USA Sales & Distribution Strategies Strategies

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2000 - 2007 © CXO Advisory Group Stephen N. Davis “Partnering With Clients to Drive Sustainable Profitable Growth” February 2007 USA Sales & Distribution Channel Strategies USA Sales & Distribution Channel Strategies

description

This is a presentation that I have given to over 1000 Canadian companies over the years for the Atlantic Canadian Opportunities Agency (ACOA), The Canadian Consulate, Business New Brunswick, Innovation PEI, and the American Chamer of Commerce on how to develop sales in the USA.

Transcript of USA Sales & Distribution Strategies Strategies

Page 1: USA Sales & Distribution Strategies Strategies

2000 - 2007 © CXO Advisory Group

Stephen N. Davis

“Partnering With Clients to Drive Sustainable Profitable Growth”

February 2007

USA Sales & Distribution Channel Strategies

USA Sales & Distribution Channel Strategies

Page 2: USA Sales & Distribution Strategies Strategies

2000 - 2007 © CXO Advisory Group 2

What We’ll be CoveringWhat We’ll be Covering

Common mistakes when entering the USAThe channel marketing planWhat it takes to succeed in distributionManaging channel relationshipsManaging channel conflictsChannel TrendsPoints to remember

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2000 - 2007 © CXO Advisory Group 3

The U.S. MarketplaceThe U.S. Marketplace

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Common Exporter MistakesCommon Exporter Mistakes

Insufficient commitment by top management• Time & Finances

Launching in USA before fully established in CanadaLaunching in more than one international market at a timeFailure to develop an US marketing plan prior to beginning to export

• A program without a budget is a wish• Chasing orders instead of establishing a basis for profitable

operations and orderly growth.• Failure to modify pricing for reality of US market

• Gray MarketHiring the wrong advisors

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Common Exporter MistakesCommon Exporter Mistakes

Insufficient care in selecting sales channels• Channels are not in sync with end-user targets• No targeted value proposition to the channel • Failure to treat sales channels on an equal basis• Failure to consider licensing or joint-venture agreement• Lack of sell cycle sales tools• Insufficient Start up Costs

Neglecting export business when domestic markets are healthy.Unwillingness to modify products to meet regulations or cultural preferences of other countries.Treating the US as one homogenous market

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Plan Your Entry into the ChannelPlan Your Entry into the Channel

“If you don’t know where you’re going you’ll probably wind up somewhere else”

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The International Marketing PlanThe International Marketing Plan

ProgramCoverage modelValue propositionBusiness rulesSales modelPricingSales Support modelCustomer Support ModelBudget

StrategyGoalsTarget MarketProductCompetitionChannels

• Roles• Alignment

ExecutionMedia CampaignCommunicationIncentivesEducation Outsourcing

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Have a Clearly Articulated “Value Proposition”Have a Clearly Articulated “Value Proposition”

Elevator pitch is one of your most important elements• This is the essence of your business• You have 10 to 20 seconds to grab their attention• Then 20 to 40 seconds to expand the Business Value

PropositionSpend the time to develop a compelling value proposition

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Showing Value Is Always ImportantShowing Value Is Always Important

Positions what you’re offering as a solution to a business problem rather than a commodityDifferentiates yourself, products and services from competitorsFocuses customer into thinking on Return on Investment(ROI) not price

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ExampleExample

We provide a flexible, interactive and personalized system for delivery of medical

test results from a dedicated, comprehensive content library.

We streamline the reporting of clinical lab test results from the physician to the

patient in language that patient’s can easily understand.

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It Takes a Long Time to Write Something ShortIt Takes a Long Time to Write Something Short

24 hours minimum – 4 months maximum• 8 hours to develop prioritized list

• Problems your solving• What your offering• What makes you different from competition

– Why you’ll win• 4 hours to write first draft• 4 hours testing your first draft with key individuals, advisors, etc.

and incorporating feedback• 6 hours testing revised draft on larger group• 2 hours to revise and incorporate feedback

But this isn’t the endYou’ll eventually have multiple elevator pitches for various audiences

• Investors, different customer types, strategic partners, etc.

