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A ‘Love for Making’ Propels Schmidt’s Naturals to Worldwide Sales

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The progression for most direct-to-consumer entrepreneurs is to conceive a product idea and then locate a manufacturer to produce it. But Jaime Schmidt took the opposite approach when she launched Schmidt’s natural deodorant in 2010.

“I started in our kitchen with batch sizes of maybe 20 deodorants on the stove,” she told me. “The product turned into a business idea. So I kept the manufacturing in-house. I liked the control, which was born out of my love for making.”

Fast forward to 2020. Schmidt’s Naturals includes deodorants, soaps, and oral hygiene, among other items. Revenue is tens of millions of dollars. Unilever, the multinational consumer goods conglomerate, purchased the company in 2017.

I spoke with Jaime Schmidt about launching, scaling, and selling the business. What follows is our entire audio conversation and a transcript, which has been edited for length and clarity.

Eric Bandholz: What you’ve accomplished is so impressive. Give us a quick rundown.

Jaime Schmidt: Schmidt’s led the charge in the shift towards natural products, particularly in the deodorant space when we first came to market back in 2010. There were only a few natural brands then — Tom’s of Maine, JASON, Nature’s Gate. But indie brands didn’t really exist. It was beautiful timing when I brought Schmidt’s to market.

Part of that was intentional. I saw the opportunity that there was a need to shake up the space with new offerings. But a part of it, too, was a bit of luck. I had been on a quest to find satisfaction in my work. I had tried all sorts of different career paths and side hustles and hobbies. Nothing spoke to me until I landed on formulating natural products.

In Portland, Oregon, there was no shortage of opportunity to take your products to market and get in front of consumers. It’s an opportune city for that. That’s what kickstarted Schmidt’s: face-to-face interactions with customers at farmers’ markets.

Bandholz: How long were you in farmers’ markets?

Schmidt: For about a year. Then I started treading into stores and taking on some online, as well.

Things happened fast. When I first started selling, I didn’t have much of a plan for the business. I knew I enjoyed what I was doing. I knew that customers loved the product. They were telling me at the markets how much the product had changed their lives. But I didn’t see the potential right away. Once I was in retail, it became clear that there was a big demand for a new, natural deodorant that worked.

One of the frustrations around deodorants at the time was the ingredients. We were on a path towards more clean, healthy products, but deodorant was not quite there yet. Most deodorants were still full of chemicals. A lot of them were using aluminum as antiperspirants. There was an opportunity to do more.

Also, the branding options on the shelves were cliché. The few naturals that did exist looked the same, more or less. The fragrances were predictable with lavender. Overall, a bland aesthetic.

I recognized the opportunity not just to offer something that worked and was healthy, but also that looked different and was a little more modern and forward-looking. I wanted naturals to be available to the masses.

Bandholz: How did you get your foot in the door for the first retailer?

Schmidt: I had retailers approach me at my booth at the farmers’ markets and say that customers had been looking for the brand in the stores. I was fortunate. A lot of these retail accounts fell into my lap.

But once I saw the potential, I quickly made retail part of my daily work, to reach out. I started going into local stores. I was a new mom. My son was a few months old. I’d take him into the stores with me and pitch my product.

There’s a lot of opportunity in Portland with co-ops and natural grocery stores. Once I had saturated the market here, I made my way up to Seattle. The West Coast, the Pacific Northwest in general, was welcoming to this type of product.

Then, within a year or two, I had a national distribution that played out organically. A lot of it was word of mouth. I had connected with some bloggers early on who had heard about Schmidt’s, wanted to try it, and then they talked about it.

This was when YouTube’s influence was strong. It was an effective way to spread the word about Schmidt’s that didn’t cost anything.

Bandholz: Was all of this self-funded?

Schmidt: Schmidt’s was funded out of my husband’s and my personal bank account, which was small and humble. We had both been social workers before I started the company. He continued as a social worker for the first couple of years. We were mostly living off of his salary.

