smaller size could spell trouble down the road in the supply chain, as the large craft beer company attempts to keep up with national giants.

Bottom Line: Moerlein’s massive and rapid expansion could see them spread themselves too thin as they also fail to market to the younger ‘hipster’ crowd.

Bottom Line: MadTree under estimated its demand, and now could struggle to keep up with the demand, as they also face supply chain issues securing hops for a craft beer company.

Bottom Line: Braxtons high prices, and relatively low brand awareness could mean lack of customer interest as they compete with larger breweries.

Bottom Line: Anheuseur-Busch, has seen a decrease in market share due to craft beer, as consumer tastes change, Anheuseur-Busch struggles to fend off the immense competition of craft beer.

Competitive Analysis - Weaknesses

E. Generation analysisGeneration analysis (Part 1)

Generation Z Millennials

• Age: 18 or younger (after 1996), 23 million

• Family Status: Single

• Children: None

• Job: Volunteering, internships

• Education: Mostly high school students

• Income: Live off parent’s income, $16 per week allowance

• Location: United States, live with parents, metropolitan areas

• Ethnicity: Very diverse

• Religion: Not very interested in religion

• Age: 18-35 (1979-1996), 24% of US population, 80 million

• Family Status: Single, 28% married, 4% divorced, 68% never married

• Children: 30% women have children, 47% of birth non-marital

• Job: “Job hopping”

• Education: Most educated generation, 23% have a Bachelor’s degree (male 21% vs. female 27%)

• Income: $61K (household), $25K for younger and $48K for older Millennials

• Location: United States, 86% urban

• Ethnicity: 57% white, 21% hispanic, 13% black, 6% asian, most diverse

• Religion: Unattached to religion, 56% Christian, 36% unaffiliated

• Politics: 50% independent, 17% republican, 27% democrat

• Interests: Social movements, technology, volunteering, make a difference

• Values: Friends, family, education, 40% value sustainability, leaders in gluten free movement 21,24Traits: Lazy, sarcastic, self-centered, voracious consumers of media, early adopters (62%

reported buying a new product recently, tech savvy

• Interests: Philanthropic causes, 38% have tattoos, 23% have piercings, urban life, technology, health, food (foodies)

• Values: Friends, family, authenticity, creativity, 38% value environmental sustainability, leaders in gluten free movement, city living,

19% believes most people can be trusted, 68% support same sex marriage

• Traits: Optimistic (about future), self-expressive, self-absorbed, wasteful, greedy, hard-working, early adopters (66% reported buying a

new product recently), tech savvy

• Casual fast food: 30% value healthy food options

• Shopping: 31% willing to pay for healthy options

• Brands: Chipotle, Starbucks, Apple, 17% cite brand loyalty for purchase decisions

• Music: Music important in everyday life, listen to rap, hip hop, alternative, and reggae, streaming

music

• TV: Download and stream TV and movies, most important in everyday life, 47% rely on TV for

media

• Places: 55% prefer to shop online

• Celebrities: Influenced by celebrities, more likely to want to try a product/brand endorsed by

idolized celebrity

• Social Media: Connects through social media, Facebook, Twitter, 34% want brands to reach

them on social media

• Mobile: 59% access media outside the home via mobile

• Online: 45% rely on computers for media (highest of any group)

• Casual fast food: Receptive of cause-marketing and strong values, prefer sustainable products, 33% value

• healthy food options, enjoy drinking in social situations

• Shopping: Shop and spend more than other generations, savvy shoppers/look for deals, buy local, 29% willing

• to pay for healthy options, shop at Target

• Brands: Engages and expects 2-way, personal interaction with brands, active online critics, loyal to brands, like brands with strong

values, want distinct feeling from each brand, express personality through clothing, 21% cite brand loyalty for purchase decisions

• Music: Music important in everyday life, listen to rap, hip hop, alternative, and reggae, streaming music

• TV: Stream TV and movies, 40% rely on TV for media

• Places: Seek online entertainment or right outside of their door

• Celebrities: Influenced by celebrity endorsements

• Social Media: “Digital natives,” 81% on Facebook, 75% have a social media profile

• Mobile: Sleep with their smart phones, rely on smartphones to access information, 59% access media online

• while in the home, 40% use a phone to watch videos at home

• Online: 44% believes firms keeps information private, pay online rather in cash

Bottom Line: Generation Z relies heavily on technology, and likes to connect

through social media. They are actively involved in social movements while still living

off their parents income.

