HBP# NA0716

t
Throwback Brewery: Personnel

os
Performance Appraisal Decisions to
Ring in the New Year
Danielle J. Clark, Hillsborough Community College

rP
Armand Gilinsky Jr., Sonoma State University
Allo Gilinsky, Craft Beer Cellar

Early one morning in December 2019, Annette Lee and Nicole Carrier, the founders

yo
of Throwback Brewery (Throwback), sat around a wooden table at their establishment
reviewing their business goals for 2020. Their top goal was to sell more food and
beverages to their existing customers. In calendar year 2019, Throwback had been
averaging food and beverage tabs of $24.77 per person. The owners also strived for
Throwback to be nationally known as a “must stop” New Hampshire (NH) destination
for food and beer, rivaling anything Maine and Vermont had to offer. While this was
a hard goal to measure, the partners decided to gather information informally through
national press mentions, social media tags, and anecdotal stories of people telling them
op
they were recommended to visit. Keeping employees engaged and making Throwback
one of the best places to work in New Hampshire was also high on their priority list.
The partners would measure this informally by employee comments and attitudes,
employees achieving desired results and employee turnover rates.
Nicole said to Annette over breakfast,
tC

In order to meet our business goals, we have to really tap into the full potential
of our employees and reduce their uncertainty about how well they are doing
on the job. This is why rolling out a personnel performance appraisal program
in 2020 is so important. It may not solve all our problems, but it should help
keep employees focused and motivated. Let’s buckle down and get to work on
the details so we can roll it out in January.
No

ANNETTE AND NICOLE

In the year 2000, as a couple who loved good food and good beer, Annette and Nicole
began homebrewing as a date night hobby. Together, they experimented with a variety
of ingredients, creating innovative flavors such as a chocolate peanut butter porter.
Friends and family found their beers exceptional and encouraged them to enter
contests. Over the next few years, Annette and Nicole won several awards.
-----------------------------
Do

Copyright  2022 by the Case Research Journal and by Danielle J. Clark, Armand Gilinsky Jr., and
Allo Gilinsky. The authors developed this field-researched case for class discussion rather than to
illustrate either effective or ineffective handling of the situation. The authors thank CRJ Editor Gina
Gandy and anonymous CRJ reviewers who provided support and many useful suggestions to make
this a more effective case. This case was presented as a full case at the 2020 NACRA conference.
Contact person: Danielle J. Clark, Hillsborough Community College, 4001 W Tampa Bay Blvd,
Tampa FL, 33614, drdanielleclark@gmail.com.

Throwback Brewery: Personnel Performance Appraisal Decisions to Ring in the New Year 1

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
 During the early 2000’s, both Annette and Nicole held steady corporate jobs in

t
industry with high pay and attractive benefits. Nicole was a high-ranking executive at
IBM, where she was responsible for product management and marketing. Her time

os
was spent developing product strategies, showcasing products on large stages across
the United States and talking to the press. Annette was an environmental engineer who
worked for Xact Data Discovery for seventeen years. For twelve of those years, she
had worked as a manager in operations.
Because of high stress at work, Annette grew physically ill on multiple occasions.

rP
She knew she needed to change jobs and start another life for herself. Annette became
interested in the engineering side of brewing, and in 2008, completed the Siebel’s World
Brewing Academy Concise Course in Brewing Technology. After taking this course,
Annette believed she and Nicole should open a brewery. When considering that
possibility, Annette and Nicole talked to small brewery owners. Annette went to
Vermont to learn from Lawson’s Finest Liquids and spent time with White Birch
Brewing. Annette then began an internship at Smuttynose Brewing Company, which

yo
allowed her to gain more information and meet folks in the industry. In 2010, feeling
prepared, Annette and Nicole decided to quit their jobs and start a microbrewery. To
fund this endeavor, they tapped into their personal savings.