I also had a couple of side hustles, too, which was the seed money for the business. I was making private label products for local spas. I made do-it-yourself lotion kits for a local retailer. It was all relevant to Schmidt’s and a nice way to get a bit of extra money that I could put back into the business.

Bandholz: Did you manufacture your product as well?

Schmidt: Yes. That started in our kitchen in our very small house here in southeast Portland. I was starting with batch sizes of maybe 20 deodorants on the stove. That grew as demand increased.

My first warehouse was roughly two-and-a-half or three years after I had made my first deodorant. It was around the corner from my house. I found a landlord who was willing to work with me on flexible terms. We converted this old, beat up space into a facility where I could hire a few people, increase my batch sizes, and have daily USPS and UPS pickups.

Within four years, we had three warehouse moves. The growth was just absurd. And it difficult to predict and know much space we needed.

Plus, we had equipment needs — mixing machines in the melting pots and the labeling lines — and the need for more assembly lines and shipping departments. Next thing you know, we had 150 employees working across two shifts.

Bandholz: Why make it in-house versus working with contract manufacturers?

Schmidt: A lot of brands start with an idea, and then the first step is to find a contract manufacturer to produce it. But I started with the product, which turned into a business idea. So I kept manufacturing in-house. I liked the control, which was born out of my love for making.

I enjoyed it. I liked being close to the product, but it caused a lot of stress. There’s so much that can go wrong. It’s incredible to look back and think that I was running this full manufacturing facility with zero experience or knowledge going into it.

One thing I loved about in-house manufacturing is you have so much control over things like limited-edition offerings. When you’re working with contract manufacturers, the lead times are so significant, and there’s so much planning involved. Whereas, if you’re making in-house, you can just pull something off so quickly. There are huge benefits to both.

Bandholz: Were the limited editions for your retailers or your direct-to-consumer channels?

Schmidt: Mostly DTC. It was a great opportunity to keep strong traction coming to our website once we had widespread retail distribution. Once we had launched in places like Target, there’s the concern that it’s going to die off completely. Having the limited edition scents was a great way to keep people coming to the site.

That was one part of our strategy. We had to consider free shipping options and regular promotions to keep those steady online sales, too. But one thing about the limited edition scents that worked out well for us was selling overstock at the end of the season. We had retailers such as TJ Maxx that would buy out all that extra inventory. It was the perfect way to transition out of the seasonal scents.

Bandholz: With these retailers, did you work through brokers or distributors or directly with the company?

Schmidt: A little bit of both. Some of the earlier retailers we managed directly. As we grew, bringing on brokers helped in navigating some of these relationships and opening up new doors. And distributors, too. Some retailers required that we work with a distributor. But partnering with a distributor had other advantages, too, that opened doors that we otherwise wouldn’t have access to.

Our biggest struggle was Amazon. I fought that for the first few years. I didn’t want to sell there. But we lost control. People started selling Schmidt’s there, so I thought, “Well, if they’re going to do it, I have to do it, too.”

We had huge revenues on Amazon. But it was so tricky to manage the pricing and the quality of the posts and photos people were using — as well as the packaging that they were shipping our products in.

Our turning point on Amazon was when I had a feature on Fox News, of all places. Once I was on TV, the Amazon sales exploded.

One of our ecommerce retailers that had been selling Schmidt’s on her website started selling on Amazon after this Fox News feature. Then her sales exploded. I wanted to keep up with it. I thought, “Dang, she’s making bank just selling my brand on Amazon because of this one TV feature. So I need to compete with that and have some guidelines around it.”

Bandholz: How is your revenue divided between direct-to-consumer and retail?

Schmidt: We were probably about 70-percent retail and 30-percent ecommerce around the acquisition time with Unilever.

Bandholz: You brought a partner into the business in 2015.

Schmidt: Yes. Michael Cammarata.

We were growing very fast. I wasn’t looking for any sort of outside partnerships, but I was approached by Michael and his business partner, Kevin Schmidt. (No relation.) Kevin had heard about Schmidt’s because of his last name. The two of them approached me and said they were interested in some kind of collaboration.

