Braxton Brewing by alexmazzurco

CONTENT 5 7 21 33 51 61 75 79 81

The Client & Project Sprint One Sprint Two Sprint Three Sprint Four Braxton Infographic We Are One Meet The Team What We Learned

THE CLIENT & PROJECT From their garage in Northern Kentucky, the Braxton team envisioned bigger and better things for their beer community and Braxton Brewing Co. is their way of putting it into action. True to its founders, Braxton Brewing Company will produce beer for the humble people who dare to dream big. A microbrewery with a taproom known as “The Garage”, Braxton Brewing Company will cater to the Northern Kentucky residents who are driving the entrepreneurial renaissance and love local craft beer. Our job is to help bridge the gap between what a traditional bar offers and what a new social media and technology driven generation craves in their social experience, leveraging original ideas to alter the typical taproom experience. The client has asked us to create a fully functional and interactive mobile application, create a digital experience within the taproom, and develop a social media strategy to educate, promote, and interact with the existing and potential craft beer community. Our mobile application includes functions for a rewards program, one that will keep statistics for what you’ve ordered in the past, suggestions based on your tastes, and special rewards for being loyal customers. The application also includes an events section that will keep consumers in tune with what is going in Northern Kentycky and Cincinnati area and allow you to invite others. There is a portion to open and close your tab from your mobile device and the application includes full social media integration throughout all of Braxton’s social media platforms. The digital taproom will include a full set of interactive screens around the taproom to educate and entertain patrons at the bar. Different parts of the taproom will feature unique digital experiences while also displaying outside social media feeds to bring the entire beer community together. What follows is our process. We engaged in four sprints with a spectrum of goals, big and small. Here our successes and shortcomings are laid bare. Two client presentations and a number of team meetings later - we present this book as our legacy.

SPRINT ONE

MARKET RESEARCH Four teams were created to explore four client-chosen user stories that best represented the initial goals of the Braxton project. The four user stories were based in concepts of production, gender, consumer information, and user experience. The first group expanded their user story to illustrate the need for an unique experience for the craft beer consumer. Their market research detailed, among other things, the necessity for a strong social media marketing base. Group two surveyed the female population of the university to establish the needs, wants, and preconceptions of that largely neglected consumer base. Group three utilized surveys and interviews to reveal the best practices regarding craft beerâ&#x20AC;&#x2122;s digital presence whether online or through a mobile application and expanded that research with suggestions. Finally, group four was tasked with developing suggestions for a â&#x20AC;&#x153;taproom experienceâ&#x20AC;? and produced research aimed at several suggestions including third party integration, on-site digital presence, and other consumer based social experiences. More detailed breakdowns follow.

GROUP ONE User Story: As a brewmaster I want to offer customers unique beverages so that I can create a unique beer.

Building a unique experience for Braxton's customers began with activating the authentic story of Braxton Brewery’s creation. Craft brewery experiences require primarily word of mouth marketing, therefore the unique experience derives from authenticity and passion of the Braxton story and how that’s communicated. This is most successfully translated through various web components, specifically the brand’s blog that directly connects to customers, its loyalty program, and the atmosphere of the bar including layout, music, and the pub's overall interaction with the customers. We looked more in—depth into other breweries and similar establishments that have had success with these mediums.

BLOGS Successful brands create a lifestyle around their brand. By creating a lifestyle blog, Braxton Brewery can both build a lifestyle for its consumers but also fit in well with the current craft beer lifestyle. SOCIAL MEDIA • Craft beer drinkers are using social media more and since many of those interested in craft beer are millenials, social networks are integral to their lives. • Using Twitter hashtags, having users tag your taproom on Instagram, and posting daily tap lists on Facebook are 3 ways for craft breweries to utilize social media. LOYALTY PROGRAMS The purpose of a loyalty program is to foster and nurture the relationship that’s been created with the consumers, especially active loyalists, and to influence their decisions. Focus on providing: • Offers and vouchers: through the use of geolocation data provide offers and deals to those target mobile users. • Rewards customer lifestyle: Create a phone application that rewards customers for living the lifestyle that the brand embodies. • Gamification: engage the consumer to drive that customer loyalty.

