1. Distributed Marketing Leadership Series
Exploding Brand Value
at the Local Level
How a good local marketing plan can create exponential value for
corporate investments in brand creation, positioning and messaging.

2. Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1: Power of Brand in Local Buying Decisions . . . . . . . . . . . 5
2: How Community Changes the Brand at the Local Level. . 9
3: What Does It Mean to be Part of a Brand Community? . . 11
4: Who’s in the Driver’s Seat? . . . . . . . . . . . . . . . . . . . . . . 15
5: The Five C’s of a Win-Win Brand Strategy . . . . . . . . . 21
6: Taking Action-Synergy that Explodes Brand Value . . . 27
7: Equally Yoked . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
8: Related Resources . . . . . . . . . . . . . . . . . . . . . . . 31
1

3. Introduction
Brand marketers invest billions of dollars every year
to create an emotional connection between their
brand and their prospective customers. As media
fragments and customers increasingly engage with
the brand in ways outside the direct control of the
corporate marketer, control of brand positioning and
messaging and the building of emotional connections
with consumers becomes more challenging. When a
distributed marketing network - those organizations
whose success depends on franchise networks, VARs,
dealers, agents or chain store marketers to carry the
national brand message to the local level - is involved,
even more challenges arise. But alongside those
challenges is a large opportunity.
Unlike the marketer who has little or no help
with brand messaging at the point of customer
engagement, the marketer with a distributed network
has an army of brand warriors ready, willing and able
to help deliver and manage marketing messages.
When trained, organized and mobilized, this army of
local marketers can explode brand value at the
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4. local level, creating exponentially more value from
corporate investments in brand creation, positioning
and messaging.
This guide is designed to help you identify the impact
of the local marketer on your brand, then understand
how best to leverage the brand value given your
business model and consumer interaction.
3

5. 1
Power of Brand in Local
Buying Decisions
Brand matters more at the local market level than at
the national or international level. That’s because it’s
at the local level that brand messages become actions
taken by customers and prospects. Actions in the
form of product or service chosen. In money spent. In
loyalty sustained or lost.
Brand value must also often be shared at the local
level. For some brands, such as a quick service
restaurant, the brand message is consistently and
singularly delivered throughout the very standardized
interaction process at the counter or at the drive
through window.
For many marketers, however, the environment is less
controlled. Take an organization that sells through
an authorized dealer network where the product or
service brand must be shared with the name of the
store or service provider. Instead of “York Heating and
AC” as the primary brand, it’s “Dave’s Heating & AC”
– which sells the York brand as part of its business.
Dave needs York and York needs Dave; the brands
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6. must synergistically support each other. Both brands
matter because many local purchase decisions are
made on trust and the relationship to the brand.
If the customer relationship is with Dave’s Heating
& AC because Dave is known to be honest and to
stand behind his work, then consumers will accept
Dave’s recommendation of a product brand. Yet,
some of Dave’s good reputation is based on the York
brand because of the positive experiences his repeat
customers have had with York’s performance and
quality. That being said, it was still Dave’s reputation
- and his magnet on the refrigerator or sticker on the
furnace - that reminded the consumer of where to call.
Conversely, if the consumer relationship is with York,
Dave is just the conduit. The customer knows that
when it is time for a new AC unit, then York is the right
choice, and Dave is the source for that York AC unit.
Finally, there’s certainly the chance that the consumer
had no clue who Dave was or what HVAC brand
to use, but a friend, family member or co-worker
recommended someone he or she trusts for HVAC
work. Based on that recommendation, the consumer
may pick Dave and ultimately end up a York customer
by extension, despite their lack of brand opinion of
either.
That same story can be told a hundred different ways
for a hundred different products or services. In any
local buying decision, two things matter:
1) the brand of the product or service
2) the relationship to the branded provider of the
product or service
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7. When these two entities work together, brand value
can absolutely explode at the local level. Even when
the brand of the product or service and the brand
of the local provider is the same, the important
interaction of the two elements still applies.
Who Owns My Brand?
Full Brand Ownership
Worksheet #1
All branding and brand experiences
originate from within the organization.
If you own your brand from start to
finish with a customer, it is much
easier to control your brand identity
and explode its value in the local
marketplace.
Shared Ownership
Another organization shares in the
branding and creation of brand
experiences. While your challenge is
a bit tougher, your opportunities are
greater.
