Strategic Organizational Plan for 2020

Prepared by:

Tyrell Mcgowan, Joshua Buford, Cindy Le

Smoker’s Den
Management Team
L.I.T Public Relations Company

April 9, 2020

Table of Contents

Page 1 of 18
 Page
Executive Summary………………………………………………………………………………………. 3
1.0 Organization Background ………………………………………………………………………….... 4
1.1 Business definition ………………………………………………………………………….. 4
1.2 Vision……………………………………………………………………………………....... 4
1.3 Mission………………………………………………………………………………………. 4
1.4 Value Proposition……………………………………………………………………………. 4
1.5 Organization Structure………………………………………………………………………. 5
1.6 History & Culture …………………………………………………………………………… 5
2.0 Situation Analysis……………………………………………………………………………………. 6
2.1 Definition & Scope of Situation……………………………………………………………… 6
2.2 Stakeholders Affected …………………………………………………………………..…… 7
2.3 Competition …………………………………………………………………………………. 7
2.4 SWOT Analysis……………………………………………………………………………… 8
2.5 Market Position………………………………………………………………………………. 9
3.0 Plan ………………………………………………………………………………………………….. 10
3.1 Objectives, Strategies & Tactics…………………………………………………………….. 10
3.2 Critical Success Factors …………………………………………………………………...... 11
3.3 Key Performance Indicators ……………………………………………………………....... 12
3.4 Budget & Resource Allocations…………………………………………………………...... 12
3.5 Timeline……………………………………………………………………………………... 12
3.6 Evaluation Method & Anticipated Results………………………………………………...... 13
Appendices ………………………………………………………………………………………………. 14
A. Organizational Chart…………………………………………………………………………. 14
B. Propose Budget……………………………………………………………………………...... 15
C. Proposed Timeline……………………………………………………………………………. 16
References…………………………………………………………………………………………….17 - 18

Executive Summary

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The Smoker’s Den is a local business located in Bloomington-Normal. They are known most for
their vast selection of tobacco products, however they are home of the largest selection of glass
products in the area. Both locations are the only hookah lounges available in Bloomington-
Normal. The Smoker’s Den seeks to increase awareness and reputation by increasing customer
engagement both online and in-store.

This document contains a proposed plan for the 2020 fiscal year to raise awareness and increase
customer satisfaction, which will ultimately lead to more customers and increased sales. The
information needed to get an understanding of the organization’s current operation was obtained
by several meetings, in person and via email, with Smoker’s Den management. After careful
analysis this plan was constructed based on the organization’s current operational goals. The
objectives of this plan include:

• Increase social media engagement 30% by August 2020

• Increase participation for in-store services by 15% (after Covid-19 quarantine)
• Increase positive reputation 30% by August 2020

If each of these three objectives are met by the proposed deadline then the plan is considered
successful. Before the plan is put in effect there will be benchmarks set as a point of comparison
to establish the value of this strategic plan. Upon the completion of this plan Smoker’s Den will
have the reach and reputation that aligns with the visions of their current operation. This increase
in awareness and customer satisfaction will ultimately cause a positive impact on Smoker’s Den
customer count and sales.
Overall, these changes will inspire online and in-store engagement between Smoker’s Den and
potential customers.

1.0 Organization Background

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This section takes a look at the main business of Smoker’s Den. Smoker’s Den’s vision, mission, value
proposition, organizational structure and its history and culture. This information express the necessary
information required to understand the situational analysis in section 2.0 and the plan in section 3.0

1.1 Business Definition

Smoker’s Den has been serving the Bloomington-Normal area since 2005. Its first location is in
downtown Bloomington. There is also a Normal location that resides at 307 S. Main st. across from the
Illinois State University recreation center. The Normal location opened in 2014 on Illinois State
University’s campus. Smoker’s Den being close to campus is convenient to students without
transportation or time to visit the Bloomington store. The Bloomington location is convenient to those
working in downtown and the people headed to the bars for a night out. Renovations were done at the
Normal location in which a live glass blowing studio was added inside the store.

1.2 Vision

Smoker’s Den currently does not have a vision statement. L.I.T. PR will create a vision statement that
will be available for use, or Smoker’s Den can come up with a vision statement that matches with L.I.T.
PR’s suggestions.