THE CRAFT BREWING INDUSTRY

According to the Brewers Association, by the end of 2019 there were an estimated
op
8,000+ craft brewers in the United States, contributing $79 billion to the economy and
employing 555,000 people. A ‘traditional’ brewery produced millions of barrels of beer
a year while a microbrewery made no more than 15,000 barrels a year. Between 2017-
2019, for example, the barrel average for Throwback was 1,100. The craft beer industry
experienced considerable expansion over the ten-year period from 2008-2018,
according to a Forbes article and data provided by the Brewers Association and
tC

compiled by Statista.
Despite its rapid growth, the craft beer industry fell under some scrutiny owing to
the perception that it was, ‘a white man's world.’ In April 2019, a reporter for the Grand
Rapids Business Journal noted that the lack of diversity in the “talent pipeline” was
considered a big hurdle to creating more diversity and inclusion. A 2019 survey by the
Brewers Association revealed that:
Production staff tends to skew heavily male, owners a bit less, while non-
No

production staff have a bit more gender balance. [Our] sample showed 54
percent of breweries owned by one gender, 31 percent with 50-50 ownership,
and 15 percent with some other mixed gender split. Of the breweries that were
owned by one gender, 96 percent had male owners. Additionally, race and
ethnicity demographics of U.S. brewery employees showed a range of 76.2%
white for production staff (non-managers) to 89% (brewers).
A study for the Craft Brewing Business Institute reported in 2016 that only two
percent of breweries had exclusively female founders. According to Nicole,
Do

I don’t believe being female has hindered our business success. In fact, I think
in many ways being female has helped. Our data shows approximately 80% of
purchasing decisions made in the home are by females, so their buy-in of who
we are and what we do is important. On our social media accounts, we have
more female followers than the national average for breweries…

2 Case Research Journal •Volume 42• Issue 1• Winter 2022

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
 THROWBACK BREWERY’S ORIGINS

t
In 2011, Annette and Nicole started selling their beer under the name Throwback

os
Brewery in a small warehouse space on the seacoast of NH. Many breweries in the pre-
prohibition era, which ended in 1919, had sourced their raw ingredients locally and
then processed them before brewing. Annette and Nicole strived to make small batches
of high quality, artisanal beer from fresh local ingredients and felt their brewery was as
Nicole described, “a throwback to the past,” which inspired the brewery’s name.

rP
Having enjoyed a successful ramp up in company sales, in July 2012, Annette and
Nicole took out a loan for several million dollars so they could move to a larger
location. Throwback relocated to Hobbs Farm, a move which would eventually allow
the company to operate a restaurant. However, Annette and Nicole did not have any
restaurant experience. Nicole stated, “We take pride in hiring the right people to get us
to where we need to be. We’ve never felt like we needed to do it all. We trust our
employees.” Annette and Nicole spent three years operating as a brewery with no food
at the new location before they were prepared to open the restaurant to customers.

yo
When Throwback opened its restaurant, it was the only full farm-to-table
restaurant in NH that featured an active working farm and a craft brewery. The farm
comprised twelve acres and four acres were designated for farming. The farm included
a hop yard, fruit trees, vegetables, and animals such as chickens, goats, pigs, and
donkeys. The partners’ goal was to eventually grow 50 percent of the produce they
used and to source everything else within a 200-mile radius.
The new location for Throwback Brewery was located minutes from Portsmouth,
op
NH, a walkable coastal town with a working port. According to the official
Portsmouth, NH tourism website the town was ranked as the 26th most “historic
place” in the world and 6th most in the United States. Portsmouth had a population of
21,000. The town's local art, shopping venues, and restaurants lured tourists to the area
year-round.
Annette and Nicole resided in a house on the property of Hobbs Farm. Reflecting
tC

on the decision to live on the property, Nicole recalled, “It made financial sense for us,
but it was hard. There was no separation of work and life outside. We could look out
our windows and see the restaurant was busy. At times, employees would walk over to
the house and ask us questions.”
Throwback was a seasonal business. Excluding the winter months and rainy days,
for the most part, they were always at full capacity at 75 seats filled. Compared to the
relatively slow post-holiday period, during the brewery’s peak summer season, 1,600-
No

2,000 customers were served each week. The month of August saw two-and-a-half
times as much business compared to the winter months.

