Pre CallReport for Coca Cola to!! Moxie’s · Coca"Cola! to!! Moxie’s!!!!! ... advantage.!Itpointed!its!marketing!direction!towards!well"known ... juice/juice!drinks,!softdrinks,!sports!drink,!tea

Pre-‐Call Report for Coca-‐Cola

to Moxie’s

Presented to: Charles Boulianne Course: Personal Selling (Wednesdays) Date: November 14th, 2012

Group Members Crisp, Shannon Tan, Audrey

Pre-‐Call Report for Moxie's Coca-‐ Cola

Personal Selling Page 2 of 22

TABLE OF CONTENTS

1 Memo to Sales Manager ....................................................................................................................... 3 2 Macro Environment and Trends ........................................................................................................... 4

2.1 Demographic Factors ..................................................................................................................... 4 2.2 Environmental Factors ................................................................................................................... 5 2.3 Competitive Factors ....................................................................................................................... 5 2.4 Regulatory Factors ......................................................................................................................... 6 2.5 Economic Factors ........................................................................................................................... 6 2.6 Technological Factors ..................................................................................................................... 6 2.7 Social Factors ................................................................................................................................. 7 2.8 Current Trends ............................................................................................................................... 8

3 Company Background ........................................................................................................................... 9 3.1 Company Information .................................................................................................................... 9 3.2 Reputation & Image ..................................................................................................................... 10 3.3 Company Polices, Practices, and Procedures ............................................................................... 10

4 Products and Services ......................................................................................................................... 12 4.1 Products/Services Offered ........................................................................................................... 12 4.2 Features/Advantages/Benefits .................................................................................................... 12 4.3 Supporting Evidence .................................................................................................................... 13

5 Competition ........................................................................................................................................ 14 5.1 List of Competitors ....................................................................................................................... 14 5.2 Competitive Comparison ............................................................................................................. 14

6 Customer Information ......................................................................................................................... 15 6.1 Customer Profile .......................................................................................................................... 15 6.2 Customer Needs ........................................................................................................................... 15 6.3 Decision-‐Making ........................................................................................................................... 15

7 Objectives and Presentation Plan ....................................................................................................... 16 7.1 Objective ...................................................................................................................................... 16 7.2 Value Proposition ......................................................................................................................... 16 7.3 Presentation Plan ......................................................................................................................... 17

8 References .......................................................................................................................................... 21



1 MEMO TO SALES MANAGER

MEMORANDUM

DATE: November 14, 2012 TO: Charles Boullianne, Professor, Personal Selling FROM: Shannon Crisp and Audrey Tan SUBJECT: NOS Energy Drink in Moxies Classic Grill Restaurants Moxies Classic Grill can increase sales and maintain the energetic atmosphere of the restaurants with NOS Energy drinks on their menu. Their current product is deficient in certain aspects that are necessary to improve sales and profits in a restaurant. There is an Increase in food costs with the inability to reseal an open can, causing waste for drink recipes that don’t require the whole can. The lack of variety in flavors also causes a problem for those consumers who describe the taste as medicinal. Please keep in mind the following benefits that can be expected from our product:

1. Re-‐sealable packaging in different sizes.

2. Different flavors for a variety of drink recipe options

3. Coca Cola brand loyalty, discount in purchase order

Taking advantage of these benefits will save money and allow improvement to the drink menu and profits. Contact us if you have any product requests or inquires.



2 MACRO ENVIRONMENT AND TRENDS

2.1 DEMOGRAPHIC FACTORS

Targeted Ontario Age Groups (Population):14

15 to 24 years 1,716,540 25 to 34 years 1,615,485 35 to 44 years 1,768,410 45 to 54 years 2,062,015

Demographic Age Ages 18+ Gender Male, female Family life cycle Young single, young married, with children,

without children, adult married, adult single Family size Single, couple Education High school graduate, college/university

graduate Occupation Student, professional employed, unemployed Religion Protestant, Catholic, Jewish, others. Income Under $10,000; $10,000+ Ethnic background White; Black; Asian; British; French; Chinese;

German; etc.



