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Towards Supply Chain Resilience: Highlights from Nordic StrategyForum Supply Chain and Procurement

At the recent Nordic StrategyForum Supply Chain and Procurement virtual event by Management Events, supply chain decision makers gathered together for interactive discussions on rising trends and concerns.

Covering issues from business adaptation and remote working to management styles, in-depth insights were abound throughout the discussions.

 

TAKING ADVANTAGE OF CHANGES

 

As one of the largest disruptions that the supply chains have ever experienced, the COVID-19 pandemic took many companies by surprise with challenges such as the availability of materials, pricing, and delays in new vendor development.

A Chief Supply Chain Officer (CSCO) observed that every 5 to 7 years, there’s some kind of event that affects the global supply chain, like the 2010 Icelandic volcano eruption and the 2011 tsunami and Japanese nuclear reactor disaster.

But the disruptions caused by those events lasted for about a month, whereas with the coronavirus outbreak, the disruption has lasted more than 7 months so far with no near end in sight. Many supply chain leaders expressed that the ensuing supply chain upheavals were unexpected and unprecedented.


Management Events’ Nordic StrategyForum Supply Chain and Procurement

 

For instance, there was suddenly a drop in the availability of pallets, containers and packaging. As one attendee mentioned, “There were premiums on getting containers, leaving our goods stranded in production countries.”

“Then there was the increase in demand for toilet papers, consumer goods, home office equipment and medical goods while demand for cars and machinery suddenly halted. These were very volatile times.”

In regards to that, a participant shared that being closer to the end market is vital at the moment.

 

“We have to understand the demand picture and be more involved in how supply is working. We also have to understand the customers’ needs and be even more service-minded about fulfilling the needs.”

 

The disruptions that emerged from the pandemic were also concerning for supply chain executives as countries experienced waves of the virus and lockdowns at different times.

“The crises you are working on keep changing,” voiced a supply chain leader. “From March, you try to stay ahead and stock up on the right products in the right location. Spring was quite good, but then suppliers were forced to close down so even if you have the chain open, production has stopped.”

 

Others expressed the same sentiment:

  • “There are always new things coming up, always a new hurdle to go over.”
  • “There have always been hurdles in the supply chain, but now they are coming at a faster pace.”

 

However, some have taken the changes in stride, learning from the first COVID-19 wave and preparing for growth and agility opportunities:

  • “These changes have forced us to make faster decisions, but this is also better decision-making.”
  • “We have become more sustainable as a company, going from supply chain via air to sea.”

 

As commented by a top supply chain manager, “It is volatile now, but in the long term, this will stabilize,” and while the pandemic was a shock back in March, the shifts undertaken were “mostly minor permanent changes”.

 

Join us: Don’t miss the next Nordic StrategyForum Supply Chain and Procurement coming in October 2021 for the latest trending supply chain issues and topics.

 

RISKS AND RESILIENCE

 

“This is a ‘new normal’. Will this affect the way we think about risk?” one of the leaders questioned. “Will this lead us to be more resilient in the future?”

According to a participant, COVID-19 offered a chance to reconsider risk strategies and situations, such as the risk of no delivery from a cheaper, offshore delivery versus a more expensive but guaranteed, nearshore delivery.

Another risk assessment includes planning supply chains amid local lockdowns of regions, countries and hubs. As a decision maker probed, “If a hub is locked down, how do you ensure supply chain from other locations?”

This is a particular concern with the participants because the lockdowns affect various parts of the supply chain at different times and in different countries.

 

“There are lockdowns that stop delivery of raw materials, lockdowns of factories, and lockdowns that stop shipments, so it’s not a lockdown that happens all at the same time, but in random order.”

 

A supply chain manager commented the challenge was bigger for those who source products from European suppliers while another specified that, “Electronic products were the most difficult to obtain as they all come from Asia.”

Others related that Tier 2 suppliers were the actual challenge with the participants encouraging end-to-end talks to better connect the supply chains and searching for source alternatives to ensure sustainable supply chains for the future.

There were other topics brought up during the discussion on risks. One of which was the leverage and advantage of having a decentralized supply chain model, and the other was on the issue of Brexit, which a top-level executive stated is a big risk within the supply chain.

 

 

REMOTE WORKING

 

Many of the participants mentioned positive factors about their current work situation, citing efficiency, savings on time and costs, and faster decision-making as some of the upsides of remote working.

