Chesapeake Partners IT Services and Technology - Helped launch an US-based sales distribution strategy focusing on indirect channels and leveraging strong brand recognition.

Case Study: International Technology Provider

The Client, a large international hardware and software company, hired Chesapeake to launch an US-based sales distribution strategy focused on indirect channels and to determine how best to leverage its strong brand recognition.

Phase I — Assess/Capture
The initial phase of the project included an evaluation of the Client’s product suite, investigation of channel alternatives and building a roadmap for establishing the channel partner and alliance program.
Phase II — Channel and Strategic Partnership Development
The next phase focused on prioritizing potential channel partners and strategic alliances in order to assess overall “fit” and probability of success. Thereafter, Chesapeake worked on the Client’s behalf to qualify, convince and, if appropriate, negotiate terms of the respective relationships.
Chesapeake helped the Client establish “in house” management for the program along with the key planning processes and metrics in order to gauge performance results, with particular focus on revenue and pipeline management.

Case Study: Software and Services Company

An international investment group retained Chesapeake to perform a strategic business evaluation and restructuring of its US-based software and services division.

Phase I — Strategic Business Review and Recommendations
Chesapeake’s initial focus was to completely review existing business operations, market positioning, and potential for expansion, with a goal of understanding the current and potential value of the business under various scenarios. The analysis provided a full business report card and a continuum of fully vetted courses of action and business valuations, which were presented to the Client ahead of schedule.
Phase II — “Get Well” and “Value Creation” Plans
As a result of Phase I findings, Chesapeake proceeded to build and lead the execution of precise plans in order to address critical business deficiencies and performance issues while also enhancing the underlying value proposition of the business with the addition of strategic capabilities and channel programs.
Phase III — Value Realization and Exit
With the success of the aforementioned plans, Chesapeake was then tasked with the packaging and marketing of the business for a successful exit strategy. Having restored much of the value, Chesapeake led the identification, qualification and negotiation of the eventual sale of the Client’s software division to a publicly-traded acquirer.