HUMAN RESOURCES
The company structure included Annette, who assumed the responsibilities of Director
of Brewing Operations, and Nicole, who ran the business as its President. Team Leads
reported to both Annette and Nicole, and included a Head Chef, Head Brewer, Lead
Do

Farmer and Lead Server. Exhibit 1 shows job descriptions of personnel at Throwback.
In total, the company had 42 full and part-time employees: 28 employees worked year-
round, while the remainder consisted of seasonal workers who worked in the summer.
Female employees comprised the vast majority of Team Leads and employees.
Although Nicole and Annette did not actively seek female employees, they knew

Throwback Brewery: Personnel Performance Appraisal Decisions to Ring in the New Year 3

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
 female employees were attracted to the opportunity to work for them as Throwback

t
was the only brewery in NH that was 100 percent women-owned.
As reported by the National Restaurant Association, the turnover rate in the United

os
States restaurants-and-accommodations sector was nearly 75% percent in 2018,
compared to the turnover rate at Throwback in 2018 and 2019 which was under five
percent. The partners believed turnover was low because they worked hard to hire the
right people, there was a strong positive culture established and because the company
did a lot to support the community.

rP
Team Leads, who had all been with the company for at least three years, were
trusted subject matter experts who had the authority to manage day-to-day tasks, but
not to manage people outside of basic scheduling and operational needs. Team Leads
would assist with training but would not get involved in hiring and disciplinary matters.
The majority of management responsibilities including compensation, conflict
management/problem resolution, employee development, and hiring/firing went
through Annette and Nicole. At the height of the season, Annette and Nicole managed

yo
20+ people.
According to Annette, because of financial constraints, Throwback did not have a
General Manager (GM). Instead, Annette acted as GM. “Because I’m so busy,
oftentimes the Lead Server takes on the burden of a GM. This Lead isn’t at the point
where she wants to be a manager. Her role is blurry, but I’m stretched thin a lot,”
Annette stated. On several occasions Annette had to remind frontline staff not to treat
this Lead (and other Team Leads) as a manager and not to treat Team Leads poorly if
they needed to make a management-like decision.
op
At $7.25 an hour, NH had the lowest minimum wage in New England in 2019. Per
Salary.com, cost of living in Portsmouth was 20 percent higher than the national
average. According to NH state law, a tipped employee of a restaurant who regularly
received more than $30 a month in tips from customers could receive a base rate from
the employer of no less than $4 an hour. Living a quality life on those wages was
challenging and the pay disparity between frontline workers such as bartenders and
tC

behind-the-scenes workers, such as the brewers were always on the partners’ mind. On
average, front-line workers made 30% more than employees like the cooks and brewers
working behind the scenes. One day, Annette said to Nicole, “It’s unfair how much
more the frontline makes because of tips. The tipping system in this country needs an
overhaul. Our cooks, farmers, brewers and other staff deserve that kind of money too.
Without our amazing food and beer, there would be no tips.”
Many Throwback employees held multiple jobs to make ends meet. One Team
No

Lead stated, “You can't afford to live in this area and make $11 an hour. It's impossible
unless you are living with parents or someone else who is helping to pay the bills. Those
of us who work two jobs are always tired.”
Throwback paid employees the industry average while their benefits such as
healthcare, holidays and paid-time-off were above the industry average. In an effort to
even out the pay disparity, Annette and Nicole would give optional overtime
opportunities to the cooks and brewers when they could.
Do

CULTURE AND VALUES

The company’s core values included, “being profoundly kind, striving for excellence
and loving the community and planet” as shown in Exhibit 2. Throwback maintained
an up-to-date employee handbook consisting of policies that were important to the
owners, including but not limited to policies and procedures on: conduct and behavior,

4 Case Research Journal •Volume 42• Issue 1• Winter 2022

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
 cell phones, harassment and discrimination, and health and safety. To help foster a

t
family culture, Throwback offered employees and their family members generous
discounts on food and beer in hopes that employees would spend time at the brewery

os
when they weren’t working.
Many Throwback staff members reported that communication from the owners
should be an area for improvement for the company. Several employees commented
that they had received raises over the years but had never been informed in advance
by Nicole or Annette. Instead, employees noticed the increases in their paychecks.

rP
Several employees mentioned they would have liked to have known why they were
being recognized. Many craved more time and recognition from Nicole and Annette.
One Team Lead stated, “Because Annette wears so many hats in the business,
communicating with her can be challenging as she is always busy.”
Nicole and Annette recognized that communication was an area for improvement.
In mid-2018, they implemented a weekly 30-minute meeting with Team Leads to cover
revenue goals, HR related issues such as training and hiring updates, and marketing

yo
and brewery updates. Although these meetings were well-attended, “There never
seemed to be enough time to cover everything,” according to the owners.