To become a household name with the smoking and vaping community of Bloomington- Normal

1.3 Mission

A mission statement states how Smoker’s Den conducts business to reach its vision. Smoker’s Den does
not have a mission statement. L.I.T. PR has created a mission statement suggestion for Smoker’s Den to
use and develop their own.

To provide Bloomington- Normal smokers with quality smoking glass, accessories and tobacco products.

1.4 Value Proposition

The value proposition is a brief outline of what makes Smoker’s Den different from their competitors.
Smoker’s Den primary focus is on citizens 21 and older that use tobacco and tobacco products.

Slogan: “STOP IN… RELAX...HAVE A SMOKE!”

Key Message Platform:

• Shop local not global.
o Smoker’s Den is the only tobacco shop in Bloomington-Normal with a live glass blowing
demo studio and creates a portion of their glass locally.

• The quality of American Made Glass is unmistakable!

o Smoker’s Den offers the largest selection of local and American made glass in
Bloomington-Normal

• Stop in for what you need, or stay and kick it in the vape and smoking lounge.
o The Smoker’s Den locations both have hookah smoking lounges and are the first and
only hookah lounges in Bloomington-Normal
1.5 Organization Structure

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Smoker’s Den’s organizational structure follows traditional hierarchy (see Appendix A)
which is made up of one owner, two managers and 15 part time and full time workers between the two
locations. The structure is this way because it is a locally owned business with a limited access to
funding.

Smoker’s Den does not have a personal employee handbook with the explanation of responsibilities and
expectations for each employee position. Explaining employee duties in detail and passing the
information among each employee is a resource that Smoker’s Den currently uses to train new employees.
L.I.T. PR suggested an online employee handbook be developed as an organizational resource. Smoker’s
Den employees do not want their names displayed in our plan, so for privacy reasons there are no names
for the company roles. This list contains Smoker’s Den’s positions in a hierarchical order:
• Owner
• Manager
• Assistant Manager
• Den Employee/ Glass Blower

1.6 History & Culture

Smoker’s Den opened their first location on 606 N. main street in downtown Bloomington, Illinois in
2005. Mother Murphy’s had been the ideal smoke shop to go to until Smoker’s Den opened. Mother
Murphy did not lose business but a balance was made throughout the Bloomington-Normal area with
Smoker’s Den’s opening. Smoker’s Den opening in 2005 gave Bloomington their first and only hookah
lounge until opening the second den on Main street next door to Jimmy Johns and across from the Illinois
State University recreation center in 2014. The new Den offers much of the same selection of the old Den
in Bloomington but has a much larger vaporizer selection than the old den, which is great because vapes
are slowly replacing cigarette smokers.

2.0. Situation Analysis

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The culture of smoking marijuana is evolving across the nation as more states begin to legalize marijuana.
When people think of marijuana, we no longer think of the hippie in rose colored glasses and tie-dyed
shirts. Today, a recreational user could be an average person getting off work at 5 p.m., a cancer patient
looking to ease their symptoms or a college student who just finished their homework for the day. As we
move on from the 70’s culture of stoners, head shops like Smoker’s Den have an opportunity to rebrand
and educate people on what their role is in the community.

Smoker’s Den has an array of services that many consumers are not aware of and this rebrand will aim to
bring Smoker’s Den into the spotlight. This section explores how these services make their stores unique
and why these services have gone unnoticed.

2.1 Definition & Scope of Situation

Smoker’s Den is a local business that provides products and services to people who are habitual
consumers of tobacco, e-cigarettes and marijuana. There are two locations in both Downtown
Bloomington and the Illinois State University campus in Normal. This allows for multiple publics to have
easy access to their stores. Some of the services provided are a lounging area and glass-blowing shows.
When customers are shopping, salesmen are able to inform customers about their products and educate
them on new products.

Smoker’s Den needs to focus on promoting these products and services. 2020 is the perfect time to
promote their brand and educate the public about their business since marijuana was officially legalized in
Illinois. Their publics seem to be unaware of the possibilities Smoker’s Den provides to the public. The
hookah lounge and glassblowing shows is a service that can provide great potential opportunities. But
these services are undervalued and unknown to their public. Despite having consistent social media
activity and showing their publics their services and products, Smoker’s Den has low engagement on all
applications.