Bottom Line: Millennials crave authenticity and value creativity. They are all for environmental sustainability, while

also connecting with brands on social media through their smart phones. They value healthy food options, and

love to gather together to enjoy a drink after work.

E. Generation analysisGeneration analysis (Part 2)

Generation X Baby Boomers Silent Generation

• Age: 36-49 (1978-1965), 50 million

• Family status: 65% married, 16% divorced, 116% widowed, 19% never married

• Children: 80% married with children

• Job: 35% professionals

• Education: 32% have bachelors degree or higher (male 33% vs. female37%)

• Income: $73K

• Location: United States, 86% metropolitan

• Ethnicity: 61% white, 18% Hispanic

• Religion: Values religion and spirituality, 21% unaffiliated

• Politics: 21% republican, 32% democrat

• Age: 50-69 (1946-1964), 76 million

• Family status: 66% married, 19% divorced, 5% widowed, 10% never married

• Children: Grown up, millennials, 77% have grand children

• Job: Starting retirement, 42% professionals

• Education: 32% have bachelors degree or higher (male 31% vs. female 30%), most have high

school and some college

• Income: $65-69K


• Ethnicity: 72% white

• Religion: Most religious, mostly Christian, 16% unaffiliated


• Age: 70+ (before 1945), 55 million

• Family status: 60% married, 12% divorced, 25% widowed, 4%

never married

• Children: Grown up, millennials, 80% have adult children

• Job: 85% not working, retired

• Education: Least educated, 30% have bachelors degree or higher (male 32% vs. female 20%)

• Income: $41K


• Ethnicity: 72-78% white

• Religion: Values religion and spirituality, mostly Christian


• Other: 47% are veterans

• Interests: Family, careers, technology and information

• Values: Putting talents/strengths to use, patriotism, spirituality, religion, calm,

authenticity, 34% value sustainability, 31% believes most people can be trusted,

55% support same sex marriage, 75% see providing for elderly parents as

responsibility, likely to devote money to grown children

• Traits: Entrepreneurial, responsible, hard working, ambitious, move easily

between jobs, early adopters (53% reported buying a new product recently)

• Interests: Family, work defines them, professional growth, team work

• Values: Extra effort to show care, expert opinions, patriotism, spirituality, authenticity, health,

family-work balance, 33% interested in sugar-free/low sugar options, 40% believes most people

can be trusted, 48% support same sex marriage

• Traits: Responsible, hard working, selfless, ambitious, live to work, patriotic, loyal, savers

• Interests: Family, retirement, travel, products that make life easier

• Values: Expert opinions, patriotism, spirituality, religion, 21% value sustainability, frugal, quality,

33% interested in sugar-free/low sugar options, 37% believes most people can be trusted, 38%

support same sex marriage

• Traits: Simplistic, caring, giving, calm, hard-working, conservative, patriotic, seniority

• Casual fast food: 32% value healthy food options, sustainable product

• Shopping: 26% willing to pay for healthy options, shop at Target or other large

merchandisers, 63% used coupons, 80% buy online, like to research online

• Brands: Loyalty discounts and promotions, 20% cite loyalty for brand purchase

• Music: More likely to listen to radio, not a major part of their lives

• TV: More likely to watch TV shows/movies, 63% rely on TV for media

• Places: Equal balance between online and in-store shopping

• Celebrities: Don’t idolize celebrities

• Social Media: 52% report using it daily, Facebook, 50% have a social media

profile

• Mobile: 57% access media via mobile while in the home, 29% use a phone to

watch videos at home

• Online: 35% access media online while in the home, 32% believes firms keeps

information private

• Casual fast food: 30% value healthy food options, health-conscious group, often referred to as

foodies

• Shopping: 23% willing to pay for healthy options, grocery spending up 45% from a year ago,

prefer grocery stores over large merchandisers such as Target

• Brands: Must “stand behind” their product, loyalty discounts and promotions, 24% cite loyalty for

brand purchase

• Music: Not a major part of their life

• TV: 77% rely on TV for media

• Places: Shop in retail stores, local entertainment


• Social Media: not as relevant, 30% have a social media profile

• Mobile: 40% access internet from smart phones, 58% access media via mobile while in the home,