PERFORMANCE APPRAISALS IN THE BREWING INDUSTRY

Nicole and Annette also tried to stay up-to-date with what other breweries had
implemented for performance appraisals. Kristopher Scholl, Senior Director of
op
Operations and Engineering for the Craft Brew Alliance, gave a presentation on
performance management at a craft beer industry conference in 2017. Scholl stated,
As it becomes more difficult to differentiate on the "what," more and more
focus needs to turn to "how." As craft brewers, are we burdened by being small
and forced to find ways to market our "inefficiencies" as something to be
celebrated? Or can we be small and efficient? Implementing a performance
tC

management culture will improve consistency, quality, efficiency, and

profitability. Craft breweries that embrace and apply the principles of world-
class manufacturing to their operation will have a competitive advantage over
those that hang onto the ideology that being small and inefficient is something
to be celebrated. In the end, consumers have many choices and the
competition is only growing. Trying to differentiate based on better marketing
and better beer is in reality doing what every other craft brewery is trying to
No

do. This presentation will make the provocation that breweries that embrace a
culture of performance management and continuous improvement will achieve
a sustainable competitive advantage. A roadmap on how to implement a
performance management routine, empower employees, and practical
applications will be explored.
Prior to 2017, some breweries had systematized formal performance appraisal
reviews but had subsequently done away with them. One such brewery was Ninkasi
Brewing Company in Eugene, Oregon. On the decision to get rid of reviews, Cheryl
Do

Collins, Ninkasi’s Chief People Officer, was quoted in Oregon Business in 2016, “I cannot
see the value it’s providing. Employees think it’s the only way to get a raise, and
managers do it just to check a box. Who likes it?”
Other breweries like Dogfish Head Craft Brewery had invested in enhancing their
personnel performance appraisal processes. In a promotional video for a performance
appraisal software company, Bailey Borzcki, HR Generalist for Dogfish Head, stated

Throwback Brewery: Personnel Performance Appraisal Decisions to Ring in the New Year 5

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
 the brewery had been seeking a solution to improve its appraisals process and make

t
the transition from paper to digitized appraisals. Dogfish Head conducted monthly
one-on-one reviews, so there were no surprises for its employees at the yearly review.

os
Borzcki believed the company’s heightened focus on performance management helped
with communication. She noted that all the employees she had spoken to about the
changes greatly appreciated the opportunity to have special one-on-one time with their
managers and to understand how they were tracking in their work. Borzcki believed
that Dogfish Head’s employees became more engaged as a result of the company’s

rP
added focus on performance appraisal.

HOW TO IMPLEMENT A PERSONNEL PERFORMANCE

APPRAISAL?
Hours into their conversation, still seated around the wooden table, Nicole mentioned
she had obtained a sample performance appraisal form from a friend who ran another

yo
craft brewery. The sample performance appraisal form is shown in Exhibit 3. Nicole
asked Annette, “Would a performance appraisal form like this one be suitable for
Throwback [Brewery]? Should we even use such a formal form? If so, could we
customize it to meet our needs?”
“I’m not certain, but I like that you found something that we can leverage. It beats
reinventing the wheel,” Annette responded. Annette was planning to send paper
surveys to all the Team Leads in January, asking them to give feedback on themselves
op
and their peers in other departments to ensure accountability and an honest reflection
of a person and department. Annette was eager to give the employees more structure
and a greater voice in crafting and implementing a personnel performance appraisal
system.
Having taken baby steps towards the implementation of a personnel performance
appraisal system, Annette and Nicole nevertheless mused that they had several
tC

decisions to make. How should a performance appraisal process be structured? To

what extent should the process remain informal or become more formal?
No
Do

6 Case Research Journal •Volume 42• Issue 1• Winter 2022

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
 Exhibit 1 - Throwback Brewery’s Team Lead Job Descriptions

t
Head Chef - Primary role is to manage and oversee the entire kitchen operation.