GROUP TWO User Story: As a woman I want to be included in the craft beer demographic, so I can enjoy beer and the atmosphere too.

In order to gain an overall understanding of the presence women have within the craft beer demographic, we began with analysis in three areas: basic demography, mobile applications, and marketing strategy.

We surveyed young women between the ages of 21 and 22 that attend Miami University. (Survey: 80 participants, 89% of them were women). Surprising results originated with “Do you drink craft beer?” A majority responded in favor of trying craft beer (58.67% Yes), while 24% have never tried craft beer and 17.33% were unsure of what it is. Many have tried craft beer once or twice, but their engagement with apps, such as Untappd is very limited. There was, however, some curiosity and appeal to the variety of flavors craft beer has to offer.

We focused on craft beer mobile applications and how large a presence women play in the mainstream beer market, such as Miller Coors, in comparison to that of craft beer. Women who consider beer their favorite drink is up 2% from last year, while men are down 3%. The expanding opportunity to target young women within the industry was a significant find. Our suggestions quickly became tailored to reintroducing craft beer to women with a feminine twist, but not one that would subject them as “outcasts” from the men also drinking craft beer. The beer needs a feminine quality that could also appeal to men regarding bottle and label design, and unique tastes, while keeping in mind a gender neutral strategy.

Research shows that women influence 80% of all purchase decisions across all categories. This demonstrates a significant opportunity for craft breweries to market their beer towards women. One strategy involves hosting gender neutral events at the taproom and promoting these events socially and digitally, whether through social marketing or across application platforms whether Braxton-based or otherwise (see: Untappd). Stevie Caldarola, founder of Ladies of Craft Beer, believes that “most of the reaction is that women do not want something that is specifically targeted at them, but that is genderneutral in marketing and is a delicious product.” Taking this into account, one event example is a beer and food pairings demonstration that women and men could both use when hosting a party or gettogether in their homes.

GROUP THREE User Story: As a brewmaster I want to know who is drinking my beer and when they are drinking it so I can better market my product.

Group Three began diving into this story by splitting up tasks into 4 different areas.

Demographics of possible customers in the Cincinnati and Northern Kentucky area and how to track these customers. Through this data, we came to the conclusion that the Braxton mobile application is necessary. With a loyalty type program, they could use the information gathered as another way to track customer data.

2 3

A survey to gain general information from the craft beer community as a whole. Questions included: what a person looks for in a beer and whether they would consider using a beer app.

We searched for what other craft beers are doing socially and/or with an app. An informal usability study determined that craft beer related events would work well with a Braxton app. We then looked into possible events around Cincinnati and Covington with which Braxton could become involved, like sports and music events.

We created interview questions to understand specific individuals of the craft beer community. We looked into when and where they drink craft beer, why they drink it, what kind of beer apps they currently use or would use, and how they would use their own social media in relation to craft beer. Most people do not use one currently, but would be interested in exploring one.

We needed to know more about craft beer drinkers to create an app with features that users wanted and would use. The brewmaster group each interviewed a few craft beer drinkers and found that they wanted both higher alcohol content and good communication for the craft beer communitiy. The survey was distributed via social networks and Reddit’s r/CraftBeer and r/Cincinnatti (Over 150 responses) RELEVANT RESULTS Most important features in a craft beer app, in ranked order: • Drink recommendations • General information on craft beers • Location of the nearest retailer or bar • The ability to share and connect with friends (a distant fourth) Observation: Women ranked recommendations first, far more so than men Other Recommendations: Integration with RateBeer, Achievements/rankings, Similarities to other craft beers Most important aspect of craft beers was: • Taste (84% ranked it as the most important aspect) • Uniqueness (52% ranked second most important aspect) • Alcohol content • Popularity (a distant fourth) • Calorie content Observation: Women rated taste first (by a wide margin), then alcohol content, uniqueness, calorie content, and popularity Other important aspects: the beer being local (several recommendations, all separately), environmental responsibility of brewery

GROUP FOUR User Story: As a young professional I want a cool environment in which to drink with my colleagues after work.