“Remote work is surprisingly good,” exclaimed a CSCO. “For global supply chain, you were already used to working remotely with global teams, but this change has intensified the investment in tools and processes for better remote working.”

“People working from home meant quicker implementation of digital solutions, and employees are more willing to use these new tools.”

Another reported that, “From the HR perspective, it turns out that remote work is a competitive advantage for white-collared workers. Alot of employees enjoy working from home due to the balance of work and family.”

However, there are concerns with remote working.

“In Europe and the USA, there’s an issue with ergonomic working spaces at home,” an attendee shared. “While in other parts of the world, such as Africa and Asia, there’s an issue with local internet connections and connectivity.”

Others shared that it’s hard to conduct remote team building, and that some employees are still unused to virtual working. Furthermore, even with the benefits of remote communication, there is still the need to have real meetings and contact with colleagues and customers in the future.

 

Upcoming events: Network with decision makers and solution providers for more in-depth insights in our supply chain events in Germany, The Netherlands, Sweden, and Finland.

 

DIGITALIZATION IMPORTANCE

 

As can be seen in many industries, the implications of COVID-19 drove huge advances in digital progress, and decision makers in the supply chains agreed that digitalization is one of their most important projects and investments.

“The crisis led to rapid developments in virtual inspections through camera, with video meetings allowing us to record what is seen and said during the inspections,” a C-level executive revealed.

“It saves a lot of time compared to sending people around the world. Of course, we still need to go there, but first checks can be done virtually even if final checks are done in-person.”

Nevertheless, supply chain organizations have to step up with the digital processes and routines to ensure they are continuously updated with all the markets and functions in their company.

 

 

CHANGE IN MANAGEMENT STYLE

 

While many of the participants mentioned that their companies have taken the opportunity to develop their workforce and invest in educational and university courses for their staff, they have also made changes to their leadership style.

A senior executive commented that calm management is the key in handling this large and demanding crisis. Others agreed with the statement, claiming that leadership in general is vital – not just with the team but with suppliers as well.

Some explained that their management approach has changed into a more coaching style whereas others were focused on promoting better team spirit and culture by having daily meetings to produce more efficient employees.

However, similar to the discussion findings in Sweden 600Minutes Executive IT, the biggest management challenge is with new employees, from remotely onboarding them to building team rapport from a distance.

 

 

THE FUTURE

 

As the world moves into 2021 with the coronavirus still affecting businesses around the world, supply chain leaders need to make preparations for multiple case scenarios coming in the future months.

From new waves of the virus and the facilitation of the COVID-19 vaccine to implications from loosening lockdowns and repeated changes in customer demands, sustainable and resilient supply chain solutions will undoubtedly be foremost in the minds of Chief Supply Chain Officers.

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Secure Remote Work – sicher arbeiten im “neuen Normal”

Das “neue Normal” hat die Digitalisierung unserer Arbeitswelt noch einmal rapide beschleunigt und Remote Work bzw. Homeoffice sind fester Bestandteil unseres Lebens geworden. In Sachen Sicherheit zeigt sich aber auch, wo die Achillesfersen der neuen Konstrukte liegen: Nicht genügend Laptops im Haushalt, unsichere Zugänge oder geteilte Passwörter. Dazu arbeiten die neuen Heimarbeiter oft mit sogenannter “Schatten IT“, indem sie eigene Anwendungen und Apps nutzen (sei es aus Gewohnheit oder weil sie die unternehmenseigenen Angebote zu kompliziert finden). Das alles bietet neue Angriffsflächen für Hacker.

IT-Sicherheit: vor allem auch Bewusstseinsbildung

Deshalb muss zuerst bei allen Beteiligten ein echtes Bewusstsein geschaffen werden, sich auch zu Hause „cybersmart“ zu verhalten. Hier sollten Unternehmen ernsthaft Sorge dafür tragen, dass sie ihre Mitarbeiter mit dieser Botschaft auch erreichen – etwa mit einer Informationsseite oder einem ständigen Kommunikationskanal für solche Belange; am besten aber beides.

Die Fakten sprechen eine deutliche Sprache: Laut Studien lassen sich 80% aller Datenlecks auf schwache, wiederverwendete oder gestohlene Passwörter zurückführen. Es gibt also gute Gründe, hier rechtzeitig zu handeln.