os
Responsibilities include:
• Menu and recipe design
• Hiring, firing, mentoring, and teaching staff
• Ordering, sourcing, and managing of inventory, including liaising with
suppliers

rP
• Pricing and maintaining target margins
• Ensuring the restaurant meets all regulations, including sanitary and safety
guidelines
• Maintaining a high level of consistency and quality in all food we serve, while
also ensuring we are efficient
• Food prep and cooking

yo
Head Brewer - Responsible for all aspects of the beer production process and day to
day operations of the brewery.
• Sourcing, selecting, and buying raw materials, including managing hop
contracts
• Manage and participate in the brewing process, including brewing, kegging,
cleaning, canning, barrel-aging and fermenting
• Recipe creation
op
• Record keeping and quality control
• Manage production schedule
• Manage maintenance schedule
• Inventory control
• Maintain health and safety standards

Lead Farmer - Responsible for all aspects of the farm, including:

tC

• Makes all planting, harvesting, and seasonal planning decisions

• Assigning tasks to team members and supervising farm hands
• Field work including planting, cultivating, weeding, harvesting, pest control
and monitoring drip irrigation
• Working in hoop houses, managing crops and weeds
• Processing vegetables - washing, sorting, packaging produce
• Creating schedule for feeding and care of animals
No

• Maintaining farm equipment

• Coordinating with the Head Chef on what to plant, design of meal boxes,
and what will soon be available for the kitchen

Lead Server - Responsible for creating a comfortable, friendly, and high quality
“dine in” customer experience. Other tasks include:
• Help in hiring front of house staff
• Managing inventory needed in front of house
Do

• Point for resolving customer issues

• Training new staff
• Processes and procedures for opening and closing

Source: Company internal documents

Throwback Brewery: Personnel Performance Appraisal Decisions to Ring in the New Year 7

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
 Exhibit 2 - Throwback Brewery’s Core Values

t
Our company’s core values guide us and really define who we are as people and as an

os
organization. We feel very lucky to employ so many talented folks that share our values
– helping us all strive in unison towards the same goals. While we often focus on our
most visible value of loving our community and planet, our complete set of values are
as follows:

rP
● Be Profoundly Kind: We treat all of our customers, vendors, and colleagues
with deep respect and warmth - as if they were guests in our home.
● Rise by Lifting Others: We enthusiastically work as a team, supporting each
other to be his or her best.
● Strive for Excellence: We strive for excellence because great isn’t good
enough. We sweat the details because they truly matter. We think Pearl S. Buck
nailed it here–> “The secret of joy in work is contained in one

yo
word―excellence. To know how to do something well is to enjoy it.”
● Own it, Fix it, Move on: When there is a problem, we fix it. We are open and
honest about mistakes we make. There is no need or place here to focus on
blame.
● Embrace All Misfit Toys: We are proudly an island of misfit toys. We
celebrate individuality and make everyone feel welcome.
● Love our Community and Planet: We strive to make our community
op
stronger and more vibrant. We are sustainability-minded – committed to
minimizing our negative impact on the environment and maximizing the
growth of local farms.

Source: Company internal documents

tC
No
Do

8 Case Research Journal •Volume 42• Issue 1• Winter 2022

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
 Exhibit 3 - Sample Performance Appraisal Form for a Craft Brewery

t
Sample
E=Performance
ExceptionalAppraisal Form for a Craft Brewery N= Needs
M= Meets

os
Work Quality, Processes and Results
Consistently follows all department guidelines for work quality and Comments:
product/service expectations
Prioritizes tasks in order of importance

rP
Accomplishes accurate work with minimal assistance or supervision
Pursues efficiency and economy when using company resources
Skill level demonstrated is correct for position
Provides services and/or product that consistently meet the needs
and expectations of the Company
Uses problem solving methods to improve processes
Teamwork
Understands, supports, and focuses on the vision, mission, goals and Comments:

yo
objectives of the Company and the team
Promotes and demonstrates trust, mutual respect, and a cooperative
work environment
Offers assistance to others
Encourages and recognizes the contribution of others
Contributes to the development, cohesion, and productivity of the
team
op
Individual Performance and Self-management
Exhibits initiative and action in improving knowledge and skills as it Comments:
relates to current position
Seeks and assumes additional responsibilities
Arrives to work on time
Attends work regularly
tC

