technologyreseller.co.uk 27 Why consider proactive IT Management for enterprise networks? Companies must improve IT resilience and reduce unplanned downtime with comprehensive device monitoring and management. Prevention is better than cure: this must be the rule. Proactive IT Management focuses on preventing and fixing the causes that can lead to incidents. Rather than waiting for problems to occur and then reacting, proactive IT management uses tools and processes to identify potential problems to the company’s business continuity. Nanosystems, developer of the remote support & RMM tool Supremo explains that proactive IT management can be extremely beneficial to reduce costs, and make workflows easier. With monitoring features, IT teams can check endpoints health status and performance, and then detect potential problems before they become major issues. Additionally it is naturally integrated with remote support, ensuring that your network is always running at peak performance. Why choose RMMs with built-in Remote Support? MSPs today are challenged to monitor and support their customers’ devices in multiple locations with limited resources. Supremo is the centralized and cost-effective solution aimed at reducing the need for expensive on-site visits and overall IT costs. It can save MSPs 50% or more compared to other remote support and RMM tools. As a result, MSPs can easily scale their business thanks to Supremo’s flexible licensing and low pricing. As networks become larger and usage becomes heavier, IT management becomes more challenging, but all-in-one solutions such as Supremo can help improve the efficiency, security and reliability of corporate networks. Ready for a conversation about IT Management? Get in touch with the Supremo team. @NanosystemsSrl Supremo Remote Desktop www.supremocontrol.com @Nanosystems @nanosystems3034 things, because the sophisticated things will not prove to be successful or unsuccessful if the rest is not in place.” Innovation While all panellists were bullish about the growth prospects in cybersecurity, Wilson pointed out that this did not mean the spoils would be shared equally. “When looking at the growth in security spending, the danger is that everyone will think that applies equally to their business. But it's not shared out equally. Even if the overall market is growing, there will be winners and losers depending on how people adapt and how people evolve to address the changes we're seeing in ecosystem business models and how customers want to purchase and consume and optimise cybersecurity.” Ben Fallon, VP Global Partner & Commercial Sales at Juniper Networks, which since its acquisition of Mist in 2019 has developed a thriving enterprise business based on AI, multi-cloud and automated WAN, agreed with the general consensus that the best way to negotiate changes and profit from new technologies and opportunities was to work with others in an ecosystem. “There is always innovation, that is what drives this industry forward, and with that comes opportunity. There's an old proverb ‘if you want to go fast, go alone. If you want to go far, go together’. We heard in the IDC presentation that distribution is no longer just the point of stocking and finance. They really are a point of aggregation, and the power of people working together is at the heart of all that change. If people aren't on board with that, then they're probably going to miss out on the next wave of what's going to transform the industry.” Wilson added that it is important to develop a model that makes it easy for everyone within an ecosystem to share their expertise. “We talk a lot about partner-to-partner collaboration within the ecosystem, understanding what you're good at, what someone else is good at and putting your various skills together to create a solution. Customers are becoming more comfortable with that. They want that almost best-of-breed approach from different partners working together to build a solution. But when we think about the ecosystem, we're thinking about the vendor role, the distributor role. It is about maximum utilisation of the resources and skills available within that ecosystem. You don’t want partners with spare capacity in a high demand skill; they need to be plugged into the ecosystem so that other partners that don’t have that skill can access that resource as well.” Digitalisation Schlichtherle, who likened distribution to a gear-box between vendor partners and the marketplace, said that Infinigate was helping to achieve this by investing a great deal in digitalisation to make processes more efficient and to offer a digital experience to the customer, while also accommodating the human factor that is such as key part of the company’s appeal. “A lot of people talk about marketplaces. A marketplace is where you offer products but you’re not actually selling, so the value-add of a distributor needs to be digitalised. There needs to be a digital experience for the customer when they purchase the product and there needs to be some value-add element in there as well. The big trend in distribution is to turn our model into a digital model with value add and the human factor on top of that. “Doing that is very complex. We have 160 vendor partners and everybody has a different approach, so to put them into this gear box is quite challenging. Whenever you have 160 go-to-market models that you need to put into one digital world it takes a bit of time, but step by step it will happen. Customers want to have a digital way of purchasing product and at the same time experience a value-add when they go digital," he said.
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