A close analysis of several Midwestern metropolitan regions in regard to the craft beer industry, individual taprooms, as well as relevant demographic information revealed several key trends. These included, but were not limited to: the importance of food to the tap room experience, the use and availability of space, a staffâ&#x20AC;&#x2122;s knowledge of the industry, perceived sociological difference, and the presence of digital experiences. This data represented a compilation of research leading to a number of suggestions for the digital enhancement of the taproom experience. These suggestions included: on-site social media, website, and mobile application experiences, digital/interactive bar stools, groupon/restaurant/athletic integration, and the use of gamification strategies

SPRINT TWO

PLANNING & PROTOTYPES Sprint one saw the diffusion of goals. Several teams worked to brainstorm solutions for very similar goals, which led to overlap. Moving forward the teams re-formed into three main groups: Third Party Integration/Digital Taproom, Social Media Marketing, and Mobile App Supergroup. Each group worked toward several subgoals within their individual group goal. At this point each team dedicated one or multiple individuals to design work. Such a structure allowed for more numerous deliverables on a more efficient timeline. Details follow. This sprint also featured at its end a practice client presentation with Miami University faculty. Feedback from that session is included.

THIRD PARTY INTEGRATION Sprint Two allowed half the team to refine the marketing and third party integration strategies recommended after Sprint One. Though the client was initially not interested in plans to launch Braxton on Groupon, the team felt confident that this digital coupon platform could aid in the promotion of Braxton to the target consumer. The goals of this research were two-fold: understanding what type of consumer users Groupon and understanding how to optimize Groupon promotions. Groupon Users: 40% of groupon users are 18â&#x20AC;&#x201C;34 (key demographics for Braxton) 91% of customers plan to return to the Groupon merchant in the near future 82% of customers would not have gone to the merchant if not for the Groupon deal 81% of customers have referred someone to the business When to Discount: Young businesses may be eager to repeat the revenue generated by an initial Groupon offer. Towards that end they may be willing to offer frequent promotions: a strategy to be avoided. Frequent Groupon offers have 2 consequences: increased unhappiness with regularly priced services and disinterest in purchasing the officer. With this in mind it seems best to offer Groupon discounts to promote new aspects of a business such as additional locations, new products, and increased services. Setting Your Price: It is best to not exceed the 50% discount range. The higher the discount, the less likely a consumer will buy the product at regular price. Even if he or she enjoys the service provided, he or she will associate the worth of that service at the price the paid. The average Groupon discount is 56%. Offering a discount within the 45â&#x20AC;&#x201C;55% range will allow a business to stand out on Groupon without creating unrealistic price associations.

DIGITAL TAPROOM Interactive displays can allow for full patron immersion in the taproom experience without the necessity of an extensive staff or other special utilization, e.g. games. These insights suggest that the implementation of multiple access points/digital options should be instituted in Braxton’s design. It is with this that the digital taproom team moved forward. Engaging users at their seats is priority one. A taproom often does not employ server staff and thus seated consumers have no interaction with the Braxton brand beyond perhaps a menu or an already-purchased drink. At-table interactive displays might curb this non-Braxton experience. Within each display users might engage both in Braxton information from menus and drinks, to the Braxton story and website. This at-table experience was eventually abandoned following the Sprint Two Trial Client Presentation. Another placement option included at-bar displays. Such screens mitigate the problem of understaffing during peak hours. An overwhelmed bartender need not speak to each patron should they order from their respective digital platforms. Should televisions be abandoned in design – these interfaces also offer bar-seated consumers an entertainment alternative. Interactive and non-interactive wall displays were also explored in Sprint Two. Non-Interactive displays were proposed for behind the bar use to display menu information, social streaming, and a third optional screen. Interactive wall displays were proposed for the taproom’s back wall to both pull consumers away from the bar area but also provide a social space for patrons to check sports, engage social through pictures, and learn more about craft beer and Braxton.