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Sales Channels – The RealitySales Channels – The Reality

“A product with better distribution will always win over a product with poor

distribution or customer access”

It’s not fair. It’s not right.But, it’s reality.

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Channel StrategyChannel Strategy

Must start with the customerHow many channel partners do I need?What channel partners should I have?

• Build a channel partner profile• Link to end-user targets• Fit with existing channels• What role do they play?

• Influence• Sales• Support• Technical

How do I choose them?How do I measure them?How do I generate business for them?Do the financial requirements make sense for our company?

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Sales Cycle Stage

Know Your Customers Buying ProcessKnow Your Customers Buying Process

Customer’s Cycle Objective

Discover NeedIdentify Business GoalsQuantify Impact & ROI

DeliverCloseProposalQualifyProspectIdentify

Seek SolutionResearchFind VendorsGet Information

Review Vendor MaterialsDetermine Total Scope of ProjectRFQTiming & Budgeting

Agree on Solution and Project Specs.Coordinate Buying ProcessConfirm timing & BudgetSelect Vendor

Check ReferencesValidate Proposal EstimatesChoose VendorSign off ApprovalsContract signedPurchase Order

Start ImplementationAssign ResourcesStart TrainingManage ProjectPay Bills

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Typical IT Sales CycleTypical IT Sales Cycle

Your Sales Cycle Objective

Sales Cycle Stage

Probability

Validate potential opportunity & identify potential sponsor

Qualify lead/ opportunity

Develop customer requirements & establish sponsor relationship

Present solution which exceeds customer needs

Demonstrate capability to exceed customer requirements

Conduct negotiations and finalize contract

Finalize deployment plan & execute

Generate awareness and pre-qualified prospects

Finalize support plan, execute & monitor progress

SupportDeployCloseProofSolutionDevelopQualifyProspectDemandGeneration

0% 10% 60% 80%20% 40%NA 100% NA

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Distribution Channels - Examples Distribution Channels - Examples

Field sales repsCorporate resellersMaster or local distributorsIntegratorsValue-added resellersManufacturer’s agentsBrokersFranchisesTelemarketersInbound telesales agents

Internet sitesExtranetse-MarketplacesDirect MailOEM’sRetailKiosk’s Strategic alliancesAgents (consultants, affiliates, etc.)

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Comparison of Major ChannelsComparison of Major Channels

High

Medium

Low

Low

Medium

Low

Low

Slow

Retail

LowLowLowHighMediumHands-On Sales/Marketing Support

HighLowHighLow/MediumLowRisk

LowMediumMediumLowMediumAccess to New Partners

HighLowMediumLowLowDevelopment of In-House Expertise

HighMediumHighLowLowCost of Sales

HighMediumHighLowLowBrand Control

HighMediumHighLowMediumManagement Control

SlowMediumMediumMedium/FastSlowTime to Market

SubsidiaryJoint VentureAcquisitionDistributor/VARAgent/Rep

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Channel Value Add Channel Value Add

ValueAddOf Sale

Cost per Transaction

High

Low

HighLow

InternetInternet

Tele-marketing

Tele-marketing

RetailStoresRetailStores

Dis-tributors

Dis-tributors

VAR’sVAR’s

FieldSalesFieldSales

“Low Touch Channels”

“High Touch Channels”

Direct ChannelsIndirect Channels

Direct

Sales

Channel

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What Do These Firms Have in Common?What Do These Firms Have in Common?

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Creating Effective BudgetsCreating Effective Budgets

A program without a budget is a wish• Cancelled at any point• Not credible to reseller• Cannot be strategic or justified to management• Costs cannot be measured or controlled

Must estimate costs of program design, implementation and management

• Coverage, sales model, support model, value proposition• Calculate as both cost of sales and return on investment

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Pricing For the ChannelPricing For the Channel

Most companies don’t know how to set their priceStart-ups tend to underprice and fail to include channel marginsSRP vs “Street Price”

• Natural “street pricing” exists in retail products in the U.S.