We looked at a few different ways to structure it. We landed on a partnership. Then we worked together for a couple of years leading up to the acquisition.

Bandholz: Why bring in a partner?

Schmidt: They convinced me. I wasn’t searching. I had other people approach me, but I was not looking for investment. The partnership opportunity was more attractive to me because I wanted more than capital.

What Kevin and Michael presented was access to retailers that I hadn’t yet explored. They had some strategies around marketing that I was interested in. It worked well. We had different skill sets, and together, we were able to continue growing.

Bandholz: Your company’s revenue was in the mid-eight figures when Unilever acquired it.

Schmidt: It was a nine-figure acquisition.

Bandholz: Wow. Let’s talk about the transition. You built and sold a company that shares your last name. Do you fear the actions of the acquirer will tarnish the name?

Schmidt: Yes. But at the same time, I found security in knowing that my name was on the brand because it would be forever mine. The legacy could live on.

I trusted the team that was at Schmidt’s when the acquisition happened. I got to know Unilever well during our conversations. I knew for sure that they were the right partner for us, and I felt comfortable moving forward. But, sure, it’s different when you’re no longer responsible for the day-to-day operations. You hope that everybody’s going to make decisions that fit your overall long-term goals and vision.

I’ve been happy with the way things have gone. I’m still involved. I am working as the brand spokesperson and will always be the founder and have a nice, healthy relationship with the team.

Bandholz: Let’s dig into the sales process. How did you end up with Unilever?

Schmidt: We had several companies at the table. We brought on Goldman Sachs to help broker the deal. They were great for soliciting other potential buyers. We had four large companies that were interested. We were having conversations and meeting with them. We narrowed it down to a couple.

Unilever was a clear winner for me. Again, I understood their values, their mission, and their vision for the brand. They had no intention of shaking up the team or doing things differently. They knew the value that Schmidt’s had built and the brand equity that we were bringing.

Bandholz: What were the companies interested in? Profitability? Distribution channels?

Schmidt: First off, they saw our sales, what we had accomplished, and what we were on track to do. They wanted a piece of it. The biggest attraction was that Schmidt’s was a natural brand that they didn’t have in their portfolio. They had several deodorant brands and personal care products, but not a natural one, with high-performance and a cult customer following.

We had a product roadmap, too. We had just launched toothpastes and bar soaps and body washes, among other products. All of it was attractive to Unilever.

Bandholz: Was selling the business your vision when you started in 2010?

Schmidt: No. I never envisioned the company growing as large as it did, and also selling it. It was never my thinking. But later on, as we continued to grow and the company took on a whole life outside of me, I understood there was real potential in partnering with a company like Unilever, to continue to drive us forward, to expand globally.

There was a huge load off my shoulders when the acquisition happened. I didn’t have to carry the weight of leading a company with 150 employees and being responsible for their livelihood and all the challenges and risks that come along with that.

I also looked forward to this next phase of my life. I didn’t know what that looked like exactly, but I’ve since taken on new projects that I’m excited about. I’m able to implement the knowledge that I learned from Schmidt’s and share it with others.

I’m most excited about our investment fund, Color, that my husband Chris and I started. The focus is on consumer goods. One thing that makes us unique is we can offer hands-on experience in addition to capital. We also focus on underrepresented entrepreneurs. We see a need for change and a great opportunity. So most of our investments are in women and people of color.

I’ve also written a book. It’s all about my journey of starting and growing Schmidt’s, with a lot of tangible takeaways for entrepreneurs. It’s called “Supermaker: Crafting Business on Your Own Terms.” It releases on September 8, 2020.

Bandholz: How can our listeners follow you and learn more about you?

Schmidt: I would love for people to check out my book. I’ve been working on it for a while. The release date was delayed due to Covid-19, so I’m eager to get it out into the world.

I also have a personal website. Then on social, it’s just @jaimeschmidt for Twitter and Instagram.