2.2 ENVIRONMENTAL FACTORS

The temperature trend graph below shows that winter temperatures have been at or above normal since 1997. The red dashed linear trend line indicates winter temperatures have warmed over the last 65 years by 3.2°C.5

2.3 COMPETITIVE FACTORS

Name Brand Ties:

Having the energy drink NOS named after Nitrous Oxide (a chemical additive used to boost cars during races), it concentrated its brand positioning within the racing world to gain strategic advantage. It pointed its marketing direction towards well-‐known racers such as Chris Forsberg and Ricky Stenhouse JR. to advertise their product. 9

Positioning within the X and Y Generations: The image NOS wanted to portray was that it has a “no nonsense high-‐performance” image and recently signed GSP (Georges St-‐Pierre), a worldwide known UFC (Ultimate Fighting Championship) Canadian fighter in October 2012. He is to be their first sport sponsor and



spokesperson because he has was the perfect fit to play that role considering his performance is based on focusing on mental focus and high performance energy. Considering that UFC is the largest mixed martial arts company in the world that essentially targets anyone within ages 17-‐35, Coca-‐Cola positioned NOS within the right segment.8

2.4 REGULATORY FACTORS

There is a continuous debate whether or not to ban alcoholic and non-‐alcoholic energy

drinks in Canada, there is no timeline on this debate. Canada has allowed these caffeinated alcoholic energy drinks to be sold in liquor stores if the caffeine in them is derived from a natural source, like guarana or yerba mate.2

2.5 ECONOMIC FACTORS

Canadian Dollar vs. US Dollar (using the month of October for consistency) 15

October 2010 October 2011 October 2012

0.9602 0.9638 1.0219

Average Income After Tax By Economic Family Types13

2009 2012

Economic Families (two people or more)

76,400 76,600

Unattached Individuals 31,900 32,100

2.6 TECHNOLOGICAL FACTORS

Technology Trends in Restaurants 1. Digital Signage is an electronic display for various media, including TV, graphic displays and different types of information within a closed environment. It’s effective in many venues, including restaurants. Despite the upfront expense, leveraging this technology properly can increase sales, brand awareness and overall customer satisfaction.



2. Social Media including Facebook, Twitter, and YouTube open up numerous ways to engage your guests while promoting your brand, at a fraction of the cost of traditional advertising. In a recent survey by Market Force, 86% of consumers said they had ‘liked’ a restaurant chain in the past 90 days. According to a recent NRA survey, 28% of guests are already using Facebook to choose a restaurant today. Little surprise that in that same survey, 95% of restaurant operators said they would be on Facebook within the next two years. 3. Online Ordering; restaurants are seeing a sizable percentage of delivery and carryout orders coming from online ordering sites. Now there is the introduction of a convenient web-‐marketing dashboard that drives orders to the POS from more digital and social channels. 4. Become a Hotspot with free WiFi, restaurants have been slower to jump on this trend. Today, wireless Internet access plays a significant role in guest satisfaction and retention. WiFi access can attract new guests and generate more revenue. Recent studies have shown that restaurants-‐turned-‐hotspots have experienced a boost in sales of as much as 8%. 5. Mobile Apps are driving business to restaurants in every area. According to the NRA, 3 in 10 consumers have viewed or posted reviews on Yelp, UrbanSpoon, or similar sites. Even if you’re not crazy about their sales methods, you can’t afford to ignore them completely.11

2.7 SOCIAL FACTORS

Ontario’s Growing Population (with immigration values included): 2011 2012 Q3 Q4 Q1 Q2 Q3 13,366,294 13,415,805 13,438,807 13,464,470 13,505,900 Due to the aging population, food manufacturers, producers and retailers will have to review issues such as how food is marketed to this population, how it's delivered, how easy food labels are to read, how easy nutritious foods are to prepare, and if there is a way to supply pureed foods, for instance, with more nutritional value.1

Convenience Trends Convenience products are becoming more popular for time-‐starved consumers. Canadian consumers expect to be provided with easy yet healthy meal. Convenient products will be on the rise as the cost of a meal becomes less important in shopper decision making, as reported in the recent 9th annual edition of "NPD Eating Patterns in Canada" report. "Today's consumers are time strapped and it is not surprising that convenience products and services are at an all-‐time premium. Independent grocers are at the forefront of customizing



their offerings to meet this growing trend," says John Scott, president and CEO of the Canadian Federation of Independent Grocers.12

