There was also a culture clash. The brands acquired from Kraft relied on a well-known brand name to drive sales. This culture did not mesh with the brands which sold product based on consumer value. This too was a problem which Brach's had faced, whether to pursue branded or commodity sales. The sales forces of Sathers, Farley's, and Trolli remained separate from those selling the former Kraft brands, never combining to handle "Favorite Brands" products for all customers. Again, there were few actual synergies realized under the combined umbrella of "Favorite Brands".