Client Projects

International Operations
A major US telecom equipment supplier recognized the need to strengthen its global market position. Vogel Management team with the supplier to identify key markets and assess existing operations. Vogel Management worked with the client to establish operations in Brazil, improve global channel performance and build a world-class channel program. The client then retained Vogel Management to benchmark global technical support and customer service. The client used the results of the benchmarking initiative to use its technical support and customer service to create competitive advantage.
Turnarounds and Crisis Management
A leading provider of managed telecommunications services received a substantially lower than anticipated acquisition offer. As a member of a team of experienced turnaround managers, Joseph Vogel, lead the client’s product organization and introduced the client’s first new product in two-years–on time and under budget. In less than nine months, the client company was acquired and shareholder value increased over 200%. In other turnaround assignments, Vogel’s efforts enabled clients retain key customers, right-size their operations, eliminate unprofitable customers and generate substantial service revenues.
Technology Supplier Selection for Brazilian Client
The leading providers of computer forensic and security services in Brazil, IPDI, retained Vogel Management to identify internet monitoring solutions for its banking, telecom and industrial clients in Brazil. Vogel Management screened monitoring solutions and initiated discussions with the suppliers. With Vogel Management’s assistance, IPDI negotiated a strategic relationship with the solution provider. IPDI recently closed a major contract to provide internet security and monitoring services for a major leading wireless carrier in Brazil and is planning to roll-out the solution to its customer base.
Sale of a Family-Owned Business
The leading West Coast supplier of heavy-duty truck parts decided to sell its business to a financial buyer. Vogel Management was retained by the seller to prepare financial projections and act as a communication channel for the buyer and seller. The sale closed on schedule at the negotiated price.
Evaluation of News Partner for Software Company
A major US software company identified news programming as a potential beachhead for entering the entertainment business. Vogel Management identified key changes in content acquisition and delivery and their implications for moving forward with the client initiative.
Turnaround of Major Audio and Video Company Operations
A high profile audio and video company began a strategic relationship with the leading US domestic auto manufacturer. Although a contract with the manufacturer was signed, the client had little idea of the support required by a Big 3 company. With its extensive automotive experience, Vogel Management was able to raise support levels and enable the client to retain this key customer. Later the client asked Vogel Management to lead the turnaround of its digital video mastering operations. Joseph Vogel later joined the company as Vice-President Business Development where he developed strategic relationships with Microsoft and Electronic arts and introduced a value-sharing automotive audio initiative.
Strategic Turnaround in China

Company Background: A global automotive corporation with an established a presence in China failed to achieve expected performance. The company operated in China with no understanding of how centrally planned economies work. The company’s proposed partnership with a “renegade” steel company which alienated the Chinese government.

Services Provided: Our independent review revealed that the company’s actions were contrary to government plans for the development of the auto industry. We demonstrated to the company that if one wanted to succeed in China, one had to “join the program and get on board” and support government plans.

Our recommendation: We recommended the company align its strategy with China’s automotive industry policy. Our recommended realignment was successful. The company received approval of one of the largest JVs in China and welcomed to participate in many other profitable joint ventures.

Key learnings: In most global markets, corporations operate within the confines of the law but are not exposed or subject to directives from the central government. In China, government representatives are at the head of all organizations: industrial, commercial, health and safety and military. Government management of all aspects of China’s society cannot be ignored. To achieve success in China, companies must align their actions with government policy.

Reversal of China’s Central Government Ban of Aluminum Cans

Background: China’s central government judged aluminum cans were too costly not suitable for China. The government initiated policies to ban further aluminum can production and tripled the duty on imported aluminum sheet.

Our services: Recognizing that the aluminum can’s success in North America was based on life cycle economics we proactively responded to the Chinese government’s policy by demonstrating the overall benefits of aluminum cans.

Our recommendation: We developed a comprehensive analysis of the “cradle to grave” costs of aluminum cans as a container system compared to similar life cycle costs of competing materials glass and steel. Our analysis identified and quantified the benefits of the aluminum can packaging system. We shared our complete analysis with central government agencies, beverage companies, can makers, etc. The Chinese government recognized our work as pivotal: China embraced aluminum as the preferred packaging material and supported projects to support self-sufficiency in aluminum can production.

Key learnings: Adopting a non-confrontational, open and constructive approach, companies can engage with key industry and government stakeholders to promote implementation of mutually beneficial policies.

Restructuring Automotive Sales and Distribution in Japan

Background: Despite an 85 year relationship with its Japanese exclusive importer/distributor and a long history of working together a global automotive company confronted its stark reality: the two companies’ teams neither coordinated their sales and marketing efforts: in fact, they often launched initiatives without consultation with the other.

Our services: We analyzed the structural, managerial and financial relationships between the companies. Increased costs at the Japanese importer/distributor without increased sales were eroding both companies profitability. We determined that roles and responsibilities of each company we poorly defined, often overlapping and competing. Each believed it had the imperative to act independently without consulting its “partner.”

Our recommendation: We organized a joint review of the overall business. We then implemented a joint planning process which defined roles and responsibilities for successful execution of the plan. The plan, as executed led to cost reduction, sales increases and improved profitability.

Key learnings: When engaged in a joint venture type activity, an open planning process promotes success: joint planning yields all parties’ participation in the business and a greater range of perspectives to be considered. Engaging dialogue and trust are the key foundation elements upon which threats to business, structural changes and challenges to growth and profitability can be managed decisively and effectively.

Creating the Foundation of Future Beverage Packaging in SE Asia

Background: Several SE Asian countries were about to approve investments in beverage container making lines and were heavily influenced by the Japanese packaging industry’s bias toward steel – a costly inefficient beverage packaging system.

Our services: We shared cradle-to-grave life cycle costs of aluminum – which demonstrated superior cost benefits of aluminum cans. We shared this with government and industry stakeholders in Thailand, Malaysia, Singapore and Indonesia and proved the positive attributes of aluminum – including recycling. Thailand was the first country to prioritize aluminum cans.

Our recommendation: We recommended that Thailand adopt aluminum as the preferred beverage packaging material. The Thai government endorsed our recommendation and abandoned the Japanese packaging company’s steel can line proposal in favor of our aluminum can project.

Key learnings: Sharing transparent analysis and getting “right information” with the “right people” was essential to our success. Initial success in Thailand provided a reference project for other SE Asian nations. Our work in Thailand was fundamental to success of aluminum around the SE Asian region.

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