Smoker’s Den stocks products from other artists, glass blowers and brand companies. As the activity of
smoking revolutionizes, Smoker’s Den looks to sell the newest pieces, pens and products. Marijuana is
also changing with the times. With legalization, labs are discovering ways to isolate strains and grow
CBD and THC plants. Smoker’s Den communicates with these labs and other hemp dispensaries to
educate consumers and even sell many CBD products. Their connections to brand companies like Puffco,
Green Solution and Stoney Branch give them the benefit of ensuring customers that they would be buying
quality products.

Local competitors are not the only threat to Smoker’s Den. Peoria is a bigger city that is only a 40-minute
drive from Bloomington-Normal. Peoria has several other shops there AND hosts one of the few places in
Central Illinois that sells recreational marijuana, NuMed. Smoker’s Den is the only head/tobacco shop
with more than one location in Bloomington-Normal but there are a few smaller businesses that provide
similar services. Smokin’ Glass is two doors down from Smoker’s Den in Downtown Bloomington.
Although Smokin’ Glass does not provide tobacco products, it sells glassware for marijuana use. That is
why Smokin’ Glass does not have to limit their public to young adults that are 21+ years old. Smokin’s
Glass does sell CBD but the age limit to buy CBD is still 18 years old.

Smoker’s Den has a solid reputation and is a trusted go-to stop in the Bloomington-Normal community of
smokers. But their potential has yet to be discovered by their own publics. For Smoker’s Den to connect
with their customers, the staff must commit to the services it claims to provide and improve their
reputation as smoke shops. These goals will allow Smoker’s Den to expand on their audience and move
away from the established idea that it sells harmful products. Smoker’s Den staff originally wanted to

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make their stores another place where students can study and relax. That idea is far from its potential,
especially since laws dictate tobacco users must be 21+ years old. But with new goals in mind, Smoker’s
Den can still bring in new consumers and create a safe space for their community.

2.2 Stakeholders Affected

Smoker’s Den sells to several publics in the Bloomington-Normal area. These publics contribute to the
everyday comings and goings of their stores.

Internal stakeholders include the owner, store managers, assistant managers, general employees and
glassblowers. The internal support of Smoker’s Den is what creates a comfortable environment for
customers and promotes the business. The most integral stakeholders are likely the employees.
Employees interact with customers the most, providing information about products and educating
customers about brands and smoking devices. Glassblowers are important because their products attract
customers with certain styles. Also, glassblowers promote their classes and glassblowing shows.

External stakeholders include independent glassblowers, hemp companies, 3rd party suppliers, Michael
Amis studio, and customers. Most of these stakeholders provide additional products and keep internal
stakeholders up to date with evolving smoking technologies. In particular, hemp companies set up
informational tables in one of the stores to advertise and inform incoming customers. This shows
customers that these companies can be trusted and that Smoker’s Den is consistently networking to add
new products.

Customers are the most important stakeholders, specifically the repeat customers. Smoking is a habitual
activity and there will always be a need to refill tobacco, vape juice and cartridges. Smoker’s Den having
two stores shows customers that Smoker’s Den has reliable stock. This is one of the reasons why
Smoker’s Den is a trusted go-to shop. Their warm customers include younger customers who are new
curious students or browsing for new glassware. These customers do not come in frequently but like to
find out exactly what they are looking for. Customers are the key to improving the Smoker’s Den
reputation.

2.3 Competition

Smoker’s Den stores are a recognizable brand that dominate the nightlife in Downtown Bloomington and
the young customers near Illinois State University’s campus. But there are several head shops in the area
that provide similar products, have more than one store, and network with the same external
stakeholders.

Below is the most prominent competition in Bloomington-Normal. While many stores are normalizing the
sale of smoking devices, these are stores with similar business models to Smoker’s Den.

• Smokin’ Glass
o Smokin’ Glass is one of the newest head shops in Bloomington but has quickly earned
loyal customers in three years. Smokin’ Glass is in direct competition with Smoker’s Den
as it is only two doors down from the Smoker’s Den location in Downtown. Smokin’
Glass does not sell tobacco products but it does sell CBD. The age to consume CBD is 18
years old, giving Smokin’ Glass the advantage to legally reach out to younger customers.
But what makes Smokin’ Glass unique competition is that the internal stakeholders of

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 each shop are generally friendly. Customers looking for tobacco products that go into
Smokin’ Glass are always redirected to Smoker’s Den.