Source: https://www.practicalecommerce.com/a-love-for-making-propels-schmidts-naturals-to-worldwide-sales

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Cathie Wood’s Ark Invest Purchases Twitter Shares Worth $55.34 Million

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Cathie Wood’s investment firm Ark Invest bought 829,907 shares worth $55.34 million of Twitter shares on the day in which the popular social media giant led by Jack Dorsey started allowing users to send and receive tips using Bitcoin as part of a broader push to help users make money from the service.

What is interesting in the announcement of Wood’s purchase is the timing. On Thursday, September 23, Ark Invest used two of its ETFs (the ARK Innovation ETF and the ARK Next Generation Internet ETF) to purchase Twitter stocks – the same day after Twitter, the popular social media firm, launched a feature that enables users to send and receive tips in Bitcoin.

The Investment firm’s flagship fund ARK Innovation ETF bought 661,141 shares in the company, while the ARK Next Generation Internet ETF purchased another 168,766 shares.

Following the announcement of the Bitcoin tipping feature, Twitter shares climbed 3.80% higher on Thursday to close at $66.69.

Ark Invest already owned shares in Twitter. Just a month before booking some profits in August, the popular investment company had bought one million shares in Twitter after Jack Dorsey told investors that the flagship cryptocurrency Bitcoin would be part of the social media company’s future.

As a result, Twitter has become ARK’s third-largest investment out of about 50 stocks.

Cathie Wood’s Investment Strategy

Cathie Wood, the CEO of ARK Invest, appears to have taken the investing world by storm.

Last year, Wood’s flagship fund ARK Innovation ETF outperformed the greater market by 9x – 149% versus 16%, which earned her recognition as the best stock picker of that year.

With Wood’s investing strategy focused on disruption in tech, it makes sense that ARK’s exchange-traded funds embrace cryptocurrencies.

Cathie Wood’s Twitter bet reflects her thinking that ongoing regulatory issues for cryptocurrencies will be manageable. Agencies across the globe have intensified their scrutiny of exchanges and cryptocurrencies as they have become more popular.

On September 14, Wood made a bullish prediction for Bitcoin, stating that it could soar to as much as $500,000 in five years, one of the most ambitious predictions on Wall Street.

Besides that, ARK Investment management firm recently gave itself clearance to purchase Canadian Bitcoin exchange-traded funds.

On September 13, the asset management company revised the prospectus for its ARK Next Generation Internet ETF to open the possibility of investing in Bitcoin exchange-traded funds (ETFs) in Canada.

According to an amended SEC filing for the ARK Next Generation Internet ETF, the fund may invest in the Grayscale Bitcoin Trust (GBTC) or other pooled investment vehicles in Bitcoin, like exchange-traded funds that are domiciled and listed for trading in Canada (Canadian Bitcoin ETFs).

The ARK Next Generation Internet ETF already invests in Bitcoin indirectly through the Grayscale Bitcoin Trust. GBTC is the second-largest holding in the ETF, with a 5.52% weight worth more than $313 million.

Wood also owns shares (stocks) in three prominent pubic firms (Robinhood, Coinbase, and Square Inc), is active in cryptocurrency adoption and stand to benefit.

Image source: Bloomberg
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Source: https://Blockchain.News/news/cathie-wood-ark-invest-purchases-twitter-shares-worth-55.34-million

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Cathie Wood’s Ark Invest Purchases Twitter Shares Worth $55.34 Million

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Cathie Wood’s investment firm Ark Invest bought 829,907 shares worth $55.34 million of Twitter shares on the day in which the popular social media giant led by Jack Dorsey started allowing users to send and receive tips using Bitcoin as part of a broader push to help users make money from the service.

What is interesting in the announcement of Wood’s purchase is the timing. On Thursday, September 23, Ark Invest used two of its ETFs (the ARK Innovation ETF and the ARK Next Generation Internet ETF) to purchase Twitter stocks – the same day after Twitter, the popular social media firm, launched a feature that enables users to send and receive tips in Bitcoin.