16% use a phone to watch videos at home

• Online: Only 33% access media online while in the home, 32% believes firms keeps information

private

• Casual fast food: Panera Bread, 30% value healthy food options, health-conscious group

• Shopping: 3% willing to pay for healthy options, prefer grocery stores over large merchandisers

such as Targe

• Brands: Must “stand behind” their product, 27% cite loyalty for brand purchase

• Music: Not a major part of their life

• TV: 90% rely on TV for media

• Places: Shop in retail stores


• Social Media: not relevant, 6% have a social media profile

• Mobile: 20% access internet from smart phones, 42% access media via mobile while in the home,

8% use a phone to watch videos at home

• Online: Only 19% access media online while in the home, 29% believes firms keeps information

privat

Bottom Line: Generation X are more willing to pay for healthier options to feed their

family. They still enjoy social media, but split their time between online and instore

shopping. Family and careers are a huge focus for them.

Bottom Line: While the baby boomers are starting to retire, they still hold their strong values of

authenticity, health and family.. Professional growth still defines them, and they stand behind what they

buy.

Bottom Line: The most brand loyal generation, the silent generation is guided by spirituality and

patriotism. They rely on TV for media and only shop in retail stores. Out of all the generations they

are the most brand loyal.

$1.84

$1.62

$1.44

$1.41

$1.40

$1.44

$1.37

$1.27

$1.97

$1.67

$1.62

$1.56

$1.55

$1.39

$1.33

$1.32

$1.22

$0.92

$1.55

$1.42

$1.27

$1.17

$1.01

$1.27

$1.21

$1.09

$1.62

$1.45

$1.45

$1.38

$1.29

$1.16

$0.93

$1.22

$1.01

$0.70

$0.00 $1.00 $2.00 $3.00 $4.00

Hand-crafted

All natural

Locally sourced ingredients

Organic certified

Non-GMO

Ingredients you can pronounce

Easy to see how its made

Fair trade

Supports a good cause

Family owned company

Locally owned company

Loyalty Program

Strong CSR practices

Versatile use

Low calorie

Kentucky Proud

Eco-friendly packaging

Gluten Free

Imagine you are about to buy a food product that costs $10. How much more would you be willing to pay if it had any of the following attributes?

Male (n=182) Female (n=265)

(Means reported, *indicates 95% level of confidence)

Bottom Line:When observing these results about Millennials in Greater Cincinnati, Rhinegeist can note that they are willing to spend more money for a product that supports a good cause, one with a loyalty program and a company that is locally owned.

F. Sample survey insights

5.08

4.42

4.62

4.48

4.29

4.2

3.98

4.62

4.67

4.62

4.37

4.17

4.2

4.11

3.95

4.46

1 2 3 4 5 6 7

Fighting hunger in our neighborhoods

Pair with favorite foods and drinks

Unforgettable experience

Locally sourced ingredients

Artisan, hand crafted

Pronounce and taste

Small batch production

Unique, bold flavors

How important each of the following attributes is to you. If we interpret something as “important”, we are willing to pay more.

Male (n=182) Female (n=265)

(Means reported, *indicates 95% level of confidence)

Bottom Line:Rhinegeist can use this data to see that Millennials in Greater Cincinnati are passionate about fighting hunger in their neighborhoods, enjoy unique, bold flavors, and want to have an unforgettable experience that pairs well with food and

F. Sample survey insights

Reference List

1. CIA Factbook. (2016) CIA World Factbook Retrieved from https://www.cia.gov/library/publications/the-world-factbook/

2. UN Human Development Indicators. (2016) United Nations Development Program Retrieved from http://hdr.undp.org/en/content/human-development-index-hdi

3. Hoftstede Country Comparison. (2016) the hoftstede center Retrieved from http://geert-hofstede.com/countries.html

4. Kalogeropoulos, D. Forget Walt Disney Co: Here Are 2 Better Dividend Stocks, The

Motley Fool. Retrieved fromhttp://www.fool.com/investing/general/2016/01/25/forget-walt-disney-co-here-are-2-better-dividend-s.aspx