Die neuen Gegebenheiten als Chance für die IT-Sicherheit begreifen

 

Die neuen Anforderungen und Gegebenheiten sind eine einmalige Chance für Unternehmen, ihre Verteidigung aus der Implementierungs- und Sicherheitsperspektive zu schärfen: Vor allem mit Security-as-a-Service und starken Passwörtern, die Mitarbeiter und Business gut absichern. Das sind die Basics gegen Viren und andere Malware. Und sie helfen der Homeoffice Workforce und den Unternehmen tatsächlich cybersicher zu sein.

Der Mensch als schwächstes Glied in der Sicherheitskette

 

Oft ist schlichtweg der Mensch selbst das schwächste Glied in der Sicherheitskette: Mitarbeiter, die keine Passwörter ändern oder dieselben Passwörter über viele Nutzerkonten hinweg benutzen. Das gilt besonders, wenn diesbezüglich keine Aufklärung betrieben oder kein Bewusstsein geschaffen wird. Eine solide IT-Sicherheitsbereitschaft und -kultur zu schaffen – das braucht in der Tat Zeit und viel Schulung. Dennoch müssen wir derzeit alle schnell reagieren.

Beim Zugangsmanagement sollte jeder begreifen, dass schlechte Passwort-Hygiene (Default-Passwörter nicht ändern, Passwort Wiederbenutzung oder schwache Passwörter) die Chance erhöht, Opfer eines Hackers zu werden.

 

Cybersecurity-Tipps für Homeoffice-Arbeiter

Heimarbeit bedeutet für die meisten Menschen, dass Dokumente und Gespräche offener für andere zugänglich sind, sei es auch nur die Familie. Deshalb ist es noch wichtiger als zuvor, dass alle Programme lange, zufallsgenerierte Passwörter besitzen. Mit einem Passwort-Manager schlägt man hier zwei Fliegen mit einer Klappe, indem man einzigartige Passwörter für jeden Login generiert und speichert. Username und Passwörter werden dann in einem “Safe” gespeichert, wo sie verschlüsselt und organisiert werden. Die Produkte sind höchst kosteneffektiv, um die Cybersecurity von Heimarbeitern zu verbessern. (Übrigens auch sehr für die private Nutzung empfohlen!)

Ein Passwort-Manager kann schnell, nahtlos und einfach in den Workflow integriert werden. Sie verwenden auch oft Multifaktor-Authentifizierung, die zusätzliche Sicherheit bringt, gerade wenn Mitarbeiter sich von unterschiedlichen Standorten aus einloggen

Mehr Tipps im eBook

 

Die Cybersecurity Experten von LastPass haben dazu ein interessantes eBook erstellt, dass die Eckpfeiler von “Secure Remote Work” skizziert. Sie können es hier downloaden.

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Risk Aversion vs Growth: Showing Decision Makers Opportunities In Crisis

It cannot be denied that COVID-19 has greatly impacted the business landscape. 

Budgets and forecasted revenue have gone off course from their projected paths while business priorities and investments are shifting due to the vastly different economic conditions than what was anticipated for 2020.

Due to uncertainties brought by the pandemic, C-suites are focusing on conserving their cash flow and holding off on investments to keep further risks at bay.

In light of the current buying patterns, how do you persuade decision makers that your solution can be of immense help to their business continuity and growth? How do you reverse their risk-averse decision making?

 

Financial Uncertainty

 

Excluding industries that are thriving or unimpacted by the outbreak, the majority of businesses that are negatively affected have taken steps to tighten their financial belts.

According to our latest Executive Trend Survey with over 1,100 decision makers, 59% of top-level executives across Europe are revising their budget plans to ensure business continuity while 42% are preserving their cash flow.

The budgeting strategies are due to expected revenue drops in the coming months, whereby 44% foresaw an economic downturn in the next 6 months while 22% estimated decreased revenue throughout 12 months.

The financial setback is also affecting businesses’ financial plans for 2021 with 38% predicting a lower budget for next year, thus explaining the aversion to taking risks in technology and solution spending.

 

More Stakeholders Involved

 

 

Cost-saving measures and coronavirus aside, businesses have also been seeing a longer decision-making cycle as more stakeholders are involved in investments and spending strategies.

Back in 2014, the average number of decision makers in a purchase was 5.4, but has since risen to 10.2 in 2018, which can include multiple C-levels, executive board members and senior managers. When more individuals are involved in a purchase, the situation can become complex as each person has their own goals and objectives to achieve.