The Investment firm’s flagship fund ARK Innovation ETF bought 661,141 shares in the company, while the ARK Next Generation Internet ETF purchased another 168,766 shares.

Following the announcement of the Bitcoin tipping feature, Twitter shares climbed 3.80% higher on Thursday to close at $66.69.

Ark Invest already owned shares in Twitter. Just a month before booking some profits in August, the popular investment company had bought one million shares in Twitter after Jack Dorsey told investors that the flagship cryptocurrency Bitcoin would be part of the social media company’s future.

As a result, Twitter has become ARK’s third-largest investment out of about 50 stocks.

Cathie Wood’s Investment Strategy

Cathie Wood, the CEO of ARK Invest, appears to have taken the investing world by storm.

Last year, Wood’s flagship fund ARK Innovation ETF outperformed the greater market by 9x – 149% versus 16%, which earned her recognition as the best stock picker of that year.

With Wood’s investing strategy focused on disruption in tech, it makes sense that ARK’s exchange-traded funds embrace cryptocurrencies.

Cathie Wood’s Twitter bet reflects her thinking that ongoing regulatory issues for cryptocurrencies will be manageable. Agencies across the globe have intensified their scrutiny of exchanges and cryptocurrencies as they have become more popular.

On September 14, Wood made a bullish prediction for Bitcoin, stating that it could soar to as much as $500,000 in five years, one of the most ambitious predictions on Wall Street.

Besides that, ARK Investment management firm recently gave itself clearance to purchase Canadian Bitcoin exchange-traded funds.

On September 13, the asset management company revised the prospectus for its ARK Next Generation Internet ETF to open the possibility of investing in Bitcoin exchange-traded funds (ETFs) in Canada.

According to an amended SEC filing for the ARK Next Generation Internet ETF, the fund may invest in the Grayscale Bitcoin Trust (GBTC) or other pooled investment vehicles in Bitcoin, like exchange-traded funds that are domiciled and listed for trading in Canada (Canadian Bitcoin ETFs).

The ARK Next Generation Internet ETF already invests in Bitcoin indirectly through the Grayscale Bitcoin Trust. GBTC is the second-largest holding in the ETF, with a 5.52% weight worth more than $313 million.

Wood also owns shares (stocks) in three prominent pubic firms (Robinhood, Coinbase, and Square Inc), is active in cryptocurrency adoption and stand to benefit.

Image source: Bloomberg
PlatoAi. Web3 Reimagined. Data Intelligence Amplified.
Click here to access.

Source: https://Blockchain.News/news/cathie-wood-ark-invest-purchases-twitter-shares-worth-55.34-million

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transcosmos releases Global E-Commerce Service that helps South Korean…

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Products of Nexmos

Products of Nexmos

transcosmos Korea handles end-to-end operations on behalf of its clients, managing their shops on Rakuten Ichiba, such asonline shop development, customer services, logistics, market research, ad planning and operations, website development.

transcosmos inc. and transcosmos Korea, Inc. (Headquarter: Seoul, Republic of Korea; President and COO: Kwon Sang-chuel; transcosmos Korea), its subsidiary in the Republic of Korea (South Korea) have jointly launched Global E-Commerce Service, a one-stop shop service that helps South Korean businesses register and open their shops on Rakuten Ichiba, set up storefronts, create ads content plan, execute marketing initiatives, and more. The two companies have offered the service to their first client, South Korea-based bioventure company Nexmos Inc. (Headquarters: Gyeonggi-do, Republic of Korea; NEXMOS), to assist NEXMOS in selling its products to consumers in Japan via cross-border e-commerce.

The Global E-Commerce Service not only covers the entire processes required for Korean brands to open their shops on Rakuten Ichiba, i.e. completing the registration process, building online shops, planning content for brand storefronts, designing, and translating the website into Japanese, but also offers post-opening operational services including ad planning, marketing, analysis, and customer care at one-stop. Specifically, transcosmos Korea handles end-to-end operations on behalf of its clients, managing their shops on Rakuten Ichiba. The services include online shop development, customer services, logistics (warehousing, shipping, delivery, and inventory management), market research, ad planning and operations, website development (translation, product page planning and designing), and more.

