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Adobe has deepened its ongoing partnership with Microsoft following the integration of its adventure manager content management platform with Dynamics 365.
The flow comes simply over a yr after the two application vendors first announced plans for a strategic partnership that saw Adobe make Microsoft Azure its preferred cloud platform for the Adobe advertising and marketing Cloud, Adobe creative Cloud and Adobe document Cloud.
it is hoped that the newest integration of Adobe’s adventure supervisor with consumer relationship administration (CRM) facts from Microsoft Dynamics 365 will see business entrepreneurs able to deliver one-to-one personalisation of net content at scale.
“For well over a 12 months, engineering teams across Adobe and Microsoft were working intently collectively and making obtainable to joint purchasers a few integrations that pressure company price,” Adobe journey cloud approach vice president, Suresh Vittal, pointed out.
based on technology business analysis (TBR) analysts, Seth Ulinski and Zach Rabel, the mixing deal represents the newest such move in a broader vogue that sees enterprise technology providers working in high-increase and mature segments choose to integrate suites which are particularly complementary, with little or no overlap, if any.
These moves are strategic on multiple tiers, as every company appears to simplify complexities of front- to back-workplace methods whereas keeping off competitors comparable to Salesforce, Oracle and SAP, each and every of which presents aggressive stacks,” the analysts mentioned.
For the short term, the analysts mentioned that TBR believes integration between Adobe and Microsoft to help large enterprise consumers is a viable option to acquisition and consolidation, which they suggest is a small probability, anticipated within the next 12 to 24 months.
“Microsoft and Adobe’s know-how integration will tackle purchasers’ top-quality challenges in CX [customer experience] know-how adoption: although some valued clientele would like built-in methods across one seller’s CX offerings, they've been mixing and matching technologies across different providers that serve their interesting wants,” the pair counseled.join the e-newsletter!
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This chapter reports what it potential to prolong Microsoft Dynamics CRM and examines some crucial components you need to accept as true with earlier than performing any of the blanketed customizations.This chapter is from the ebook
This chapter covers both alternate options, however first we overview what it potential to prolong Microsoft Dynamics CRM and determine some vital components you have to agree with earlier than performing any of the protected customizations.
As outlined in Chapter 1, "Extending Microsoft Dynamics CRM defined," extending Microsoft Dynamics CRM may also be accomplished by means of any of right here:
whereas a big component of this chapter addresses the way you can make modifications to Microsoft Dynamics CRM in case you be aware of the consumer base, browser edition, and requirements, it's essential to agree with what it means when these environmental variables are unknown, or when the software should go domains or be purchasable to a big selection of users. If this is your circumstance, it is worthwhile to trust an xRM platform strategy.
This chapter also comprises customization examples that relate each to the client side and to the server end. And to reveal what it capability to lengthen Microsoft Dynamics CRM with other inner functions (such as other CRM systems or other line-of-enterprise functions), we additionally delve into some subtle models of integration inside this chapter.
Microsoft Dynamics CRM four.0 is licensed on both a per-named consumer or per-equipment mannequin. (this is a little bit assorted from some of Microsoft's ERP choices which have a licensing model of concurrency.) hence, each and each user who accesses Microsoft Dynamics CRM four.0 should be identified and set up in Microsoft Dynamics CRM as a valid person with a valid position. conclusion-consumer licensing is called client access licenses (CALs). figure three.1 suggests how clients are administered in Microsoft Dynamics CRM 4.0.
determine 3.1 Microsoft Dynamics CRM administration of clients.
figure three.2 indicates the gadget mannequin it truly is generic in call center and manufacturing businesses, where distinctive clients may additionally use the identical computing device (however now not on the equal time).
figure three.2 Microsoft Dynamics CRM with a single-gadget CAL.
In determine three.2, it is vital to remember that all three clients listed will deserve to be introduced to Microsoft Dynamics CRM as valid users (as shown in figure 3.1). although, instead of buying three separate CALs, one for each person, just one CAL must be purchased.
contrast figure 3.2 with figure 3.3, which shows three figures, and therefore requires three CALs.
figure three.three Microsoft Dynamics CRM with three named-person CALs.