 

“As more decision makers join the debate – procurement, finance, legal – so the decision-making process becomes extended and watered down.”

– More Decision Makers. Less Decisions

Seraph Science

 

For instance, Gartner reported that CMOs expect to increase marketing investments in 2021, but with the ongoing pandemic, “CFOs will turn their attention to profitability, and marketing [tops] the list of functions where finance will look to trim expenses even further.”

Although both hold high C-suite positions, the two have different priorities as the CMO is looking to advance the brand while the CFO is focused on minimizing costs. This difference leads to struggles in reaching a mutually agreeable purchasing decision.

 

Attend our events: Get more insights on C-suite business needs at our upcoming events.

 

Reset Their Thinking

 

When diverse C-levels come together on a possible purchase, they usually settle on a decision that saves money and avoids risks.

While almost all the decision makers may find this outcome desirable, it may not necessarily be favorable or progressive for their business growth – and that is what you need to show them.

Let’s take marketing for example. During the coronavirus outbreak, only 7% of companies have seized the opportunity to invest more in marketing whereas 50% of brands have cut their marketing budget. However, budget cutting may not be the most strategic move.

According to Roland Vaile in his published work, The Use of Advertising During the Depression, businesses that increased their marketing and advertising spend during the recession saw faster revenues and recovery than their counterparts.

The same sentiment is also expressed in a recent post  by Peter Field, a marketing and advertising professional, whereby “if the resources are available, the arguments in favor of brand building are stronger.” 

Another case example is the cutting of cyber security budgets, which Chief Technology Officer of Barracuda, Fleming Shi, sees as a bad move as hackers are taking advantage of the pandemic to target vulnerable organizations.

Show decision makers that they are facing higher risks and greater consequences should they decide to save costs and not spend on solving important pain points.

 

Find Their Direction

 

Market experts believe that organizations should take this chance to invest in opportunities that were once hidden or were not in the forefront of their business plans, such as retraining and upskilling employees, integrating digital innovations, and developing e-commerce business models.

Some companies are also seeing business gaps and weaknesses due to COVID-19 implications, and are taking steps to rectify these concerns, including strengthening cyber security and updating data analytics.

As pointed out by Arthur D. Little’s article, the key is to make decision makers “look beyond the short-term crisis and start preparing for the new world” with focus on both obvious business trends and major areas of uncertainty.

No matter how much organizations want to save their budget, there comes a point when they must spend in order to continue their business growth or be on the road to recovery. Discovering their direction and going deeper into their needs help greatly in knowing the exact solution they require, and the risks they face if they don’t address their concerns.

 

Get more insights: Attend our events for the latest trends and topics on the minds of C-suites across industries.

 

Identify The (Real) Stakeholders

 

According to Google’s B2B Path to Purchase Study, 64% of the C-suite have the final say in signing off a decision, and among them are risk-active, risk-neutral and risk-averse decision makers.

CEOs tend to be relatively risk-neutral, but senior managers and other C-level executives who are not comfortable taking risks in business decisions may need more convincing. Therefore, determining the right executive sponsor and key budget approver of the project is pivotal in preventing delays in deal closings and moving investment discussions further down the pipeline.

In cases where the executive sponsor and approver are individuals with aversion to risks, involving ‘influencers’ in the decision can help the risk-averse chief executives to better see the benefits and returns of an investment. A total of 81% of non-C-levels actually have a say or influence on a purchase, and are able to convince the key approver on the final decision.

 

“Clearly, if you’re marketing only to the highest level, you’re overlooking the people who need to notice you.”

– The Changing Face of B2B Marketing

Think With Google

 

To Push Or Not To Push

 

The answer is not to push, but to assist. If they have available resources, organizations should take this time to implement technologies and solutions that have been held back in their plans.

As solution providers, the goal is to make the decision makers see beyond their current predicament and risks, and focus instead on growth potentials to strengthen their market standing and get a lead on their competitors.

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600Minutes Human Resources Highlights: How HR Support Leaders Through The Pandemic

Our recent Norway 600Minutes Human Resources virtual event revealed deep insights from top HR executives as they navigate the implications of COVID-19 alongside their C-level counterparts.

During the breakout sessions, CHROs communicated how the HR function “is now more clearly and centrally located in the organization, compared to before the pandemic, and has been essential in supporting leaders during this difficult period.”