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8. 2
How Community
Changes the Brand at
the Local Level
The development of brand communities has
fascinating implications for brand managers. The
growing popularity of Facebook, Twitter, LinkedIn,
blogs and other online communities connects people
in more unique ways than ever before.
Most connections are ultimately driven by a desire
for identity and belonging. People connect to high
school friends they only casually care about. They label
themselves as fans of a sports team for the purpose of
identity. They connect to a peer group that matches
their career expertise. And in coffee shops, pubs,
churches, stadiums, clubs and more, people personally
meet with others who also seek this community. Who
a person is (or perhaps who someone wants to be)
begins to emerge through the pattern of associations.
Interestingly, successful branding is also about identity
and belonging. For years brand marketers have sought
to create cults of dedicated followers who connect
their personal identity with a sense of belonging to
a brand. As an example, look at motorcycle brands.
Harley Davidson has absolutely created a persona.
BMW has too, but it’s an entirely different one. Ever try
to get a Harley guy to ride a Honda Gold Wing? Or a
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9. BMW guy to switch to a Harley? Good luck with that.
It’s not the product. It’s the identity they want.
Some brands have been able to develop community
around their brand at a national or global level.
Starbucks is an excellent example. Everyone knows
someone who will drive five miles past 15 coffee shops
to get to Starbucks. Part of the reason may be the
coffee, but most of it is the desire to be part of the
Starbucks’ identity and community.
Yet it’s important to note that not every brand can
create a community around an identity. Take the earlier
discussion about York, for example. It is unlikely that
York could gain a mass following of brand converts.
On the other hand, as an authorized York dealer,
Dave’s Heating & Cooling could. The consumer can
relate to Dave as the person who rushes over for a
plumbing emergency and shows up on time to service
heating and cooling systems. Maybe Dave provides
value-added advice on how to lower costs. And, Dave
is the one that offers preferred customer discounts on
occassion.
Despite the fact that the brand is so dependent on
product marketing at the local level, York shouldn’t
give up promoting their brand name on a regional
or national level. Rather, York’s marketers just need
to focus their brand efforts to the correct consumer.
If York will help Dave, Dave will eventually connect
his customers to York. So while it’s Dave that the
consumer wants a relationship with, the consumer
feels good about the fact that the equipment Dave
delivers comes from the reliable brand York has
established.
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10. 3
What Does It Mean
To Be Part of a Brand
Community?
In a global sense, anyone who has a brand preference
is part of a brand community. Whether the relationship
is active or passive, positive or negative, if it’s constant
then the individual is part of the brand community.
And by becoming part of the brand community in
today’s environment, the person becomes part of the
brand identity; like it or not, the corporate marketer
just added a team member. The Dyson example
below that was recently shared by a Saepio employee
illustrates this point well.
Dyson Loyalty: A Brand Community at Work
Dyson recently added my wife to its brand
marketing team. I’m not sure a single friend of
hers does not know that she’s ecstatic about her
new vacuum – including over 250 of her Facebook
“friends” who have even had a chance to see
pictures of how much disgusting grunge the Dyson
pulled out of the carpet, that our previous (and
pretty decent) vacuum had left behind.
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11. Undoubtedly, the next time these friends – who are
located around the globe – need a vacuum, Dyson
will surely be on their list. Not based only on my
wife’s reports, but certainly reinforced by them. I
know this to be true, because it is precisely how my
wife came to choose Dyson in the first place.
When my wife posted on Facebook her frustration
about her broken vacuum and the need for yet
another repair, a strong Dyson brand advocate
jumped in and others followed suit. What’s more,
when the repair shop technician called with the
estimate for fixing the old vacuum, the person
asked, “Why don’t you move up to a Dyson instead?
You’ll really like it.”The deal was immediately done.
The brand community had already created the sale -
without any direct brand marketing.
Every corporate marketer understands the importance
of using new mediums like Facebook to bolster their
team. In many ways, it’s just old fashioned word-of-
mouth marketing on steroids. But now the corporate
manager of a distributed marketing network can
work in tandem with local marketers to enable and
grow brand identity communities in ways never
before imagined by simply creating brand identity
communities where they naturally exist – among users.