SOCIAL MEDIA MARKETING The social media team developed a post-launch cohesive social media campaign to gain more followers once their social media presence has increased. This campaign included: Social Happy Hour: At a Braxton Social Happy Hour customers will be challenged to get a certain amount of social users for a specific social site. If they complete the challenge, beer prices get discounted by $1-2. #Lifeonetolife Instagram contest: A photo contest allowing fans to post Instagram pictures of themselves with the Braxton flag that they receive and show when or where they need a beer. Prize: Braxton gift cards & opportunity be featured on Braxton advertisements Twitter Perks for Braxton contest: Geo-target potential customers in Kentucky and Cincinnati via Twitter who have tweeted about having a rough day through certain hashtags. i.e.: #roughday Braxton responds with #Lifeonetolife offering potential customer a $5 gift card to brighten their day Other Suggestions: • Connecting with other companies to increase Twitter following • Connect with users by producing interesting and creative content • Connect with an event that increases awareness • Engage with competitors and their followers on social media

MOBILE APPLICATION The team brainstormed a Braxton App that is both unique and useful to consumers. We explored features on current popular craft beer apps as well as the Morelein Lager House app. We came up with a list of important aspects that we would want implemented into the Braxton mobile app. These aspects include: • Taproom location features • A loyalty program • Sharing capabilities We then constructed a list recommendations to consider during the next sprint. The list included: • The most desired aspects of the mobile app (based on the survey we distributed) • Personalization features that should be explored • A payment system

TRIAL CLIENT PRESENTATION: ARTIE KUHN Spring Two concluded with group presentations to Interactive Media Studies faculty member Artie Kuhn who was tasked with embodying a constructively critical client. Kuhn’s key feedback included: Rethinking & Specialize Tom Cruise Initiative Develop Woman-focused marketing Rethink certain app features like the beer tap Specifically, the five aspects we presented to Kuhn included: Groupon, the Tom Cruise Initiative, demographics, marketing/other aspects, and women in craft beer. Suggestions included: • Focusing less on the demographic of our customer and more on thier needs. • Ensuring the social media purpose was less specifically goal oriented toward increasing brand awareness or boosting sales, but rather to create a presence and engage with a network of craft beer drinkers. • All interactive interfaces should be differentiated but integrated with one another, i.e. the mobile application, social media, and digital taproom should mesh to create a consolidated user experience.

SPRINT THREE

TOWARD IMPLEMENTATION Sprint Three built on the largely successful planning of Sprint Two. With feedback from Kuhn, each team worked toward refining existing ideas and strategizing further goals. Some of these included: creating a Braxton consumer persona for social marketing purposes, creating tangible and useable design prototypes for the mobile application, adding intuitive features to the taproom experience, creating educational campaigns for marketing purposes, and beginning to budget for various deliverables. Sprint Three concluded with a second presentationâ&#x20AC;&#x201D;this time to the client.

EXAMPLES OF CURRENT SOCIAL MEDIA ACTIVITY

SOCIAL MEDIA MARKETING The team moved forward with its social media-marketing plan and started to plan the pre-launch for Braxton’s social media platforms. We have named our pre-launch campaign the “Path to 10,000”, specifically the goal is 10,000 followers total on various social media platforms by mid-late November 2014. We first completed two case studies to examine the social media activity and best practices of two local breweries, MadTree and Rhinegeist. Because these brands have only been open for 4 and 2 years respectively, it was difficult to gauge their pre-launch efforts. While looked at their current numbers, it was tough to gauge follower increase over time. We created a persona for the likely Braxton customer: witty, conversational, and intelligent – all things that the social media strategy should cater to. The next step was to create a detailed list of content to post, what social media platforms to post on, and when to post. We recommended that the client hire a Social Media Specialist to manage and execute content for all Braxton’s sites. In the recommendation we listed a potential job description, skills required, and eventually we recommended the amount this position should be compensated. Other recommendations included: • Using #liftonetolife to engage followers and establish familiarity • Interact with area bars and restaurants • Follow those who follow competitors on social media • Use photo-heavy social content • Become an information hub for beer-lovers by sharing interesting and fun content • Create monthly analytic reports

BRAXTON APP WIREFRAME STAGE

MOBILE APPLICATION Using the framework built during Sprint Two, tangible visual design was the next goal. The three areas that were focused on included functionality, user retention, and personalization. The intuitive nature of the home screen allows users to navigate the appâ&#x20AC;&#x2122;s entirety with minimal clicks. The major hurdle for app design was to avoid too much content without compromising the technological point of differentiation. Simplicity will create an environment that serves as a hub for all things Braxton that is actively retaining its consumer through that simplicity, but also through personalization. Customers will be able to be connected to Braxton both in and out of the tap room. In the tap room, the most important aspect is the loyalty program. A customerâ&#x20AC;&#x2122;s profile will allow them to earn rewards, buy products, and review their past purchases. This information will enable targeted messages and rewards for customers, and data on consumer behavior for Braxton. Customers will want to use this this app for its ease, ability to plan social gatherings, and stay connected to Braxton on a macro (social media platform infusion, beer information) and micro (individualized user profiles) level.