Key is hitting the desired “street price”The channel prices up off cost

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Price is the Focus If You Can’t Show Value

Price is the Focus If You Can’t Show Value

Buy low-cost alternativeAll solutions are the sameMake price the main focus

Make today’s numbersLet “the company” worry about delivery and serviceMove on to the next sale fast

Customer is Buying

Supplier is Selling

ValuePrice

Supplier Tendencies:Buyer Tendencies:

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Cost of Market Entry OptionsCost of Market Entry Options

Margin, 20-40%, 5-10% MDFValue Added Reseller (VAR)

Mark-up, 50% - 200%+5-10% MDF, Slotting Fees

Retailer

$1–2 million (US)Own Build

VariesJoint Venture

Fair Market ValueAcquisition

Margin, 10%–50%, 2-5% MDFDistributor (stocks product)

Commission, 5%–30%Agent/ Rep.

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Tech Marketing BudgetsTech Marketing Budgets

Advertising23.2%

Events19.3%

Web4.0%

Other activities

5.3%

Analyst Relations

2.3%

Marketing Support &

Sales Tools16.8%

Research4.6%

Collateral5.1%

Public Relations

6.5%

Direct Marketing

12.9%

#1

Source: IDC’s 2005 CMO Tech Marketing Benchmarks Database

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When Worlds Collide: Misalignment of Marketing & Sales

When Worlds Collide: Misalignment of Marketing & Sales

Marketing sales:“We spend millions generating qualified

prospects and they fall into a black hole!”

Sales says:“The collateral material is crap. It doesn’t help me in the sales cycle and the so-called leads

they send us are a waste of my time.”

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When Worlds Collide: Misalignment of Marketing & Sales

When Worlds Collide: Misalignment of Marketing & Sales

Company centric messaging doesn’t support sales effort50% to 90% of marketing messages, collateral and sales tools go unusedSales people spend 40-60 hours each month creating their own materials, responses, presentationsOnly 10% of sales people present the “best answer”to a customer solution

Solution: Produce sales-cycle relevant tools and collateral

Source: AMA

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Sales Alignment ChallengesSales Alignment Challenges

Alignment with the customer

Not able to identify the decision makersNot focused on right value propositionsLack tools to help customer jump decision hurdlesPerformance metrics

Alignment with the market

Not aligned with customer buying preferences or shiftsChannel issues need constant attentionConsistency of strategyValue propositionMarketing mix

Alignment within the company

Inadequate sales metricsSolution selling is a cultural challengeIn fighting between marketing and salesEveryone has sales impact

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Channel ConcernsChannel Concerns

Shrinking MarginsGrowing service & consulting revenuesExpanding capabilitiesObtaining new customersTurnover of personnel & trainingVendors desire to try and cut them outCash flow

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Is Your Buyer Package up to Snuff?Is Your Buyer Package up to Snuff?

Marketing materialsPrice listsOutline of your marketing campaign – Demand CreationProduct samples - PackagingCOOP/MDF funds and campaignsIn-store merchandisingProspect & customer correspondenceSales training for their personnelSales supportEnd user trainingEnd user support

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Computer Distribution ChannelsComputer Distribution Channels

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Joint Venture/ OEM / Private LabelJoint Venture/ OEM / Private Label

Quick penetration – less riskEstablished market presenceProvides localization of productHandles all marketing, sales, distribution & supportProvides ongoing market analysisProvides ongoing competitive analysisUsually won't carry competing productTough sale – long sales cycle

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Approaching a Potential Joint Venture/ OEM / Private Label Partner

Approaching a Potential Joint Venture/ OEM / Private Label Partner

Be Ready to Explain Key Product AdvantagesDo Your Homework

• Why should they be interested?• Fills competitive hole• Enhances existing product line• Prevents having to compete against you• You could develop market in your home country for their

productsHow easy it will be to work with youSupport you will give them

• Technical• Training

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Key Issues Licensing AgreementKey Issues Licensing Agreement

Specs & DeliverablesAcceptanceGrant of LicenseTermsPaymentsBookkeeping RequirementsOwnershipUse of TrademarksTrainingDecision Making Authority