2.8 CURRENT TRENDS

Energy Drinks and Sports Drinks

In 2011, retail sales of sports and energy drinks grew by 8% (value) and 4% (volume), reaching just over 194 million litres valued at $827 million. The Increase in demand for a quick and convenient source of energy, particularly among younger consumers, as well as recent innovation in branding of sports drinks fuelled overall category growth.6

Unusual Locations

The price and availability of prime real estate is forcing many restaurant owners in the quick and table service industry to relocate outside of traditional venues such as downtown or in tourist areas. Quick service restaurants are opening in locations such as airports, campuses, and office buildings. Table-service restaurants are opening off main streets and intersections and choosing to move to developing neighborhoods. While traffic may be slower in these locations, owners are able to focus on developing the brand while saving on rent as well as seeing a reduction in competition.7 Healthier, Local and Environmentally Friendly Choices

Government regulation and consumer trends are behind the move in the industry towards healthy eating. Since this trend has emerged, changes have progressed to include eliminating trans fats, artificial colors, excessive salt and anything unnatural out of ingredient lists for both quick service and table service restaurants. Restaurant owners are also choosing to use local and ethically sourced foods in menu items, favoring ingredients that are certified organic. In addition, restaurants are providing its guests with biodegradable and recyclable products as part of the dining experience7



3 COMPANY BACKGROUND

3.1 COMPANY INFORMATION

Within 126 years in the business, Coca-‐Cola has over 146,200 employees worldwide with 3,500+ kinds of beverages enjoyed in over 200 countries. It is the most popular and biggest-‐selling soft drink in history, as well as the best-‐known product in the world. 4

Within the market, Coca-‐Cola owns or license and market more than 500 non-‐alcoholic beverage brands (primarily beverages) but not limited to others such as energy drinks, juice/juice drinks, soft drinks, sports drink, tea & coffee and water. They own and market 4 of the world’s top 5 non-‐alcoholic sparkling beverage brands: Coca-‐Cola, Diet Coke, Fanta and Sprite.4

Mission statement: “To refresh the world... To inspire moments of optimism and happiness... To create value and make a difference.”4

With that, Coca-‐Cola strives on creating great rapport with their customers, whether they are current and ongoing customers or new potential prospects. Coca-‐Cola’s Financial Data:4

Year Ended December 31

2011 2010 2009 2008

Summary of Operations (In Millions)

Net Operating Revenues

$46,542 $35,119 $30,990 $31,944

Operating Income

$10,154 $8,449 $8,231 $8,446

Net Income to Shareowners of The Coca-‐Cola Company

$8,572 $11,809 $6,824 $5,807

Per Share Data Basic Net Income $3.75 $5.12 $2.95 $2.51



Diluted Net Income

$3.69 $5.06 $2.93 $2.49

Cash Dividends $1.88 $1.76 $1.64 $1.52 Balance Data Sheet (In Millions)

Total Assets $79,974 $72,921 $48,671 $40,519 Long-‐Term Debt $13,656 $14,041 $5,059 $2,781

3.2 REPUTATION & IMAGE

Coca-‐Cola Company is the world’s largest beverage company and its reputation and

brand is known all throughout different areas of the world. Considering that Coca-‐Cola is respected in over 200 countries worldwide and is the most popular and biggest-‐selling soft drink in history, they are committed to local markets, paying attention to what people from different cultures and backgrounds like to drink, and where and how they want to drink it. They adapt to the cultures’ trends and create something accordingly.

3.3 COMPANY POLICES, PRACTICES, AND PROCEDURES

Pricing & Discount Policies: Coca-‐Cola’s pricing varies within companies and re-‐sellers. Whether the company is a small or large business, they will have a designated monthly quota to reach in order to acquire Coca-‐Cola’s discounted price and amenities. Terms of Sale & Delivery Terms: Coca-‐Cola will have a set contract with the business in terms of discounted prices, monthly quotas to reach and available delivery times and days for the area. Once that agreement has been reached, delivery intervals per month can be altered at any time as long as that quota is reached. Procedure: The sales representatives will call in once a month to place the company’s order and will have the business’ “regular items” populated on file. The reps will then inform the customer of any new products or other products to try in order to keep the customer in the loop for anything new or different. Once the order has been placed, it will then prompt the delivery day of the week as per agreement. The customer can then choose to alter it at that time to prepare for the delivery.