As a first step, transcosmos Korea has begun offering cross-border e-commerce services for its first client NEXMOS, helping NEXMOS sell its Aptamin C, its basic skincare product developed and marketed by NEXMOS, and SELEX shampoo in Japan via cross-border e-commerce.

“We are delighted that in partnership with transcosmos Korea, we, the bioventure company NEXMOS, have made a successful Japan market entry starting with Rakuten Ichiba,” Choi geun saeng at Nexmos, Inc. said. “We are grateful to all the members of transcosmos and transcosmos Korea. We highly appreciate your continued support.”

“transcosmos has long been assisting Japanese shop owners on Rakuten Ichiba in operating their shops,” Shoko Hashimoto, Manager of Korea Business Group, Overseas Sales Strategy Department, Marketplace Business at Rakuten Group Inc., said. “Now that the company has expanded service coverage to include shop owners in South Korea, we have high hopes that many South Korean businesses with attractive products open their shops on Rakuten Ichiba which in turn enhances the appeal of the marketplace.”

transcosmos offers e-commerce support services tailored for each client based on their phase of globalization and local market strategies to help clients expand their businesses in each local market. More specifically, clients have the option to choose cross-border e-commerce services including test marketing that let them quick start a new business channel, distributor services where transcosmos acts as an importer and a seller in the local market, and e-commerce one-stop services for clients who already have an e-commerce channel in the local market. Through such services, transcosmos provides clients with end-to-end support to help them succeed in each market. With its one-stop shop cross-border e-commerce services, all clients need do is leave their products to transcosmos, then transcosmos will handle end-to-end e-commerce operational processes from opening a flagship store, shipping products into the ASEAN market, managing sales, to providing customer care.

transcosmos provides e-commerce one-stop services tailored to each client’s e-commerce business and brand strategy to 48 countries/regions around the globe including Japan, Europe and the United States, China, Taiwan, South Korea, ASEAN, India, and Latin America. With the aims of assisting clients in their branding activities and expanding sales, transcosmos will continue to provide services that best fit each local market in the rapidly changing e-commerce market.

(About Nexmos, Inc.)

Nexmos is a South Korea based bioventure company founded in 2014, focusing on research and development of aptamer based technology in unique variety of applications. Aptamin™ formulations, under development by Nexmos, are extending aptamer applications into anti-aging, cosmetics, nutraceuticals and health beverages markets. Nexmos is also developing wearable diagnostic devices using contact lenses and microneedle arrays. These aptamer functionalized devices will bring forth a new paradigm in early diagnosis of various diseases including cancers, Alzheimer’s and Parkinson’s disease. In order to shorten the path to commercialization, Nexmos is closely collaborating with government institutions, academia, hospitals and companies around the world. Based on the motto “New Value from New Idea and New Philosophy,” Nexmos will continue to develop new technologies from creative ideas, bringing innovation to the market.

(URL: http://www.nexmos.com/)

(About Rakuten Group Inc.)

Rakuten is a Japan-based internet services company founded in 1997. Rakuten Group offers a variety of services in e-commerce, fintech, digital content and communications to many users all over the world. Linking these diverse services through a common membership and loyalty program, Rakuten has created one of the world’s most unique and robust ecosystems. With the mission of “empowering people and society through innovation and entrepreneurship,” Rakuten has become a global Group company and today operates across 30 countries/regions with more than 25,000 employees. For more information, visit https://global.rakuten.com/corp/.

*transcosmos is a trademark or registered trademark of transcosmos inc. in Japan and other countries.

*Other company names and product or service names used here are trademarks or registered trademarks of respective companies.