PROPOSED LAYOUT FOR THE BRAXTON TAP ROOM

DIGITAL TAPROOM Post-feedback, the goals for the digital taproom became the specialization of digital interfaces to simultaneously combat non-social, digital taproom experiences while also promoting a social, digital experience. This consists of four user experiences, some of which were retained from Sprint Two, and others were new to Sprint Three. These include: digital bar tops, interactive wall displays, noninteractive wall feeds, and beacon technology. A final education-oriented marketing campaign was designed as a possible component of the application, website, social, and on-site digital. It was entitled the â&#x20AC;&#x153;Crap vs. Craft Campaignâ&#x20AC;?.

INTERACTIVE BARTOP Two vendors have emerged as viable options for the interactive bar top. The first is New Mexico-based, Ideum. Their “Platform 46” product measures 40” by 22”, has 60 touch points and sells for $13,500 (+shipping). Platform 46 is currently in use in restaurant, bar and museum settings. The second company is Toronto-based Gesturetek. They provided a quote for a custom 96” by 27” screen which combines adjacent devices under a thin protective touch surface. The price of $22,800 (+shipping) includes custom installation. In both instances, considerations should be made for building the bar around these devices, rather than just putting these on top of existing surfaces.

INTERACTIVE & NON-INTERACTIVE WALL DISPLAYS One key vendor has emerged as the most viable and flexible option for interactive wall displays. HorizonDisplay (CA) offers a range of sizes and screen types for maximum choices among similar vendors. Their 75’’ Portrait configuration allows from three individual screens spanning a total of 10 feet by 6 feet of space. This option is priced at approximately $55,000. Optimal locations for the interactive screen remains those walls opposite the bar in order to pull patrons into the taproom’s social space. HorizonDisplay also designs software that can be integrated into the Interactive BarTop as well. Non-Interactive Wall Displays should be featured on the wall behind the bar and the private event room outer wall. Having a maximum of three walls featuring screen displays, interactive or non, allows for a digital space without overwhelming the consumer. Non-Interactive Walls should feature scrolling menus, a television space, and a third space for social media, news, events, etc.

BEACONS With the goal of creating a digitally integrated taproom experience in mind, part of the team analyzed the capabilities of beacon technology. Beacons are wireless devices that utilize Bluetooth technology to interact with smart devices. There are 6 beacons brands available for purchase, however, our brand analysis suggests using Estimote beacons. Beacons can only interact with devices that utilize Bluetooth 4.0. This list includes: • iPhones, 4s and later • Droids, 4.3 and later • Windows Phone 8 The following features are standard with each Estimote beacon:` • Access to source code of sample apps designed for Estimote beacons • Access to Estimote’s software development kit • Over-air update feature ensures compatibility with OS updates, such as iBeacon developments • ARM processor • Location transmitter • Accelerometer • Temperature sensor • 1–2 year battery life • Waterproof guarantee This combination of features will not limit Braxton to the current uses of beacon technology. Estimote beacon broadcast range can be adjusted between 2 square inches and 328 square feet. Additionally they are sold are sold in sets of 3 for $99. Interactions include using push notifications to show remind leaving customers of an open tab, to notify customers of a reserved space or how to reserve it for themselves, or alerting them to the existence of specials or other features via the Braxton app.

Did you know most people actually spend less by drinking craft beer based on the alcohol content alone?

Rhinegeist Truth 7.2 Jackie Os Mystic Mama 7 MadTree Psychopathy 6.9 Jackie Os Chomo Lung Ma 6.5

ALCOHOL BY VOLUME (%)

4.43%

Commercial Beer Average Alcohol Content

MadTree Happy Amber 6 Great Lakes Burning River 6 River town Hopbomber 5.5

Heineken 5.4

Corona Extra 4.6 Busch 4.3 Budlight 4.2 Michelob Ultra 4.2 Coors Light 4.2 Miller Lite 4.17 Busch Light 4.1

Jackie Os Firefly Amber 5

3 6.21% Local Craft Beer Average Alcohol Content

2 1

Thereâ&#x20AC;&#x2122;s less water in our beer, therefore less time in the outhouse.