5. Robehmed, N. The ‘Frozen’ Effect: When Disney’s Movie Merchandising Is Too

Much, Forbes. Retrieved fromhttp://www.forbes.com/sites/natalierobehmed/2015/07/28/the-frozen-effect-when-disneys-movie-merchandising-is-too-much/#2984adf75f08

6. Mendelson, S. Disney’s ‘Tomorrowland’ Failure is Not About Audiences Rejecting

Originality, Forbes. Retrieved from

http://www.forbes.com/sites/scottmendelson/2015/05/26/disneys-tomorrowland-failure-is-not-an-indictment-of-hollywood-originality/#31f62b867351

7. Essig, T. Coca-Cola Wants to Mess With Your Mind – Don’t Let It, Forbes. Retrieved

fromhttp://www.forbes.com/sites/toddessig/2015/08/14/coca-cola-wants-to-mess-with-your-mind-dont-let-them/#ff8236538c54

8. Burns, W. Coca-Cola Kills Happiness and Launches New Brand Campaign, Forbes.

Retrieved fromhttp://www.forbes.com/sites/willburns/2016/01/19/coca-cola-kills-happiness-and-launches-new-brand-campaign/#12c8e7192b59

9. Heitner, D. Til Death Do Nike and LeBron James Part, Forbes. Retrieved

fromhttp://www.forbes.com/sites/darrenheitner/2015/12/07/what-to-make-of-nikes-lifetime-deal-with-lebron-james/#3019aea34449

10. Dukcevich, D. Disaster of the Day: Nike, Forbes. Retrieved from http://www.forbes.com/2001/02/22/0222disasternike.html

11. Gagliardi, N. A Tough Year is Ahead For Chipotle, Forbes. Retrieved

from http://www.forbes.com/sites/nancygagliardi/2016/01/06/looks-like-a-tough-year-ahead-

for-chipotle/#9db911261f9c

12. Nike. (2016, 01 20). Retrieved from The Motley Fool:

http://www.fool.com/quote/nyse/nike/nke

13. Nike Inc. (2016, 01 16). Retrieved from Google Finance:

https://www.google.com/finance?q=nike&ei=OvGmVoH8KoaJmAHurbjYAw

14. Nike: From Operating Defensively to Capturing Advantage. (2016, January 16).

Retrieved from bcg.perspectives:

https://www.bcgperspectives.com/content/articles/sustainability_energy_environment_nike_

capturing_advantage/

15. United States Cultural Comparison. (2016, 01 24). Retrieved from the hofstede centre:

http://geert-hofstede.com/united-states.html

Reference List

16. Alcohol and Drinking. (n.d.). Retrieved from www.gallup.com.

17. Christian, P. (2015, March 23). Ownership fight at Heidelberg Distributing could affect

18. Teamster contracts. Retrieved from www.wcpo.com.

19. Christian, P. (2015, September 23). Power, country club memberships, millions in

bonuses at issue in Heidelberg Distributing trial. Retrieved from www.wcpo.com.

20. Conner, E. (2014, July 30). Why is craft beer so expensive? Blame it on hops. Retrieved

from www.usatoday.com.

21. Dunphy, J. (2014, September 8). Crown discusses three major can technologies

changing the craft industry. Retrieved from www.craftbrewingbusiness.com.

22. Elgazzar, K. (2015, January 13). Serious crime down in Over-the-Rhine since 2004, due

to development and evolving policing tactics. Retrieved from www.wcpo.com.

23. Furnari, C. (2015, June 23). New Kentucky Law Forces Rhinegeist to Sell Distribution

Rights. Retrieved from Brewbound: http://www.brewbound.com/news/new-kentucky-law-

forces-rhinegeist-to-sell-distribution-rights

24. Gribbins, K. (2014, February 17). Five keys to choosing the right can and can supplier

for your craft beer. Retrieved from www.craftbrewingbusiness.com.

25. Ingraham, C. (2015, April 2). Our booze is too cheap and it's literally killing us. Retrieved

from www.washingtonpost.com.

26. Ingraham, C. (2016, February 17). The 'Mad Men' era of drinking is upon us. Retrieved

from www.washingtonpost.com.

