When Company Y approached MI to help them increase sales in the U.S. through an IBI contract, we noticed that they were not in an ideal position to interact with American distributors and customers.

BSN’s strategic goal was to take full advantage of the opportunities arising from the execution of a globally standardized marketing strategy.

When Delle Vedove realized its products weren’t broad enough to sustain growth in the U.S. market, it decided to expand its product offering.

Company X was new to the U.S. market with no brand recognition. The market already had well-known U.S. brands it would have to compete with.

As a small business startup in a new territory, MasterMover recognized that they had to focus the bulk of their investment in sales, marketing and customer support staff.

A leading capital equipment company in Italy wanted to start selling in the U.S. market. An examination of the company’s product offering revealed that a Joint Venture with companies that offer similar and complementary products would be beneficial for sales.

A leading Bubble and Toy company in Italy learned that branding does not necessarily cross over from one market to another. With the need to penetrate the American market, it became clear that rebranding would be essential.

LC America wanted to focus on engineering aspects of building their U.S. production plant without being burdened with administrative details.

Bacci America had over 40 years of machine install base in the U.S. and long-time customers were demanding timely technical support that could not be provided by their U.S. distributor. Customers’ pressing demands required a rapid organizational response.