CRAP vs. CRAFT Craft vs. Crap was a marketing campaign aimed at educating the consumer through contrast. The conceit was to establish that mainstream, mass--produced beers from brands like Miller Coors, Anheuser-Busch, etc are brewed across the country despite their branding claiming a single thematic foundation. This was used in juxtaposition of Braxtonâ&#x20AC;&#x2122;s single brewery to emphasize that each bottle is a creation versus just a number. This was represented using a national map visual with breweries staked geographically appropriate. A second image contrasted the alcohol content of local craft beers with the 10 most popular mass-produced beers to establish why craft beer costs more: the taste is better and alcohol is higher.

JAKE ROUSE CLIENT PRESENTATION Sprint Three concluded with a project presentation to client Jake Rouse. Rouse was overall very happy with each deliverable. Some brief thoughts and considerations: Google-based 3D Layout is an optimal presentation tool. • Availability of charging stations. • Keep cables on hand. • Lockerbox with keys, put your phone in and walk away (May detract from digital experience). • Craft vs. crap will be useful, if revised. Current tone was too combative. • The app has all the functionality for which he initially hoped, and has a nice design. Priorities going forward: • Social media is going well—continue with current campaign model. • As they continue to build, they’re looking at what they can afford. • Beacons are ensured—Develop more details. • Large, interactive aspects will be phase two, refine different experiences. • Kickstarter campaign to involve more consumers in brand. • Money from this will be used for technology.

SPRINT FOUR

REFINE & POLISH Sprint Four was used primarily to refine past projects in regard to feedback from Artie Kuhn post-Sprint Two, and Jake Rouse post-Sprint Three. The Mobile Application team went forward finalizing their wireframe, especially in regard to icon creation, navigation text, and overall aesthetics. The taproom team differentiated individual interactive experiences and explored the integration of those on-site experiences with the application and website. Social Media continued in their goal on â&#x20AC;&#x153;The Path to 10,000â&#x20AC;? by continuing strategic suggestions and creating sample content.

SOCIAL MEDIA MARKETING For Sprint Four we focused on moving forward on Rouse’s feedback and focusing on the following: •Develop Infographic to tell “The Braxton Story” on all social media platforms, website, and on-site •Show recommendations for the social media position •How many hours? What should the pay be? Internship vs. job? •Research other social media spaces. Is it worth being on Google +, Reddit, etc.? •Cost of Facebook Ads and what they’re worth •Sponsored Tweets, are they successful? Further goals include creating a cohesive and streamlined content strategy across platforms and working strategically with the other groups to ensure social media is used advantageously through the Braxton App and on-site.

SOCIAL MEDIA FEED For the digital taproom to be truly social-media driven, one of the digital screens will display real time tweets and instagram photos that use #liftonetolife. Not only will users feel excited by reaching their “10 seconds of fame” on the screen, but it will share the Braxton experience to the user’s network of followers. There are both free and paid tools available as aggregators for the hashtag content. Hashtagr is a free tool that pulls in feeds from Twitter, Facebook, Instagram, Google +, and vine. Though there is no “branded template”, it uses a mix of blues and purple, it does allow removal of certain tagged images, which is helpful if non-related content gets pulled in. A paid option is Wayin, which pulls from Instagram, Vine, Facebook, YouTube, and Instagram. There is much more flexibility in the branding and design of this aggregator, though it can cost up to a few thousand dollars a month, depending on the type of campaign that is run.

FACEBOOK BOOSTED POSTS During the pre-launch stage, it is highly recommended that Braxton pay for boosted posts on Facebook to build excitement for the opening of the brewery and to gain awareness. Boosted content should include the Braxton Story infographic, “countdown to opening”, a facebook event of the opening celebration, any deals or offers that might be available the day of the opening, and any other content that shows who you are and what you’ll offer. There are two options when selecting an audience to target. It is recommended to target “People who like your page” for some posts and “People who you choose through targeting” for others. You can target to gender, age, and location. Based on Braxton’s audience, it is recommended to target to men and women ages 21–35 in the Cincinnati and Covington areas, extending to other areas if the budget allows. Posts can be monthly from now until a month before the opening and should then switch to weekly posts. Pricing is determined by the audience you select.