Makes efficient use of work time

Follows all department rules and procedures
Works in a safe manner
Uses and maintains equipment properly
Demonstrates integrity and honesty
Innovation and Change
Adapts to new or unanticipated situations Comments:
No

Looks for and acts on opportunities to improve work processes

Identifies, shares, and receptive to new ideas
Uses creative and innovative thinking to contribute to organizational
and individual objectives
Employee Comments/Suggestions/Goals:

Employee signature: Date:

Do

Manager signature: Date:

Source: Provided to the case writers by the Director of Human Resources of another
craft brewery that granted permission for its use in return for anonymity.

Throwback Brewery: Personnel Performance Appraisal Decisions to Ring in the New Year 9

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860
 REFERENCES

t
Brewers Association (2019, August 14). The diversity data is in: Craft breweries have

os
room and resources for improvement. Retrieved March 29, 2020 from:
https://www.brewersassociation.org/communicating-craft/the-diversity-data-is-in-
craft-breweries-have-room-and-resources-for-improvement/.
Brewers Association (2019, December 20). The Brewers Association looks back at
the biggest moments in U.S. craft beer. Retrieved March 29, 2020 from:

rP
https://www.brewersassociation.org/press-releases/big-year-for-small-and-
independent-beer-in-2019/.
Cost of living calculator. (n.d.). Salary.com. Retrieved July 4, 2020, from
https://www.salary.com/research/cost-of-living/portsmouth-nh
(n.d.) Dogfish Head Craft Brewery’s off-centered approach to talent management.

yo
Retrieved June 7, 2020, from:https://www.youtube.com/watch?v=YJPAB1aUFEc.
Gribbins, K. (2016, April 12). Are you a woman looking to work in craft beer? We
ask female leaders to share their stories and advice. Retrieved from Craft Brewing
Business website: https://www.craftbrewingbusiness.com/featured/woman-looking-
work-craft-beer-ask-female-leaders-share-stories-advice/2/.
Interviews: On-site interviews with Annette Lee, Nicole Carrier, and company staff
op
took place at Throwback Brewery, North Hampton, New Hampshire, from
December 17-19, 2019. Subsequent information was gathered via e-mail
correspondence.
Knudsen, J. D. (2016, May 12). Brewing up new ways to assess performance. Oregon
Business. Retrieved on June 11, 2020 from:
https://www.oregonbusiness.com/article/item/16880-brewing-up-new-ways-to-
tC

assess-performance
National Restaurant Association (2019, May 9). Hospitality industry turnover rate
ticked higher in 2018. Retrieved May 7, 2021 from: https://restaurant.org/education-
and-resources/resource-library/hospitality-industry-turnover-rate-ticked-higher-in-
2018/
New Hampshire Department of Labor. (n.d.). Retrieved March 27, 2020, from
No

https://www.minimum-wage.org/new-hampshire
Official Portsmouth NH tourism website. (n.d.). Retrieved December 26, 2021, from:
https://www.goportsmouthnh.com
Scholl, K. (2017). Small and efficient — Crafting a world-class performance culture.
Proceedings of the Master Brewers Association 2017 conference, Augusta, GA, May
14–17. Retrieved on June 7, 2020, from:
https://www.mbaa.com/meetings/archive/2017/proceedings/Pages/5.aspx
Do

Watson, R. (2019, April 22). Women in craft beer brew up change. Grand Rapids
Business Journal, 37(16), 1-2.

10 Case Research Journal •Volume 42• Issue 1• Winter 2022

This document is authorized for educator review use only by Shameem S, Great Lakes Institute of Management (GLIM) until Dec 2023. Copying or posting is an infringement of copyright.
Permissions@hbsp.harvard.edu or 617.783.7860