For the corporate marketer whose business model
enables control of the brand experience from start to
finish, brand community should primarily be at the
national brand level with limited local support. Quick-
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12. service restaurants (QSRs) are a good example of this.
Most customers likely don’t care which Sonic location
they visit, as long as they can get the cherry limeade
they are craving. It would be frustrating if the only
connection to that limeade was through a single Sonic.
For the corporate marketer who shares brand identity,
like the York dealer example, how the brand identity
community should be engaged depends on a couple
of key factors:
First, the stronger the emotional connection with the
brand, the more direct involvement the corporate
marketer should have. BMW Motorcycles wants
to engage the consumer directly because of the
consumer’s strong connection to the brand.
Second, corporate marketers need to recognize
when the local dealer has the stronger emotional
connection. The York dealer is an example of this.
In these instances, York will be most successful in
their efforts if they focus on making it easy for Dave’s
Heating & AC to become a community resource.
Support from the corporate level makes it easier for
Dave to succeed.
Finally, there are many cases where both corporate
and local marketers will want to engage the consumer.
BMW Motorcycles also provides a good example of
this scenario. While BMW wants customers to stay
connected to ensure repeat bike purchases, the
local BMW dealer wants to be sure they capture that
purchase. They can work to create a brand community
for local riders to connect with other BMW brand
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13. advocates. In this case, BMW’s corporate marketers
should look to both create a direct community and
help the local dealer create his own community locally.
While corporate-level brand communities provide
value through helping develop and leverage brand
advocates, local communities have much greater
potential to initiate engagement that leads to
incremental sales.
Simply stated, developing and sustaining these local
communities is critical to exploding brand value at the
local level.
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14. 4
Who’s in the
Driver’s Seat?
A long-standing challenge for any manager of a
distributed marketing network is who is in the driver’s
seat. The brand may own the consumer’s mind, but
the local marketer owns the customer.
In reality, both have a pretty firm grip on the steering
wheel. Yet to maximize the brand impact in the
local market, it’s important that both parties have a
good understanding of the roles they should play to
optimize effectiveness.
Often, the term “local marketing” has been used to
group a lot of activities into a single collection. On
closer examination, though, consumer interactions
vary widely at different local marketing organizations
and shouldn’t all be considered the same. Saepio has
observed that similar characteristics exist between
organizations which are not necessarily based on 1)
the industry they are in, 2) whether they sell a service
or product or 3) other traditional classifications. Rather,
the similarities between organizations are based on
how they engage customers.
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15. Take food service as an example. Two Saepio clients
within this industry vertical are McDonald’s and
Great Harvest Bread Company. Both seek to gain
a share of their customers’ dining or food budgets,
but each approaches marketing very differently. A
local McDonald’s leans heavily on national branding
and advertising as well as location to drive business.
Great Harvest, on the other hand, seeks to create a
loyal local customer community without the benefit of
heavy corporate brand advertising.
While one could no doubt slice segmentations
even further, review of client-use patterns confirm
that six unique market segments exist within local
or distributed marketing scenarios. As a result, very
different interactions between corporate and local
marketers are needed.
These segments are:
Loyalty – Frequent Segment
The local marketer depends on the national brand
but is largely responsible for developing a loyal
customer community at the store level. Customers
make purchases multiple times per year from the
same location. A strong customer relationship may
be developed between staff and customers.
Saepio Client Brand Examples: Great Harvest
Bread Company, Cartridge World, Curves Fitness
Loyalty – Infrequent Segment
The local marketer depends on national brand
exposure and strives to be part of building a cult
customer following in association with that brand.
Purchases typically happen once or less each year
and loyalty must be maintained during the lulls.
Saepio Client Brand Examples: BMW
Motorcycles, H&R Block, HCA
Convenient Location Segment
The local marketer depends heavily on the national
brand. Customer loyalty is typically with the
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16. national brand rather than with the local store -
although in some cases the same store may have
many interactions each year with the customer.
That being said, the customer would be just as
satisfied receiving the service from another of the
brand’s locations.
Saepio Client Brand Examples: McDonalds,
Carlson Hotels, Valvoline Instant Oil Change,
Chevron
Retail Assist Segment
The local marketer is not focused on the national
brand but views it as a complement to its primary
brand (the store or business) that generates the
customer traffic and garners loyalty.
