I guess it all started in MBA schools during the '80s when it was solemnly proclaimed that Black & Decker did not make quarter-inch drill bits, but quarter-inch holes. This undoubtedly triggered the escalating stupidity of brand managers to identify their products not for what they are, but for what they did. Sell the benefit, not the product. Sounds good if you're Annheuser-Busch or BMW. But what if you're a little known B2B industrial products company, or even a well known diversified conglomerate?