Customer Support and Assistance: Customer support and assistance is available 24 hours a day, 7 days a week for any inquiries. The individual sales rep that is dedicated to taking care of the specific business is available according to their individual availability (usually at any time of the day in order to ensure clients’ strong relationship with Coca-‐Cola).



4 PRODUCTS AND SERVICES

4.1 PRODUCTS/SERVICES OFFERED

Coca-‐Cola has over 3,500 products worldwide. Its main categories of products are Energy Drinks, Juices/Juice drinks, Soft Drinks, Sport Drinks, Tea and Coffee, and Water. Under that product list width comes with an extensive product list depth with subcategories of flavours within brands:4

Energy Drinks Full Throttle, Burn, NOS, etc. Juices/Juice Drinks Minute Maid, Simply, Fuze, etc. Soft Drinks Fanta, Diet Coke, Coke, Sprite, etc. Sport Drinks Fuze, Powerade, Glaceau Vitamin Water, etc. Tea and Coffee Illy, Georgia, Honest Tea, Far Coast, etc. Water Dasani, Malvern Water, Spring! By Dannon,

etc. Asides from distribution of its goods, Coca-‐Cola has also extended its services into vending services where they would place Coca-‐Cola vending machines within business locations and re-‐fill and service them accordingly. In addition, they also offer rentals on their machines and provide 24-‐hour technical services in case of support maintenance.

4.2 FEATURES/ADVANTAGES/BENEFITS

Features Advantage Benefits

-‐ Comes in different flavors (NOS Sugar Free, NOS Fruit Punch, NOS Grape, NOS Powershot, NOS Loaded Cherry, NOS Charged Citrus) -‐ Delicious and smooth -‐ Comes in different sizes

-‐ More choices within the product line to for drink mixes -‐ Minimal after-‐burn compared to competing products -‐ You have options unlike the

-‐ Ability to produce more variety in drinks, enabling the easy expansion of drink menu keeping customers happy (more selections!) -‐ Customers won’t feel uneasy (Increase Sales, profits, customer satisfaction -‐-‐ less complaints) -‐ Convenience for easy



-‐ Buy 100 cases

other brands -‐-‐ 2 sizes (re-‐sealable bottle and can) -‐ Reduces out-‐of-‐stocks

storage within the bar and ability to reseal product means less waste in product disposal, and easy serving to customers to easily take it home (less money used for a to-‐go cup) -‐ Customer’s past sales and personal guarantee

4.3 SUPPORTING EVIDENCE

Testimonial “In my line of business within the vending world, it’s important to keep up with the trends when it comes to snacks and beverages. The first time I tried to place the energy drink NOS into my vending machine, my customers loved it because of its re-‐sealable convenience. It was easy for me to provide them with different flavours because of the wide variety NOS has to offer. I would recommend this product to anyone!” Manuel Tan Owner of A-‐One Services Vending Statistics According to Energy fiend at www.energyfiend.com, NOS makes it into the top 5 energy drink brands when looking at its dollar sales in 2012 and continues to rise up on the charts when comparing the top 8 sales in 2011.3

Energy Drink Top 8

Based on Dollar Sales 2012

Red Bull $2.95 Billion Monster $2.6 Billion Rockstar $.78 Billion Amp $.30 Billion NOS $.25 Billion Full Throttle $.14 Billion Xyience Xenergy $.04 Billion VPX Redline $.02 Billion

Energy Drink Top 8

Based on Dollar Sales 2011

Red Bull $2.3 Billion Monster $1.9 Billion Rockstar $.66 Billion Amp $.33 Billion Doubleshot $.25 Billion NOS $.22 Billion Full Throttle $.13 Billion Xyience Xenergy $.03 Billion



5 COMPETITION

5.1 LIST OF COMPETITORS

The 2 main competitors are Red Bull and Pepsi Co,’s AMP Boost Energy

5.2 COMPETITIVE COMPARISON

NOS Energy Drink Red Bull Pepsi Co.’s AMP

Boost Energy Feature: Different Flavors Advantage: More options Benefits: Cheaper option when making drinks

Comes in 6 different flavors: NOS Sugar Free, NOS Fruit Punch, NOS Grape, NOS Powershot, NOS Loaded Cherry and NOS Charged Citrus

