Goeler: I really think we've done a good job with Goose. We've been good stewards of the brand and we have a good buzz. I would like to go a little slower with the other breweries. The learning curve has been on how to make sure that we let these companies continue to be themselves. Ultimately we are buying the culture and the people who have built that culture. My role is to be an enabler and let them have access to the A-B system. The end game is not an expansion strategy, but building a long-term, healthy brand that continues to grow for many, many years, whether in 50 states or 20 states. We're not coming into the partnership with a rule book that they have to follow. We're saying to them, "Help us — what do we do next?"