 

THE POWER OF COMMUNICATION

 

 

As companies implement working from home to curb the coronavirus infections, leaders are facing communication problems even though there are resources and tools for easier collaboration.

The event participants expressed that there needs to be more active communication in the company.

An HR leader remarked that managers must ensure that information to employees is read, and not just sent out. “Use apps or other platforms instead of just email. Leaders should encourage dialogues with employees continuously, even with laid off employees.”

Other participants also agreed with the statement, with one conveying that leaders and employees should have regular contact with one another, and plan for walks or lunch together.

“Communication is a key factor for success,” stressed a top HR executive, who also mentioned that there should be a close collaboration between the HR and Communications teams to make necessary joint decisions.

Others chimed in, explaining that information packages from the Communications team, such as regulations, restrictions and recommendations, need to be clear, and sent out to employees to help them obtain important information.

One participant voiced out that any and all information must be communicated. “Even if there is nothing new to inform, inform about it.”

 

LOSING ‘CONTROL’

 

As companies temporarily close their offices or establish shift groups, some leaders are finding it harder to manage and oversee their teams due to distance working.

“Managers are insecure about their own and the team’s deliveries,” explained a participant. “They feel that they have lost ‘control’ over the team.”

From another point of view, the work-from-home situation empowers employees to be more independent and take accountability for their tasks.

An HR leader revealed that, “The team themselves have more control over their own work today, and manage themselves more.”

The other participants reiterated the sentiment, emphasizing on trust between managers and team members.

“Control-based management works poorly,” expressed a CHRO. “Trust-based management works better.”

“Trust the skills available in the organization,” declared another. “Dare to trust the decisions that are made, and stick to them without hesitation. This contributes to a strong trust foundation in the organization.”

An HR executive advised leaders that, “During times of uncertain future and challenges, the individual must reflect on how we can lead ourselves, not just our employees.”

 

FORMALIZE THE INFORMAL

 

A rising concern among those working from home is the increasing number of meetings, which have led to Zoom fatigue. Yet another worrying issue is the rise of informal meetings in non-work settings.

“It’s important to facilitate informal meeting places, not just the formal ones,” expressed a participant. Whether the meeting is held in the office or in a cafe, agreed meetings should be ‘to the point’ and agenda-focused.

A top executive disclosed that, “A method that is useful for many to find an informal meeting place is to establish ‘walk and talk’ as a principle.”

Leaders have to remember that all business-related meetings, regardless of its settings or formality in this new normal world, should still follow the same protocols as an official work discussion.

 

Discover more insights by joining our HR events in Denmark, Sweden, Germany, Switzerland, The Netherlands, Finland, and Norway.

 

MENTAL HEALTH

 

From feelings of anxiety to increased workload and higher pressure, the pandemic has brought many mental health impacts on workers and employees across the industries.

Among the topics discussed in the breakout sessions, mental health was one of the topmost concerns among the CHROs.

The event attendees believed that organizations should provide materials on how to work with mental health, and to accommodate individual needs.

For instance, an executive suggested that organizations “create a culture with openness about workload and pressure. This is so we can make adjustments when there’s a need, and when it’s difficult for the leader to have an overview of the situation.”

“But what are the boundaries of corporate responsibility for mental health?” one participant questioned.

While some companies have mental health as part of their corporate social responsibility, it’s still a difficult topic to bring up due to stereotypes of the illness.

One participant advised that, “Although it’s more efficient to work from home, you need to book some ‘free time’ as well.”

Thus, a number of the HR executives recommended a few steps for leaders to help reduce their team’s mental stress:

 

  • Make themselves available and set aside time for talks;
  • Create support communities and groups so that the team members don’t feel that they are alone;
  • Recommend apps with meditation or that helps with stress relief; and
  • Celebrate occasions and events together, such as birthdays.

 

To elaborate on the last recommended step, the HR leader explained that there should be “various virtual gatherings, such as virtual expert breakfasts, coffee breaks or lunches.”

Additionally, the leader commented that the gatherings should be held continuously, both unconditional and voluntary, but that mandatory sessions with a learning purpose, like workshops on various thematic areas, should also be arranged.

 

WORKING RESILIENTLY

 

The HR function is the backbone in every business concern, and with the outbreak not fading away any time soon, CHROs are standing together with their fellow C-suites to lead the organization with equal value for all employees.