Saepio Client Brand Examples: Burt’s Bees, HBO,
Hill’s Pet Nutrition, GM ACDelco
Community Development Segment
The local marketer is focused on building
community around a brand concept or theme.
There is often no product, per se, but human
association or connection to an activity or cause.
Saepio Client Brand Examples: Boy Scouts,
Easter Seals, Salvation Army
Sales Assist Segment
The local marketer needs to develop custom
proposals to aid in sales activities.
Saepio Client Brand Examples: Johnson &
Johnson medical devices, Motorola
Understanding which of these different local marketing
segmentations your organization fits within will
go a long way toward creating the strong, logical
engagement with local marketers that is needed to
explode brand value at the local level. The worksheet
on page 18 provides guidelines for identifying which
segment your organization fits within and, based
on that segment, what your approach to distributed
marketing should be.
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17. Identify Your Segment
Worksheet #2 Consider the following questions to identify who
is in the driver’s seat and how best to build
or expand upon your brand’s community.
Q1. Where do customers purchase my product?
a) company-branded outlet
b) another company’s branded outlet
Q2. What is the purchase frequency?
a) Several times per year or more
b) Yearly or less
Q3. Is the customer relationship tied to a
specific store location?
a) Yes – customers feel a connection to a single location
b) No – my locations are generally interchangable
to customers
16

18. If you answered “A” to all three questions, your organization likely fits
into the “Loyalty Frequent” segment. A shared approach is needed
since the specific location is important to the consumer. Marketing
should allow for a greater amount of local customization. This is
sometimes more challenging than other segments, but there is much
room for rewards.
If you answered “A” to Q1 and Q2, and “B” for Q3, your organization
likely fits into the “Convenient Location”segment. You largely own your
own brand. Best results occur when messages are made relevant to the
local market, but unified and consistent brand marketing between national
and local marketers is key.
If you answered “B” to to Q1, but sell goods or services, your
organization will likely fit into the “Retail Assist” segment. This segment
is most centered on the local marketer. Your brand can derive the most
value by providing easy-to-use, valuable tools that locations who sell
your products and services can use to promote your business – and theirs.
Most organizations will fit into one of the above models. If the above
doesn’t apply, consider whether one of these may be more accurate for you:
Community Development A shared approach to branding will help
create a community of individuals who believe in the national
brand/cause, but at the local level. Localization is often critical to
effectively share the impact within the local community.
Sales Assist Distributed marketers require a way to create sales
proposals and other items. These often may include required
regulatory information, so a database-driven approach can help
ensure compliance. Tools need to be easy-to-use.
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19. 5
The Five C’s of a
Win-Win Brand Strategy
Managers of distributed marketing networks have long
been challenged with keeping corporate and local
marketing messages aligned and working together. At
the root of the challenge is the fact that there are often
legitimate reasons for a disconnect.
While corporate marketers are very brand focused,
local marketers are all about driving traffic and making
sales. These two perspectives can easily collide, with
the result being less-than-effective marketing. But it
doesn’t have to be that way. Employing five “C’s” to
the distributed marketing process can go a long way
towards making a brand hum at the local level.
Common Objectives
While it may seem logical that one would begin any
marketing effort with common objectives already
established, Saepio client service managers too
often observes the opposite.
Corporate marketers and local marketers simply
think differently, each protecting their own turf. They
do so for a good reason. The corporate marketer
who manages the distributed marketing network
is the keeper of the brand and brand messages
for that network. S/he must constantly focus on
corporate brand objectives and deliver those to –
18

20. and then through – the local marketer. The local
marketer is often not on that same page. Store
traffic and a ringing register is paramount and, if
the marketing message isn’t perceived as focused
solely on generating sales, the local individual likely
isn’t interested. They like the support but insist that
it be relevant to their operation.
However, these different perspectives in no way
preclude the formation of common objectives.
They just require the corporate marketer to, as
best-selling author Stephen Covey would say, “seek
first to understand and then to be understood.”
Listening to the needs of the local marketer and
gleaning knowledge from the school of practical
application via those on the front lines enables the
corporate marketer to identify common objectives
and create campaigns that truly support them.
Consistent Messages
Understanding the importance of delivering
consistent messages across the entire distributed
marketing network is easy for many marketers.
Doing so is more challenging.