About transcosmos inc.

transcosmos launched its operations in 1966. Since then, we have combined superior “people” with up-to-date “technology” to enhance the competitive strength of our clients by providing them with superior and valuable services. transcosmos currently offers services that support clients’ business processes focusing on both sales expansion and cost optimization through our 168 bases across 30 countries/regions with a focus on Asia, while continuously pursuing Operational Excellence. Furthermore, following the expansion of e-commerce market on the global scale, transcosmos provides a comprehensive One-Stop Global E-Commerce Services to deliver our clients’ excellent products and services to consumers in 48 countries/regions around the globe. transcosmos aims to be the “Global Digital Transformation Partner” of our clients, supporting the clients’ transformation by leveraging digital technology, responding to the ever-changing business environment. Visit us here https://www.trans-cosmos.co.jp/english/

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Source: https://www.prweb.com/releases/transcosmos_releases_global_e_commerce_service_that_helps_south_korean_companies_open_and_operate_shops_on_rakuten_ichiba/prweb18222680.htm

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Thinkmax Achieves the Microsoft Business Applications 2021/2022 Inner…

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Thinkmax Microsoft Inner Circle Award 2021/2022

This renewed prestigious recognition represents another confirmation of Thinkmax’s successful vision helping organizations accelerate their digital transformation by leveraging the Microsoft technology ecosystem and industry solutions.

Thinkmax, the Excellent Microsoft Business Application Consultant, has achieved the prestigious Microsoft Business Applications 2021/2022 Inner Circle award. Membership in this elite group is based on sales achievements that rank Thinkmax in the top echelon of the Microsoft Business Applications global network of partners. Inner Circle members have performed to a high standard of excellence by delivering valuable solutions that help organizations achieve increased success.

2021/2022 Inner Circle members are invited to the Inner Circle Summit in March 2021 as well as virtual meetings between July 2021 and June 2022, where they will have a unique opportunity to share strategy and network with Microsoft senior leaders and fellow partners.

This recognition of Inner Circle for Microsoft Business Applications coincided with Microsoft Inspire, the annual premier partner event, which took place July 14-15, 2021. Microsoft Inspire provides the Microsoft partner community with the opportunity to learn about the company’s road map for the upcoming year, establish connections, share best practices, experience the latest product innovations and learn new skills.

“This renewed prestigious recognition represents another confirmation of Thinkmax’s successful vision helping organizations accelerate their digital transformation by leveraging the Microsoft technology ecosystem and industry solutions”, stated Marc Belliveau, President of Thinkmax. “Our proven approach consists of conceiving and implementing unified experiences and operations platforms that meet customers’ and users’ expectations and overachieve business results”.

“In a year of deep business transformation for every company and every industry on the planet, it is extremely rewarding to be able to recognize Microsoft Business Applications partners from every corner of the world that accelerated our joint customers’ digital transformation and drove unsurpassed customer success,” said Cecilia Flombaum, Microsoft Business Applications Ecosystem Lead. “Our Inner Circle members are chosen based on their business performance as well as capabilities as an organization, whether that’s creating IP, developing solutions, or having an industry leading focus on digital transformation. Microsoft is honored to recognize Thinkmax for their achievements this past year, their dedication to our customers, and their innovation around the Microsoft Cloud.”    

Thinkmax is dedicated to applying valuable solutions that help customers achieve a competitive advantage by working with them to identify the best solutions and services that accommodate their business needs while excelling in customer satisfaction. By collaborating with the teams at Microsoft, Thinkmax maintains a strong expertise of the Microsoft platform to provide innovative solutions, strong services and unparalleled value to their customers.

About Thinkmax

Thinkmax is a business strategy and information technology consulting firm with offices in Canada and the USA. The company’s focus on business process improvement and the design and implementation of innovative solutions with Microsoft centric technology helps world-leading manufacturers, distributors, retailers and professional services companies achieve optimal performance, greater agility and a sustainable competitive advantage.

For more information, visit thinkmax.com

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Source: https://www.prweb.com/releases/thinkmax_achieves_the_microsoft_business_applications_2021_2022_inner_circle_award/prweb18219583.htm

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