Marketing ObligationsList Price of ProductPerformance RequirementsWarrantiesLimitation of LiabilitiesDevelopment SupportRights to UpdatesTerminationSource Code Access

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DistributorsDistributors

Sells to other channel players within designated areaTakes title to goods and is compensated by mark-up upon saleSells suppliers goods to his own customersNo authority to act on your behalfMaintains InventorySells in original packagingMay or may not provide after sales servicesMany products are taken on consignment basis

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What Distributors Look ForWhat Distributors Look For

Products with proven demandProduct's packaging, ease of use & installMarketing budgetQuality tech & Customer supportAbility to scale up to demandFinancial stabilityTrainingDistributor staff time required

Only 1% - 2% of products presented get chosen

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Manufacturers Agent/Commercial AgentManufacturers Agent/Commercial Agent

Alternative to own sales forceBoth authorized to solicit orders in designated areaReceive salary or commissionUsually bear no credit riskMaintains no inventoryRequires same support & training as internal salesforceCarries several linesReferences, References, References

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Specialty StoresDepartment StoresSupermarkets

Discount StoresConvenience StoresOff-Price Retailers

Superstores

Types of RetailersTypes of Retailers

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Retailers Classified By Service Type:Retailers Classified By Service Type:

Self-service retailers• Customers are willing to self-serve to save money• Convenience stores and fast moving shopping

goodsLimited-service retailers• Most department stores

Full-service retailers• Salespeople assist customers in every aspect of

shopping experience• High-end department stores and specialty stores

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Retailers Classified By Product Lines:Retailers Classified By Product Lines:

Specialty stores• Narrow product lines with deep assortments

Department stores• Wide variety of product lines

SupermarketsConvenience stores• Limited line

Superstores• Food, nonfood, and services

Category killers• Giant specialty stores

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Retailers Classified By Pricing Category:Retailers Classified By Pricing Category:

Discount stores• Low margins are offset by high volume

Off-price retailers• Independent off-price retailers

• TJ Maxx, Marshall’s• Factory outlets

• Levi Strauss, Reebok• Warehouse clubs

• Sam’s Club, Costco

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Discount Stores - Target CorporationDiscount Stores - Target Corporation

First store opened in 1902Currently has 1,147 stores in 47 states.Builds brand name to heighten barriers to entry in the market.Successful built defensible niche with middle and upper-end customers - low price but high style.Resurrecting old brand names for own exclusiveCo brands with high profile partners – Sony & VirginBuilding own boutique product lines – soaps, candles, etc.

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Retailers Classified By Organization Type :Retailers Classified By Organization Type :

Corporate chain stores• Commonly owned / controlled

Voluntary chains• Wholesaler-sponsored groups of independent retailers

Retailer cooperatives• Groups of independent retailers who buy in bulk

Franchise organizations• Based on something unique

Merchandising conglomerates• Diversified retailing lines and forms under central ownership

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How Would You ClassifyHow Would You Classify

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CatalogersCatalogers

Readers Have Bought Through Mail BeforeBuild a Track Record FirstWhy Should They Pick Up Product - 25 WordsYou Pay For Ad Space & Catalog ProductionCan Swap Product For AdsSpecial Promo Mailings Might Pull Better Than Catalog

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What does a good Reseller look forWhat does a good Reseller look for

Product for their marketWays to increase revenue via

• Consulting• Support• Reduced cost of sale

Investment and commitmentGood business propositionTraining & technical supportSale & marketing supportTerritorial exclusivityPrice stability

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VARs Choose Product OnVARs Choose Product On

Product Quality 87% Order Fulfillment 55% Profit Margins 45% Price/Performance 45% Commitment 43% Technical Support 41% Business Documentation 29% Terms & Conditions 25% Channel Conflict 21% Sales Rep Assistance 17& Sales Leads 17% Co-op Advertising 6%

% VARs Considering Factor Extremely Important

Source: VARBusiness

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Manage Your Reseller RelationshipManage Your Reseller Relationship

Be selective – resellers won’tReduce potential territorial conflictsDistributors will not maintain your reseller relationship