• Smokers Euphoria
o Smokers Euphoria is also one of the newest shops in Normal. This store is close to ISU’s
campus but it is in an awkward location. Smoker’s Euphoria has yet to gain the same
amount of customer awareness as Smoker’s Den or Smokin’ Glass.

• Indy Smoke Time

o Indy Smoke time is likely the newest shop in Normal as it opened in 2019. Their unique
selling point is that their employees speak Hindi and Punjabi, which allows them to cater
to specific publics. Indy Smoke Time has a well established website that includes
testimonials and all the brands it sells.

• Mother Murphy’s
o Mother Murphy’s is one of the most iconic places in Normal. Established in 1968,
Mother Murphy’s caters to the old culture of smoking in a nostalgic way. Their products
include smaller, general devices as well as local glass blowers' artwork. Although Mother
Murphy’s has a reputable image, it is not solely a smoke shop and includes other
services like skateboard repair.

2.4 SWOT Analysis

The SWOT analysis shows the strengths, weaknesses, opportunities and threats of Smoker’s
Den. These highlight what aspects will aid or hinder the goals of promoting business at Smoker’s
Den. Each aspect is followed by implications, what the aspect means for business, and possible
actions, what can be done to help the business.

Aspects Implications Possible Actions

Strengths • Accessibility Smoker’s Den has two
locations on the outskirts of
• Solid social media ISU’s campus that can be
establishment easily accessed by
customers who walk, take
the bus, or drive.
Social media posts are
consistent, up to date, and
aesthetically pleasing.
Weaknesses • No relationship with Low awareness because it
local media have no ads in local
newspapers and no
• Must be 21+ to buy radio/tv commercials.
tobacco products
Due to location many
• Low social media potential customers are 18-
engagement 20 years old. However, it
won’t be able to purchase
many products because of
the new 21+ law.
Posting signs and passing out
coupons in the Bloomington-
Normal area
Prioritize engaging with social
media followers (i.e. creating
polls or responding to
comments)
Purchase ad space in the
Pantagraph. Consider creating
a Youtube ad. (i.e. Young
America)
Promote CBD and glass
products to customers are
unable to purchase tobacco
products

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 Social media posts are in
the hundreds but
likes/views peak at about
10-15.
Opportunities • Potential recreational Now that marijuana is legal
partnerships Smoker’s Den can take
steps towards a
recreational license.
Threats • Next door to Smoking Located right next to a
Glass head shop that sells similar
products.
• New smoke shops
opening every year Shops that also sell similar
products pose a threat to
sales.
Interactive post. Questions,
polls, and other tactics that
encourage follower
engagement.
Obtaining a recreation license
or securing a solid partnership
with an organization that
already does.
Competitive prices
Obtain a recreational licence or
propose partnership with
dispensaries.
Capitalize on hookah lounge
service

2.5 Market Position

Smoker’s Den aims to serve their customers with more than just selling products. Smoker’s Den can
connect with their customers by providing a safe space for friends to gather and smoke together.

Smoker’s Den adds a layer of customer service by having a hookah lounge. Smoker’s Den is the only
known smoke shop that offers this service in the community. Their hookah lounge is completely unique
and is a compelling value proposition (Smudde, 2015). This leads to their key message platform being,
“Stop in for what you need, or stay and kick it in the vape and smoking lounge.”

Although Smoker’s Den has the key message platform to promote this service, internal stakeholders do
not actually promote the service. In the Downtown location, the lounge is downstairs and out of sight. In
the Main St. location, the lounge is visible but since the smoking age was changed to 21+ years old, this
cut out most of the students near campus. Despite that, Smoker’s Den should continue to promote this
service as there is not any other hookah lounge in the area. This service sets Smoker’s Den apart from all
other smoke shops and would increase in-store business if customers actually knew about the lounge.

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3.0 Plan

This section provides a plan for Smoker’s Den to use in the 2020 fiscal year. Using the information and
research uncovered in the last two sections, this plan will help achieve the goals to promote their
undervalued services and improve their reputation. This section includes objectives, strategies, and
tactics; critical success factors; key performance indicators; budget and resource allocations; timeline for
the 2020 fiscal year; and the evaluation method and anticipated results of this strategic plan.