Comes in only 1 flavor Comes in Cherry, Grape, Original

Feature: Delicious and smooth Advantage: Minimal after-‐burn Benefit: Happier customers = increased sales

Yes, it’s both delicious and smooth as it comes with minimal after-‐burn

It’s delicious but harsh when going down

It’s delicious but harsh when going down

Feature: Different packaging options Advantage: Options in sizes, one of them re-‐sealable Benefit: Less cost, less un-‐used product wasted, easy take-‐home bottle

Comes with 2 sizes: -‐ 650mL re-‐

sealable bottle -‐ 473mL tall can

Comes in a 250mL can Comes in a 473mL tall can

Feature: 100 Cases Advantage: Reduces out-‐of-‐stocks at less cost Benefit: Past sales and personal guarantee for cheap

Have the ability to offer cheaper prices when ordering in bulk and with package deals paired with existing an already existing supply

Deal strictly for energy drinks with no combo-‐deals

Have the ability to offer cheaper prices when ordering in bulk and with package deals paired with an existing product supply



6 CUSTOMER INFORMATION

6.1 CUSTOMER PROFILE

Moxie’s focuses on exceptional standards in food quality, exceptional service and prices,

creating great value for guests. The atmosphere provides an upscale casual dining experience that has been neglected by most major sit-‐down restaurant groups. The upscale ‘non-‐themed' approach, coupled with superior quality food offerings and service, has proven to be highly successful.

Moxie's restaurants average approximately 225 seats and are open seven days a week for

lunch and dinner, late night dining, and weekend brunch, with all locations serving a full liquor menu. They have a diverse menu with a variety of salads, sandwiches, steaks and mains, appetizers, desserts, brunch items and coffees. They also offer constantly changing features including seasonal soups and other promotions to welcome new taste palates to the menu.

Moxies believe the most strategic competitive advantage is the company's culture. The

culture is built on the foundation of great people serving fabulous fresh food in an upbeat and stylish environment.

6.2 CUSTOMER NEEDS

Customer needs regarding energy drinks to make cocktails include:

• Affordability in order to keep costs of goods low. • Variety of flavors to have the opportunity to increase mix cocktail menu with. • The consumer must find it desirable, affordable and flavorful, and want to purchase it

again.

6.3 DECISION-‐MAKING

Paul Randle, Director of Operations for Moxie’s franchisees, would make the buying

decisions for all franchisees. Working for Moxie’s for 7 years, he’s involved in all parts of the business and has opened 5 restaurants within 13 months. Residing out West, Paul Randle will be communicating with franchisees through e-‐mailing and telephone calls in order to keep them updated with any new products.



7 OBJECTIVES AND PRESENTATION PLAN

7.1 OBJECTIVE

1. To have Moxies purchase at least 50 cases of Coca Cola’s NOS energy drink by the end of

the sales presentation to close the deal. 2. To persuade Moxies that the NOS energy drink is a better option than their current

provider due to its variety in flavour and purchase at least 2 different flavours by the end of the meeting.

7.2 VALUE PROPOSITION

For high-‐quality restaurants like Moxies, fighting with the high cost and product

variation, Coca Cola’s NOS Energy Drink can improve efficiency as well as cutting costs by its availability of energy drink flavours and its product packaging options. Unlike all other energy drink brands, our product has a smooth taste and comes in all sorts of flavours, providing options when mixing into the drink menu instead of using other fruit juices. Customers chooses NOS as their energy drink not only for its taste but also their packaging as it comes in a re-‐sealable bottle asides from the regular can. Backed by a strong and reputable company known worldwide for its name within the beverage industry, Coca Cola always ensures that their products are high quality, meeting all standards for all customers. With that, they have the ability to offer restaurants a great and affordable price in terms of purchasing in bulk as well as special deals for those who are already loyal companies to their soft drink brands.



7.3 PRESENTATION PLAN

Topic Seller Buyer 1. Approach • Approach with introduction with

referral then Showmanship • General Manager of Moxies • Welcomes Seller

2. Needs Analysis

• How often and what are your energy drinks used within your menu?

• How many flavors does it come in?

• What kind of customers do you target when using it?

• Does it come in different sizes? • How does your supplier provide you with a good deal when purchasing the product?

• We use Redbull energy drink within our cocktail menu for only 2 different drink options. As well as providing the can itself as a drink option.