Consistent messaging to consumers begins with
effective resources for local marketers. While a
local marketer will often want to advertise using
a national message, s/he also frequently wants to
somehow alter the corporate message to make it
more applicable for his or her local environment.
It is key for the corporate marketer to provide
resources that ensure consistent messaging but
allow some local flexibility. Distributed marketing
management systems that include marketing asset
management technology are an excellent starting
point. These solutions provide all of the marketing
resources the local marketer needs in one, easy-to-
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21. access location. As long as the corporate marketer
is diligent in keeping the library of resources current,
messages across the distributed marketing network
will stay consistent.
Coordinated Message Delivery
Just as consistent messaging is important,
coordinated timing of delivery is also critical. When
a local marketer’s messages are timed to coordinate
with national messages, investments in marketing
can be optimized.
At the heart of successful coordination is
successful communication. And that means
two-way communication. Often coordinated
message delivery is dependent upon one-way
communication and a great deal of hope. In this
scenario, corporate develops a merchandizing kit
containing marketing materials and sends it to
the local market with the hope that it will be used
properly, if at all.
Local marketers want to be successful and want the
benefits of the resources the corporate marketer
provides, but their worlds don’t revolve around
what corporate marketing is doing. They are
focused on what they can do to drive traffic and
view their corporate partners as a helpful ingredient
of that plan. When the marketing kit arrives for
a coordinated campaign, it may or may not
receive the priority the corporate marketer seeks.
What happens is dependent upon how effective
communication has been up to that point.
While it takes more work, engaging communication
between corporate and local marketers is vital
to coordinated message delivery. When local
marketers know which message is recommended
20

22. How Well Have I
Implemented the 5 C’s?
Consider the questions below.
Worksheet #3
Common Objectives:
Can you clearly describe both perspectives and the reasons
for these in your organization?
Corporate:______________________________________________
Local:___________________________________________________
What are the common objectives for your organization’s
marketing?
Consistency in Messaging:
Why do my company’s distributed marketers want and need
local brand messaging that is different than national messaging?
________________________________________________________
________________________________________________________
What systems and/or workflows are in place to encourage
distributed marketers to localize materials while retaining
important brand messaging and other graphic elements?
________________________________________________________
________________________________________________________
Coordinated Message Delivery:
Do we have time-dependent campaigns that distributed
marketers must implement? If so, have we made it easy for them
to complete the tasks necessary? Have we been clear about how
the campaign and the precise timing can help local success?
Cooperative Customer Management
What are the possible places where a unified customer
management strategy is needed?
Communication:
Have I taken the time to truly understand the local marketer in the
context of their business rather than in terms of what corporate
believes they should be doing? What does the local marketer
need from me in order to successfully complete the shared brand
objectives in a consistent and coordinated manner?
21

23. and why; what’s in it for them; and what is expected
as part of a campaign, coordinated messaging
naturally follows.
Cooperative Customer Management
Brands only hum when customers hum in harmony
with them. The brand exists to create an emotional
connection with the customer, to establish and to
grow a relationship. That doesn’t happen without
a corporate role and can’t be sustained without a
local one.
For a brand to hum, the experience a customer
or prospect has through national brand messages
– coupled with the experience they have upon
entering a local retail outlet or interacting with a
branded product or service – must be completely
harmonious. The local marketer is critical to
this process. Store décor, in-store promotions,
digital signage, merchandise bags and many
other physical items all contribute to the brand
experience. So, too, do the personal interactions
that happen in the store.
While corporate marketers can’t always control
customer management, they should always consider
it when creating local options for national brand
messaging. One cannot assume that a local marketer
or local sales associate will be able to provide a
continuous brand experience for the customer
without being coached on how to do so. Often,
adding this “last mile” of instruction adds little time
to campaign development but can make a huge
difference in the effectiveness of that campaign.
22

24. Communication, Communication, Communication
Any successful relationship starts with listening,
including that between the corporate and the
local marketer.
You simply can’t over communicate with a
local marketer yet you most assuredly can over
communicate to one. Remember, effective
communication is a dialogue.
A nationally renowned speaker told 80,000 people
who came to hear him talk about relationships that
he really didn’t have anything to say, just one thing
to show. With that he pulled out a giant ear and
held it up. He didn’t need to say another word to
make his point.
• Communicate what’s important to your brand
by first listening to how it’s important to your
local marketer.