3.1 Objectives, Strategies, and Tactics

Objectives Strategies Tactics

1. To increase social media • Incentivization • In-store discounts for following and engaging with
engagement by 30% by Smoker’s Den social media
August 2020 • Social media giveaways

Benchmark: Smoker’s Den

Instagram posts peak at 65 • 2-way • Interactive post that encourage customer feedback
likes, compared to their 1,000+ communication
followers

Rationale: SD’s low social • Create a Tik Tok profile to further engage with
media engagement is a direct • Social media target audience
reflection of low customer expansion
awareness

2. To increase participation for • Event • Perform live glass-blowing shows once a week.
in-store services by 15% after management • Glass-blowing event awarding finished product to a
COVID-19 quarantine (to be raffle winner.
announced) by December • Local artists to perform for hookah lounge
2020 attendees

Benchmark: Smoker’s Den

has currently closed the
downtown bloomington den
and the smoking lounge is
closed until passing of COVID- • Service • Partner with tattoo shop
19 pandemic promotion o Smoke in the hookah lounge, enter to win
coupon for your next tattoo
Rationale: The quarantine is
preventing Smoker’s Den from
utilizing the hookah lounge
and vape area inside the
stores.

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3. Increase positive reputation
by 30% by August (after
COVID-19 pandemic)
Benchmark: 57% of McLean
County residents agreed to
make minimum age 21 to buy
tobacco
Local law enforcement still
believed legalizing marijuana
would increase crime
• Community • Pandemic-sensitive
Service • Food donations that are brought in-store,
customers can receive a discount on certain
products
o donations for homeless, senior citizens
o Sales that are more than $50, 20% goes
to relief programs and health centers

Rationale: Negative opinions

of tobacco and marijuana
affect the outlook of stores like
Smoker’s Den.

3.2 Critical Success Factors

This table shows the four categories of significant factors that could affect the business positively or
negatively as internal stakeholders execute the proposed objectives. These factors are helpful to analyze
how the objectives will help overall business goals through anticipated opportunities, barriers,
environment and resources.

Objectives Opportunities Barriers Environment Resources

1. To increase Increase Lack of Many customers are at In-house social
social media customer content/consistency home due to covid-19. media manager
engagement by awareness and It is vital to be
50% by August engagement Competing for prevalent on social
2020 consumer attention media during this time
because everyone is
online. Social media
presence is vital to
remaining relevant.
2. To increase Take advantage Time difficulties due to Customers want to feel Knowledgeable
participation for in- of quarantine unpredictable COVID- comfortable and employees
store services by aftermath and 19 recovery timeline welcome
15% after COVID- become a social Quality hookahs and
19 quarantine. hub. Amazon offers the Clean and COVID-19 accessories
products online free
Improve hookah
and hookah Customer’s lack of
accessory sales. hookah knowledge
3. Increase positive Show community Tobacco and marijuana Smoking culture is Reaching out to
reputation by 30% that their had many campaigns evolving and becoming charities and health
by August (after business does that imply they are normalized. care centers
COVID-19 not negatively dangerous drugs Marijuana legalization
pandemic) impact society; allows less negative

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 still contribute to stigma around
community smoking

Show customers Publics unaware of Construction of lounge Promoting charitable

that their stores these services spaces actions
can be a safe COVID-19, shelter-in-
space and place
environment

3.3 Key Performance Indicators

KPI’s are measurable steps for Smoker’s Den to follow during L.I.T. PR’s plan to ensure a successful
outcome. Smoker’s Den’s owner and management should compare the benchmark to the measurements
presented.

• Objective 1 - To increase social media engagement by 50% by August 2020.

o Benchmark- Smoker’s Den Instagram posts peak at 65 like, compared to their 1,000+
followers

o KPI- Set deadlines for consistent social media posts and follower engagement weekly to
keep an active social media media presence.

• Objective 2 - To increase participation for in-store services by 15% after COVID-19 quarantine.

o Benchmark- Smoker’s Den downtown bloomington den is currently closed and the
smoking lounge in the Normal den is closed until passing of COVID-19 pandemic

o KPI- Monitor updates given from CDC to anticipate re-opening of the downtown
Smoker’s Den location and smoking lounges, and keep customers up to date until April
30, 2020.

• Objective 3 - Increase positive reputation by 30% by August (after COVID-19 pandemic)

o Benchmark- 57% of McLean County residents agreed to make minimum age 21 to buy
tobacco
▪ Local law enforcement still believed legalizing marijuana would increase crime

o KPI- Conduct monthly surveys to gather customer responses referring to customer

satisfaction.

