a pdf Open with Google Docs The Pures Coffee Brands Case Study: The following is a true story, but the names of the principal players and the companies involved have been changed. Pures Coffee Brands is a very large international company in the food business and operates independently in Canada. It produces and markets several well- known packaged food products, many of which are either first or second in market share. It also manufactures products that are sold to the food service/hospitality industry. The new regional manager in Ontario, Lyle Harold, analyzed the company's sales record and discovered that while roasted coffee sales to the consumer market were second in market share, sales to the food service industry ranked about seventh in his region. As a result of this analysis, he made some sales calls with a number of sales reps and determined that the reason sales were so poor was that the reps didn't know how to sell. What they did was a "data dump. That is, they listed all the attributes of the product, without relating those attributes back to the customer's needs Lyle called two other regional sales managers, Samantha Jones and Jack Tucker, into his office and the conversation went somethionlike this Lyle: Jack and Samantage d't know how to corer. Last year we sold a little w200.000 cu modibletee o a pdf Open with Google Docs The Pures Coffee Brands Case Study: The following is a true story, but the names of the principal players and the companies involved have been changed. Pures Coffee Brands is a very large international company in the food business and operates independently in Canada. It produces and markets several well- known packaged food products, many of which are either first or second in market share. It also manufactures products that are sold to the food service/hospitality industry. The new regional manager in Ontario, Lyle Harold, analyzed the company's sales record and discovered that while roasted coffee sales to the consumer market were second in market share, sales to the food service industry ranked about seventh in his region. As a result of this analysis, he made some sales calls with a number of sales reps and determined that the reason sales were so poor was that the reps didn't know how to sell. What they did was a "data dump. That is, they listed all the attributes of the product, without relating those attributes back to the customer's needs Lyle called two other regional sales managers, Samantha Jones and Jack Tucker, into his office and the conversation went somethionlike this Lyle: Jack and Samantage d't know how to corer. Last year we sold a little w200.000 cu modibletee o