• It comes in 1 flavor, which is available in regular, sugar-‐free, and 0 calorie, we only purchase regular. The lack of variety in flavors is why we can only incorporate it into 2 cocktails.

• We target 19-‐mid 30s who need an energy boost to keep the atmosphere lively on weekend evenings, or its an option for our staff to keep energized on long shifts while on the go.

• We only have 1 size of Redbull on our drink menu, its 355mL.

• We have used the same supplier of Redbull since we’ve opened, and have a strong loyalty to their company.



Topic Seller Buyer 3. Features,

Advantages, and Benefits

• NOS comes in 6 different flavors such as cherry, grape, and more. Keep in mind, just like all other large successful companies, who doesn’t want the opportunity to have the ability to expand your menu while saving money?

• Our product is not only for almost all ages, it ensures minimal after burn for all your customers compared to the competitors

• Have options where customers can have it in the standard 355ml can or in a re-‐sealable bottle -‐-‐ ability to even take it home to go

• With that, I’ve taken into account that you’ve been loyal to Coca-‐Cola carbonated products and would like to offer this new product in addition to our successful relationship for a great price. -‐-‐ Then respond to the concern

• That’s great, I like that idea. Having the ability to increase our cocktail menu gives us the opportunity to increase sales.

• I like the idea of minimal burn because it will be easier for staff to drink on the go during a busy shift, and it will be more appealing to customers to drink making them want to stay longer and order more, increasing restaurant sales.

• Having different sizes is an okay idea, but its the re-‐sealable bottles I find appealing because it means smaller food costs when making certain cocktails that don’t require the full energy drink to make.

• Better price is nice, but what about delivery times and days? Working at a busy restaurant there is a small window of opportunity to have time to unload a delivery.

4. Competitor Comparison

• Competitor: Redbull • Number one or two energy drinks brand in many countries around the world

• Sponsorship of events such as Formula 1 and American soccer help position the brand as an energy drink for adventurous consumers.

• Increasing value and volume sales despite growing competition.

• Weaknesses: Limited choice of flavors -‐ original or sugar-‐free and taste is described as medicinal by some consumers

• Most recognizable energy drink, customers know what to expect when they’re purchasing

• Sponsorship of events such as Formula 1 and American soccer that is recognized in a bar in which these events are shown, increasing sales with ads.

• Despite increased competition, its still the most popular energy drink and what consumers are looking for when wanting an energy drink, increasing these sales within the restaurant.



Topic Seller Buyer 5. Value

Proposition • More flavors to increase menu • Options different sizes (re-‐sealable packaging)

• Smooth flavor with minimal burn • Loyalty discount to reduce costs

6. Proposal

• Considering we’ll be able to improve and expand the company menu at a cheaper price, don’t you think it’s a great idea to put this plan into action?

• Response: as per mentioned earlier, we can give you lower prices. $30/case ($1.25 at cost) and if you purchase more than 30 cases a month, we can offer your company $25/case instead. Every case offered comes with 24 cans/bottles and has 1 flavor per case. Mix and match.

• Greater return on investment for my company as well as increase in brand image with the larger variety of drinks, but what will you do if I buy from you?

7. Visual Aids & Supporting Evidence

• Bring testimonials from other companies who has used the product

• Consumer testimonials • Have the product itself for the person to try

• Testimonials are great, I like to see who has used the product and what they thought of it, as well as having first hand opinions from consumers

• Getting to taste the product is great, it will allow me to taste the quality of the product

• Requests further information informally so the presentation has a natural flow

8. Demonstration • Have the product to try • An energetic atmosphere with consumer satisfaction, and increased profits for the company.



Topic Seller Buyer 9. Objections • Notice that you’re also loyal to

Coca-‐Cola products • Delivery times can be the same time/day as regular convenient days as your Coca-‐Cola shipment. Less time out of your busy schedule

• The cost of the 1-‐time expense for training and changing the menus will be worth it considering the fact that acquiring NOS will profit a great deal.

• Moxies have been loyal to Redbull since the company started, and they offer us a great deal.

• Moxies is a busy restaurant with a small window of opportunity to accept deliveries, what days and times do you deliver?

• Having more drink options is great, but new cocktails on the menu will require training staff and bartenders, as well as printing new menus.