27. Kiersz, A. (2014, May 19). 15 Facts about Millennials and the Economy that Everyone in

Business Should Know. Retrieved from www.businessinsider.com.

28. Light-to-moderate drinking good for your heart, researchers say. (2016, February 18).

Retrieved from www.medicalxpress.com.

29. Pros and Cons of Aluminum Cans. (2011, June 15). Retrieved from

www.chasinggreen.org.

30. Satran, J. (2015, May 28). Millennials Hate Beer, MorganStanley Report Finds.

Retrieved from www.huffingtonpost.com.

31. Schiavenza, M. (2014, November 25). How Budweiser Lost Millennials. Retrieved from

www.theatlantic.com.

32. Stuart, M. (2015, January 21). Seven Weird and Misguided Ohio Beer Laws. Retrieved

from www.brewprof.com.

33. Study: Cheap Alcohol Leads to Deadly Behavior. (2015, February 19). Retrieved from

www.abc13.com.

34. Swift, S. A. (2015, July 1). More Say Alcohol Threatens Auto Safety Than Pot, Pills.

Retrieved from www.gallup.com.

35. Teague, L. (2015, November 5). How Millennials are Changing Wine. Retrieved from

www.wsj.com.

36. Tweh, B. (2015, October 8). Watch over historic buildings becoming political? Retrieved

from www.cincinnati.com.

37. Wallace, N. (2015, December 28). The Best Cities for Beer Drinkers. Retrieved from

www.smartasset.com.

38. Wessler, S. (n.d.). Over-the-Rhine. Retrieved from www.satellitemagazine.ca.

Reference List

39. About - Leadership, Management Team, Global, History, Awards, Corporate

Responsibility - The Walt Disney Company. (n.d.). Retrieved February 27, 2016, from

https://thewaltdisneycompany.com/about/

40. Coca-Cola History │ World of Coca-Cola. (n.d.). Retrieved February 27, 2016, from

https://www.worldofcoca-cola.com/about-us/coca-cola-history/

41. BRING INSPIRATION ANDINNOVATION TO EVERYATHLETE* IN THE WORLD.

(n.d.). Retrieved February 27, 2016, from http://about.nike.com/

42. Our Company. (n.d.). Retrieved February 27, 2016, from

https://www.chipotle.com/company

43. Apple Info - Apple. (n.d.). Retrieved February 27, 2016, from

http://www.apple.com/about/

44. Samuel Adams® - For The Love of Beer. (n.d.). Retrieved February 27, 2016, from

https://www.samueladams.com/

45. Moerlein Lager House. (n.d.). Retrieved February 27, 2016, from

http://www.moerleinlagerhouse.com/

46. MadTree Brewing. (n.d.). Retrieved February 27, 2016, from

http://www.madtreebrewing.com/

47. Home - Braxton Brewing Company. (n.d.). Retrieved February 27, 2016, from

http://www.braxtonbrewing.com/

48. Anheuser-Busch.com | Homepage. (n.d.). Retrieved February 27, 2016, from

http://anheuser-busch.com/

49. Disney (n.d.). Retrieved from http://disney.com/

50. Coca-Cola (n.d.). Retrieved from http://www.coca-cola.com/global/glp.html

51. Nike (n.d.). Retrieved from http://www.nike.com/us/en_us/

52. Chipotle (n.d.). Retrieved from http://www.chipotle.com/

53. Apple (n.d.). Retrieved from http://www.apple.com/

54. Adidas (n.d.). Retrieved from http://www.adidas.com/us/

55. Rubicoin (n.d.). Retrieved from Rubicoin App for IOS

56. USA Today. 10Best Readers’ Choice. Retrieved from

http://www.10best.com/awards/travel/best-new-brewery/rhinegeist-cincinnati/

57. Rhinegeist (n.d.). Retrieved from http://www.rhinegeist.com/

58. Lipinski, J. (2012, October 31). Scientific Reasons to Respect Light Beer. Retrieved

from www.mentalfloss.com.

59. Nelson, M. (2013, December 6). 6 Keys to Making Marketing Messages Stick.

Retrieved from www.socialmediatoday.com.

60. Market Data (2016). Retrieved from www.markets.wsj.com

61. Yelp (2016). Retrieved from www.yelp.com

brewing connections-rhinegeist client project

Documents