MORE EXAMPLE OF SOCIAL MEDIA SPECIALIST JOBS For the social media at Braxton to be successful it will need a person to maintain, monitor, create, and respond. This role could start as an internship and develop into a part time or full time job if needed. According to Payscale.com, the median salary for a social media specialist in the Cincinnati area is $35,000/year. As an intern working 15-20 hours per week, we recommend $250/week or about $14/hour. Job Skills Requested: • Hootsuite familiarity • Excellent writing skills • Effectively be able to communicate through video/ digital formats • Expertise in Facebook, Twitter, Instagram, & Vine • Understanding of social advertising platforms • Ability to self-organize and prioritize • Team player being able to collaborate with client and colleagues • Strong work ethic • Innovative thinking Intern Job Description: • Create and implement a content calendar - plan posts around trends, holidays, etc… • Create monthly reports across all social media tools to analyze trends • Take pictures and videos of events at the brewery • Respond to all mentions, good and bad. • Maintain Braxton Instagram, Facebook, twitter accounts.

Full-time Job Description: • Create and implement a content calendar - plan posts around trends, holidays, etc… • Create monthly reports across all social media tools to analyze trends and user habits • Report to the Marketing Manager • Take pictures and videos of events at the brewery, new beers that are released, behind-the-scenes making of beer, tour of the brewery, founders and their bios • Put together information for potential infographics • Update Twitter account • Respond to those users who tweet @BraxtonBrewCo within 12 hours • Schedule posts with educational and/or funny and quirky posts daily - include images when and where necessary, using HootSuite • Retweet posts by companies and/or businesses around Cincinnati/Covington area - especially posts relating to beer/breweries • Daily posts with news articles,videos, images, event postings, etc. • Update Facebook account • Post photo albums after events, when new beers are released (with information about how the beer is made), behind-the-scenes tours, founders and bios, etc. • Daily posts with news articles, videos, images, event postings, etc. • Update Instagram account • Effectively using the Braxton hashtags when posting images • Post daily photos at odd hours of the day (Thursday late afternoons, late at night, weekend mornings)

Evan Rouse, from Union, Kentucky, fell in love with the craft of brewing beer at the age of After he turned the family garage into a home brewery, his entrepreneurial obsession and dream came to life.

With neighborhood support the operation grew from

Jake Rouse

Evan Rouse

Jake Rouse

Evan Rouse

CEO

Brewmaster

CEO

Brewmaster

Greg Rouse

Richard Dube

Greg Rouse

Richard Dube

COO

Co-Founder

While trying new ingredients like raspberry, vanilla, and orange, they were able to create distinctive varieties.

COO

Co-Founder

While trying new ingredients like raspberry, vanilla, and orange, they were able to create distinctive varieties.

With neighborhood support the operation grew from

Jake Rouse

Evan Rouse

Jake Rouse

Evan Rouse

CEO

Brewmaster

CEO

Brewmaster

Greg Rouse

Richard Dube

Greg Rouse

Richard Dube

COO

Co-Founder

While trying new ingredients like raspberry, vanilla, and orange, they were able to create distinctive varieties.

COO

Co-Founder

While trying new ingredients like raspberry, vanilla, and orange, they were able to create distinctive varieties.

MOBILE APPLICATION Sprint Four saw the Mobile App team take the prototype from Sprint Three and started implementing the branding materials to the final app to create realistic usability screen shots. We have taken the design aesthetic from the website home page and used it to create a user interface that is both functional and well designed. In this stage, we also took the small detailed corrections and worked out every stage of the app. Finally,, we took work from social media and the Digital Taproom to mesh together a brand that the consumers will connect with and stay loyal to.