3.4 Budget & Resource Allocations

The organizational budget provides expenses from the 2020 fiscal year. The budget also includes
potential expenses from the proposed plan’s tactics for each suggested objective. It is significant to note
that Smoker’s Den could not provide its current budget, which is why income sources are not provided.
L.I.T. PR researched each expense to provide an accurate estimate for the budget, however prices are
subject to change. The total expense for Smoker’s Den to implement this plan is $600. This is a

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reasonable amount to pay considering it will ultimately promote an increase in sales. L.I.T. PR views this
as an investment rather than an expense. The budget can be found in Appendix B.

3.5 Timeline (beginning with the proposal’s acceptance/approval)

If Smoker’s Den decides to implement the proposed plan then they will need to follow a timeline
diligently beginning May 1, 2020. The purpose of said timeline is to ensure all milestones are achieved in
a timely manner. This timeline will give management insight on what and when things should be done.
The timeline contains the objectives and tactics stated previously and illustrates how long each one should
take. It is organized by color and each column represents one week of business. Smoker’s Den
management will be responsible for the division of labor and logistics regarding each milestone. Due to
unexpected internal and external changes, the timeline is subject to change. The timeline can be found in
Appendix C.

3.6 Evaluation Method & Anticipated Results

To monitor the success or the plan, there must be measurements taken and updates monitored until the
end of the plan in August 2020. The measurements to assess the plan’s effectiveness include: measuring
the amount of followers on all social media platforms, collecting qualitative data monthly of website
traffic, measuring Yelp reviews, and collecting feedback from the community. These measurements are in
correspondence with the KPI’s that should be measured throughout the duration of L.I.T. PR’s plan. Refer
to Section 3.3 for KPI’s.

• Objective 1 - To increase social media engagement by 50% by August 2020.

o If the amount of followers on Instagram increases and the amount of traffic and friends
increase on facebook the objective will be successfully obtained.

o If the objective fails, use the available date to move forward with L.I.T. PR’s plan

• Objective 2 - To increase participation for in-store services by 15% after COVID-19 quarantine.

o If the amount of sales for hookah lounge uses increases the objective will be successfully
obtained.

o If the objective fails, L.I.T. PR has suggested that Smoker’s Den readjust their focus to
use live glass blowing shows to spike customer traffic.

• Objective 3 - Increase positive reputation by 30% by August (after COVID-19 pandemic)

o If the Bloomington-Normal community recognizes Smoker’s Den in the Pantagraph or

any form of public media the objective was successfully met.

o If positive reviews increase on Facebook and Yelp the objective was successfully met.

o If the objective fails, increase focus on maintaining the present positive reputation.
Appendices

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A. Smoker’s Den Organizational chart

Page 14 of 18
B. Proposed Budget for 2020 Fiscal Year

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C. Proposed Timeline for 2020 Fiscal Year

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 References

Beigh, D. (2019, May 15). 'A good start': B-N experts sound off on marijuana legislation.

Retrieved from https://www.pantagraph.com/news/local/govt-and-politics/a-good-start-b-n-

experts-sound-off-on-marijuana/article_9362983e-032a-533e-a7b3-05248344cdbf.html

Bloomington-Normal. (n.d.). Retrieved from https://localwiki.org/bloomington-

normal/The_Smokers_Den

Coronavirus Disease 2019 (COVID-19). (n.d.). Retrieved from

http://www.dph.illinois.gov/topics-services/diseases-and-conditions/diseases-a-z-

list/coronavirus

Katie, F., R., Madi, S., M., Aron, Kim, & C., S. (2019, October 16). The Smoker's Den -

Bloomington, IL. Retrieved from https://www.yelp.com/biz/the-smokers-den-bloomington

Smudde, P. M. (2015). Managing public relations: methods and tools for achieving solid results.

New York: Oxford University Press.

Stephens, S. (2019, May 2). Changing Attitudes Toward Cannabis. Retrieved from

https://will.illinois.edu/news/story/changing-attitudes-toward-cannabis

Stop in. Relax. Have a smoke. (n.d.). Retrieved from https://smokersden.co/

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Swiech, P. (2018, November 30). To local supporters, Tobacco 21 movement not up in smoke.

Retrieved from https://www.pantagraph.com/news/local/to-local-supporters-tobacco-

movement-not-up-in-smoke/article_9be6061b-8121-5481-a58c-0db36ec4df49.html

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