Depending on the country the organization is located, HR executives have different rules and things of importance to keep in mind. But as mentioned by the HR participants, they are trying to keep track of everything and ensuring what’s best for the employees.

“As there are many uncertainties,” expressed a CHRO, “we need to continue to work with resilience.”

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From B2B Networking To Partnerships: Benify’s Success With Management Events

Transitioning a prospective customer into a purchasing client is the most difficult yet rewarding part of a sales process, and Jenny Swartling Pizarro, the Head of Sales Large Enterprises Sweden at Benify, knows that the first step to building a strong business relationship starts with that all-important initial contact with a prospect.

Through the unique networking opportunities of Management Events’ 600Minutes HR events, Jenny can directly connect with top-level HR executives and other business leaders.

One such decision-maker whom Jenny engaged with is the HR Director of Lidl Sweden, a company that has since signed a deal with Benify to implement their solution in Sweden and the Netherlands.

 

Benify – A Global Benefits and Total Rewards Platform

Benify is an HR tech company that offers a global platform for benefits, total rewards, and employee communications with more than 1,500 customers and over 2 million users around the world.

Their solution helps employers create an exceptional benefits and rewards experience while reducing benefits administration, automating processes, radically improving the communication of their employee value proposition, and ensuring better data governance and management of benefit and reward costs.

Benify’s platform and employee app have reinvented the way modern employers engage with their employees, winning multiple awards such as the GOLD Stevie® Award for Global HR Solution Provider of the Year 2020 and the Bronze Stevie® Award for Achievement in HR Technology 2020.

 

The Initial Meet-Up

Jenny has represented Benify at the yearly 600Minutes HR events for approximately 6 years.

“At 600Minutes Leadership and HR in 2018,” Jenny recounts, “I had my first personal meeting with the HR Director of Lidl Sweden.”

Lidl Sweden is a food wholesaler, offering a range of Swedish and organic products with foreign delicacies and a varied range of goods for the whole home.

“It turned out that the director had read a report of ours on the benefits awareness gap,” Jenny continues, “so [the event] was a great place to start the conversation.”

“Lidl wanted to digitize their processes regarding employee benefits,” Jenny explains, “to make their benefits more transparent and accessible, as well as create opportunities to offer more benefits than they already did.”

She further elaborates that, “Their investment in a Benify platform was also part of a larger effort to make Lidl the best employer in their industry.”

 

Building The Relationship

The communication between Jenny and Lidl Sweden’s HR Director didn’t end at the event but continued to develop into a lasting business relationship.

“At 600Minutes Leadership and HR, we decided to book another meeting after the event,” Jenny relates, “which led to a pre-study and eventually a signed deal to implement our platform for Lidl’s more than 4,200 employees in Sweden.”

“After having happily used the Benify platform in Sweden for about a year, Lidl decided to also implement our solution for their 15,000 employees in the Netherlands.”

Relations between the two companies are going strong, and Jenny expresses that, “If [the Netherlands’ solution implementation] turns out as successful as the Swedish example, we are looking at a potential cooperation with Lidl across the entire Europe and the US.”

 

Business Growth With ME

As a 6-year-and-counting representative of Benify at the 600Minutes HR networking events held yearly by Management Events (ME), Jenny points out many benefits of the unique event concept.

“[The events] have given me opportunities to engage personally with HR directors and other relevant stakeholders from large enterprises that are otherwise difficult to get in touch with,” Jenny confides.

“The 15-minute meetings are very effective,” she declares. “Each representative specifies their interest areas beforehand, e.g. recruiting, employee benefits, or digitization, so you can prepare and focus on what you want to get across. It’s almost like B2B speed dating.”

 

Moving With The (Hard) Times

Due to the COVID-19 pandemic, Jenny says that an increasing number of employers are seeing the value of Benify’s product in these challenging times, and are ready to invest again.

“With many physical events canceled, we were happy to partake in the digital version of 600Minutes,” she conveys.

“The atmosphere in the meetings was relaxed as most people were participating from their own homes. You held the full attention of each representative and were able to share your screen. It was easy to establish personal contact and get a good conversation going. All in all, a very positive experience.”

An Arena Of Opportunities

Overall, Jenny believes that Management Events offers a great arena for solution providers to meet with relevant stakeholders.

“In several cases, the initial contact at 600Minutes has led to further meetings, where we have been able to present our solutions more in-depth, and then perform customized pre-studies that in turn have resulted in signed deals.”