• You have to do it directlySegment your resellers

• That work on large accounts with your direct sales force• Markets that resellers will be your salesforce• Specialized vertical markets

Resources should be based on this segmentationSet realistic sales targets and ramp upProvide sales cycle specific marketing toolsCommunicate regularlyTrain, Train, Train

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How the Channel Views Vendor Internet Plans

How the Channel Views Vendor Internet Plans

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Key to Efficient Channel ManagementKey to Efficient Channel Management

Strengthen ability of channel partners to deliver solutions Train channel partners well & often -for freeEnhance communicationsTreat them like they’re your own salesforceDeliver channel value with the web

• Demand creation• Quality leads• Support• Information• Links• Feedback

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Manage Channel ConflictManage Channel Conflict

Areas of channel conflict• Multiple channels calling on same account

• Specify territories or vertical markets -segmentation

• Company selling directly to reseller accounts• Specify company owned accounts - reserved• Specify reseller owned accounts - reserved• Compensate direct sales force on sales

through resellers– Have them work on accounts with key

resellers• Pricing not consistent across channels

• Get your pricing structures in lineConflict can not be eliminatedChanging business objectivesCompany politics

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Channel TrendsChannel Trends

New retail forms & shortening retail life cyclesGrowth of non-store retailing

• Mail order, TV, Online, PhoneConvergence

• Merging of consumers, products, prices, competitors and retailers

Mega retailersChanging retail technologyGlobalization

• Production, retailers, wholesalersMalls as communities and hangouts

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Channel TrendsChannel Trends

Price competition is intenseChannel partners adding value, increasing efficiency, reducing risk to remain relevantStore within a store

• Slotting fees to a whole new level

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Key Points That Can Make a DifferenceKey Points That Can Make a Difference

Have realistic expectationsTop management commitmentFocus, Focus, FocusLong Term ViewClear understanding of end-user targets and their alignment with channel partnersReduce channel conflict by clearly defining roles and responsibilities for each channelDevelop comprehensive business rules for managing program processes

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Key Points That Can Make a DifferenceKey Points That Can Make a Difference

Take inventory of your partners• Does the 80/20 rule apply?• Build profiles based on successful partners• Align internal resources based on contribution

Invest in your partners• Marketing• Training• Support• Web

Use the Internet to enhance partner salesReview your channel strategy yearly

• Identifies potential destructive channel conflict• Tune channel support programs

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QuestionsQuestions

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The CXO Advisory GroupThe CXO Advisory Group

CXO Advisory Group is a strategic operations advisory and management firm comprised of proven C-level executives with both breadth and depth of experience.

CXO Advisory Group Team members have achieved success in positions ranging from: President/CEO to COO, CFO, and VPs of Sales, Marketing, Corporate Development and Human Resources.Has proven success in building US sales and distribution channels

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How Can CXO Help You?How Can CXO Help You?

Business Strategy Services• Audit business practices and organization• Evaluate product and pricing strategies• Evaluate effectiveness of sales channel• Assess effectiveness of existing sales and marketing

programsUS Market Entry Program

• Analyze competitive landscape• Market launch strategy and plan• Channel strategy and programs• Establish sales channels• Generate sales and manage relationships

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How Can CXO Help You?How Can CXO Help You?

Sales Channel Management• Review and revise sales channel strategies• Channel partner identification, prospecting and recruitment• Eliminate channel conflict• Channel contract development and negotiation

Venture Advisory Services• Enhance financeability• Fine tune operations, business strategy and market entry• Assist with preparation of investor presentation• Identify potential venture partners• Contact potential capital sources• Presentations to capital sources

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How Can CXO Help You?How Can CXO Help You?

Interim Management Resources• Interim CEO, COO, CMO, CFO, CSO• Interim VP of Sales and Marketing• Consultant on staff• Launch team coaches

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Thanks for Attending!Thanks for Attending!

For more information on driving profitable growth:• Email us at [email protected]• Call Steve Davis at (508) 528-7571• Visit on the web at http://www.cxoadvisorygroup.com