• Communicate what you need them to do by first
listening to what they need you to do.
• Communicate what resources you’ve made
available to them by listening to what they need
those resources to be.
There they are. The five C’s for making your brand
hum at the local level. There’s nothing magical about
them. We’d love to call them profound, but they’re
simply applications of the sixth C … common sense.
Yet too few apply them well, and as a result, too few
see their brand really hum at the local level.
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25. 6
Taking Action -
Synergy that Explodes
Brand Value
A lot of factors combine to create an organization where
brand value explodes at the local level. Many programs
have been tried through the years. Carrots to entice
compliance. Sticks to enforce it. These approaches
seldom work.
The programs that do work are those developed by
individuals who truly understand and foster a meaningful
partnership between corporate and local marketers.
A partnership where goals and messages align,
where programs are logical and where each side fully
participates in design and execution.
Distributed Marketing Management systems that enable
these processes are the cornerstone to success. Often
called Marketing Asset Management or Local Marketing
Management technology, these platforms help organize
and execute every aspect of a local marketing program.
While it is possible to run a program that maximizes
brand value without such a system, it is highly unlikely,
exponentially more difficult and normally much more
expensive. Look for a system that delivers much more
than just ad builder functionality.
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26. While ad builder is a helpful tool, for full synergy
and maximum value, seek instead a comprehensive
platform such as Saepio’s Marketing Asset Manager
that helps create a strong, logical synergy between
you and your local marketers. These tools accomplish
this by providing the marketing assets that distributed
marketers really need in an easy-to-use and always
updated environment, thereby removing the need for
a carrot or stick.
25

27. 7
Equally Yoked
Perhaps the best illustration for the optimal relationship
between corporate and local marketers comes from the
world of pre-machinery agriculture. When oxen were
used to plow the soil or pull a wagon, it was important
to choose two beasts of similar strength. Too much pull
from one versus the other and keeping a straight plow
line was close to impossible.
Saepio encourages corporate and local marketers to
seek a similar relationship to ensure peak performance.
Too much corporate and the local marketer tunes out.
Too much local and the corporate brand message is
diluted. Don’t give up until you find the perfect balance
for your organization.
Exploding brand value at the local level isn’t necessarily
easy but it is absolutely possible. Saepio hopes
this guidebook has provided insight that will help
your organization join those whose local marketing
programs are humming along.
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28. Related Resources
Visit the Distributed Marketing Leadership Series site
(http://info.saepio.com/distributed-marketing-leadership-series) for
access to the following case study documents. Each example will
outline how the company has utilized Saepio’s distributed marketing
tools to explode the value of the brand.
• Loyalty – Frequent Segment
Cartridge World
Curves Fitness
• Loyalty – Infrequent Segment
BMW Motorcycles
• Convenient Location Segment
SONIC
• Retail Assist Segment
GM ACDelco
• Community Development Segment
Easter Seals
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29. About Saepio
Saepio makes it easy for corporate and local marketers to
build and run effective and engaging all-channel marketing
campaigns.
Saepio’s powerful MarketPort marketing platform starts with
easy …
•Easy to Build and Run a Cross-channel Campaign because
everything – email, landing pages, social, mobile, digital
banner ads, signage, print ads, direct mail, and much more – is
all managed in a single, integrated digital marketing platform.
•Easy to Maximize Brand Value at the Local Level because
local and corporate marketers share a single platform but
experience the same platform differently based on their roles.
Brand control, speed to market, and content localization is all
easily accomplished whether messages are for local, national
or global audiences and corporate marketers can easily assign
campaign tasks to local marketers.
•Easy to Engage Customers with personalized, relevant
messages because corporate intelligence gleaned from CRM
data, customer analytics, consumer actions and more can
determine what content is served when, where and how.
•Easy to Automate Marketing Fulfillment because robust
workflow enables every cross channel customer touch point
to happen automatically whether launched by corporate
marketing, initiated by a local marketer or triggered by a
customer’s action.
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30. This robust yet simplified approach to today’s complex marketing
challenges is in use at hundreds of leading companies and
organizations, including many of the world’s most powerful brands. It is
transforming the way corporations focus and manage their marketing
efforts in a world that introduces new channels, new competitors, new
regulations and new opportunities at every turn.
For more information, visit
www.saepio.com
or call +1 816-777-2100.