DIGITAL TAPROOM Sprint Four was spent differentiating the user experience between digital spaces. There was some overlap to promote the integration of those experiences. Suggestions follow. Interactive BarTop: Primary purpose: to help make a decision about beer choice (Dissuade Lingering) Built in timer on devices to limit individual use What’s Popular (What people are drinking daily, weekly, monthly & ratings of individual drinks) Find a beer (Beer web, What’s on tap, Cost, Brand, Ingredients) Interactive Wall Displays: Education: Brag worthy Info, Supply Chain info, History/Mission, “We Are One of a Kind” Games: Simple games, built in timer to limit prolonged use Social: Take pictures, send to phone via email/bluetooth (with Google Hangout features) “Liquor Ticker”: Track beer, ratings, beers being consumed, beer remaining, flexing cost Screensavers with scrolling news/social/menus/”Use Me” Sign Non-Interactive Wall Displays: Television Social Media Stream/Beacon Info/Pictures/News/Food Availability (Scrolling) Beer Information/Menu (Scrolling) Miscellaneous: Social Media— “Save a beer” via social media vote, or Vote for next tapped

WE ARE ONE Based on the Client Presentation at the end of Sprint Three, the Craft vs. Crap Campaign was re-branded as the “We Are One of a Kind” Campaign. Using the same images with slightly different copy, this rebranded is far less combative. By choosing to use a positive, pro-Braxton oriented title, the information becomes implicitly combative as opposed to the original explicit “crap” moniker.

Did you know most people actually spend less by drinking craft beer based on the alcohol content alone?

Rhinegeist Truth 7.2 Jackie Os Mystic Mama 7 MadTree Psychopathy 6.9 Jackie Os Chomo Lung Ma 6.5

ALCOHOL BY VOLUME (%)

4.43%

Commercial Beer Average Alcohol Content

MadTree Happy Amber 6 Great Lakes Burning River 6 River town Hopbomber 5.5

Heineken 5.4

Corona Extra 4.6 Busch 4.3 Budlight 4.2 Michelob Ultra 4.2 Coors Light 4.2 Miller Lite 4.17 Busch Light 4.1

Jackie Os Firefly Amber 5

3 6.21% Local Craft Beer Average Alcohol Content

2 1

Thereâ&#x20AC;&#x2122;s less water in our beer, therefore less time in the outhouse.

The difference between a quality, locally bottled craft beer and other beer that is just a number on the assembly line.

Braxton Brewery MillerCoors Breweries Anheuser-Busch Breweries

From a humble start, a love for brewing has become an entrepreneurial obsession. Melding technology and tradition, ideas are born and fermented.

MEET THE TEAM

Micah Cooper

Alex Malebranche

Hannah Mills

PROFESSOR

PROJECT MANAGER

SCRUM MASTER

Drew Davis

Josh Kiger

Kimberly Logsdon

Jonathan Moore

Danielle Antony

Rachel Aron

Kristin Bell

Annie Gallardo

Nichole Gartland

Alex Mazzurco

Peter Nelson

Meryl Small

Liz Schafer

Anne Sniechowski

Dominique Suarez

David Wilton

540

Kelly Bennett 440

WHAT WE LEARNED

Individually and as a group we faced obstacles and challenges but more often than not, we experienced success. Each student contributed their thoughts on this experience and those have been collected below to represent a group reflection. For many, this was their first larger-scale collaborative project. Even those experienced team members, however, expressed learning the necessity of collaboration, patience, and especially trust. A number of students reflected on the individuality of groups and the requisite focus needed to trust other groups to get their work done. Everyone can’t know everything about a larger project – but large group brainstorms and presentations still allow each group to learn, appreciate, and even contribute to other groups’ goals and deliverables. Other team members spoke of this project as a culmination of skill sets but also an opportunity to learn new skills. For most, this class comes after a spectrum of coursework on project management, social media marketing, and other branding classes. Such an experience as this allowed most team members to apply learned skills in a relatively controlled and “safe” real world context. Though we worked for a very real client with very real expectations, a number of us learned the responsibility, the self-discipline, and the necessity of hard work in marketing, digital, and business atmospheres. This project belongs to each individual member but also to the group at large. Though we worked through these projects for Braxton Brewery Co., we also worked for each other. In collaboration with a large group of people, it makes it a lot easier to create a strong final product for a client. The various aspects of our final deliverable are the results of each individual skill there was to offer. This project showed how the elements of an agency are put together, with graphic design, logistics, copywriting and client relations.