10. Closing • Can I put you down for 50 cases today?

• Don’t have the purchasing power but is very interested in the idea and will make sure to relay it and persuade the purchasing manager in order to make the purchase ASAP



8 REFERENCES

1. Anonymous. Addressing Canada’s Aging Population. Food in Canada. December 2009. http://search.proquest.com.library.sheridanc.on.ca/docview/224333327 2. Anonymous. Pressure Grows To Regulate Energy Drinks. The Ottawa Citizen. Ottawa, ON,

27/01/11 http://search.proquest.com.library.sheridanc.on.ca/docview/84828312 3. Bevnet. (2012, 08 10). The Top 15 Energy Drink Brands. Retrieved 10 01, 2012 from Energy

Fiend: http://www.energyfiend.com/the-‐15-‐top-‐energy-‐drink-‐brands 4. Coca-‐Cola. (2012, 01 01). The Coca-‐Cola Company. Retrieved 10 01, 2012 from Coca-‐Cola:

http://www.thecoca-‐colacompany.com/ourcompany/index.html 5. Environment Canada. Climate Change -‐ Climate Trends and Variations Bulletin -‐ Winter

2010/2011. (n.d.). Environnement Canada -‐ Environment Canada. Retrieved November 13, 2012, from http://www.ec.gc.ca/adsc-‐cmda/default.asp?lang=en&n=8C03D32A-‐1http://

6. Euromonitor International. (2012, 03 01). Sports and Energy Drinks in Canada . Retrieved 10

01, 2012 from Euromonitor International: http://www.euromonitor.com/sports-‐and-‐energy-‐drinks-‐in-‐canada/report

7. Halo ™. Restaurant Trends. (n.d.). Real Restaurant Results | Vivonet, Secure Internet

Restaurant POS. Retrieved November 13, 2012, from http://www.myhalo.com/restaurant/Resource_Center/Restaurant_Tips/restaurant_trends/

8. MMA Weekly. (2012, 09 17). Georges St-‐Pierre Signs Endorsement Deal with NOS Energy,

Part of the Coca-‐Cola Family . Retrieved 10 25, 2012 from MMA Weekly: http://www.mmaweekly.com/georges-‐st-‐pierre-‐signs-‐endorsement-‐deal-‐with-‐nos-‐energy-‐part-‐of-‐the-‐coca-‐cola-‐family

9. NOS Energy Drink. (2011, 01 01). NOS Products. Retrieved 10 11, 2012 from NOS Energy

Drinks: http://www.drinknos.com/products.do 10. Nguyen, L. (2011, 01 01). Regulation sought for energy drinks. Retrieved 10 10, 2012 from

ProQuest: http://search.proquest.com.library.sheridanc.on.ca/docview/848375891



11. Restaurant Trends. 5 Ways Technology Can Keep You Ahead of the. (n.d.).SpeedLine

Restaurant Point of Sale Systems | POS software. Retrieved November 13, 2012, from http://www.speedlinesolutions.com/home/speedline_blog/postid/136/restaurant-‐trends-‐5-‐ways-‐technology-‐can-‐keep-‐you-‐ahead-‐of-‐the-‐pack.aspx /postid/136/restaurant-‐trends-‐5-‐ways-‐technology-‐can-‐keep-‐you-‐ahead-‐of-‐the-‐pack.aspx>.

12. Stanaitis, R. The Race for Convenience. Canadian Grocer, Mar 2007. http://search.proquest.com.library.sheridanc.on.ca/docview/222848031 13. Statistics Canada. (2012, 06 18). Average income after tax by economic family types .

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Canada: http://www12.statcan.gc.ca/census-‐recensement/2011/dp-‐pd/tbt-‐tt/Rp-‐eng.cfm?TABID=1&LANG=E&APATH=3&DETAIL=0&DIM=0&FL=A&FREE=0&GC=0&GK=0&GRP=1&PID=102014&PRID=0&PTYPE=101955&S=0&SHOWALL=0&SUB=0&Temporal=2011&THEME=88&VID=0&VNAMEE=&VNAMEF=

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Documents

Pre CallReport for Coca Cola to!! Moxie’s · Coca"Cola! to!! Moxie’s!!!!! ... advantage.!Itpointed!its!marketing!direction!towards!well"known ... juice/juice!drinks,!softdrinks,!sports!drink,!tea