The fruits from both of those examples is here:
This instance is protected to display the extension of Microsoft Dynamics CRM when a sound consumer is required (which is regularly the case when building components that combine with Microsoft Dynamics CRM).
A ordinary mistake that novice integrators make is to simply take potential of an existing person CAL and use that CAL as the hard-coded authentication/integration credentials. besides the fact that children here is no longer necessarily a problem (and a number of of our examples encompass such a way), it's important to understand that Microsoft recognizes such utilization as a technique of access, and it could actually therefore location the corporation in license-compliance chance. here is especially true if the device is designed to perform any degree of integration with any application that provides information outdoor of the domain.
in addition, it's essential to be aware that Microsoft Dynamics CRM CALs are instance based, and with distinct on-premise servers (similar to with a server farm), best the single-person CAL is required, despite the variety of exact CRM servers.
As stated in the past, Microsoft has located Microsoft Dynamics CRM as a platform and has for this reason developed a licensing mannequin for it that makes it possible for entry to it devoid of requiring a license for every person. however, a license is required if statistics is going to be accessed across the organizational domain; this components of access is referred to as using the connector model or connector licensing.external Connector License
The Microsoft external Connector license makes it possible for organizations to extend Microsoft Dynamics CRM statistics both across disparate functions and throughout the area.
even though it is nothing more than a licensing mechanism, it's important to keep in mind and is covered inside the context of this ebook since it is a necessary license when performing a few of the integration alternate options mentioned.
The external Connector license is available in two distinct codecs for Microsoft Dynamics CRM:
The intention of the constrained external Connector is to allow interplay on a study-simplest stage with the Microsoft Dynamics CRM data, whereas the entire external Connector makes it possible for full examine/write on the Microsoft Dynamics CRM records. (The charge of the license displays the limit ranges; the confined exterior Connector is about one-third the can charge of the complete external Connector.)Connection alternatives
ultimately, it is appropriate to point out that the components of access is completely not obligatory to the conclusion user. There are three the right way to engage with Microsoft Dynamics CRM facts:
Microsoft Dynamics CRM internet services permit applications to devour CRM company guidelines and data without delay from the CRM internet server. In some situations, this is the favored components, and making a connection directly to the SQL Server database is impractical.
SQL Server CRM filtered views (see figure 3.four) are similar to CRM web functions in that they're designed for use by means of end users who are performing integrations, as a result of they implement safety roles, which might be important when given that integration purposes that will also be used via plenty of clients in a company. additionally, the views can be used for study-handiest entry, but should not be used for write entry.
figure three.4 Microsoft Dynamics CRM SQL filtered views.
although our discussion references all of the methods listed up to now, be certain to bear in mind the implications of the use of one versus the different.
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It's probably difficult to find a business, large or small, that doesn't use Microsoft software. Whether it's Microsoft's Office productivity suite or the Exchange mail platform, Microsoft's software appears ubiquitous. But Microsoft isn't just about personal productivity products. It also has a suite of enterprise applications for enterprise resource planning (ERP) and customer relationship management (CRM). Dynamics CRM 4 is Microsoft's flagship CRM product that is seeing stiff competition from standalone CRM products from companies such as Salesforce.com. Microsoft in early 2008 moved to further extend the appeal of Dynamics CRM 4 by releasing a hosted version for customers that don't want to manage an on-premises product. In November 2009, Microsoft launched an aggressive initiative aimed at luring Salesforce.com customers away.
Microsoft Dynamics CRM 4 Integration Unleashed written by Marc J. Wolenik and Rajya Vardhan Bhaiya, presents proven techniques, best practices, and example code for going far beyond the out-of-the-box capabilities of Dynamics CRM 4. The authors provide a step-by-step guide to integrating Dynamics CRM with SharePoint, Office Communicator, PerformancePoint, BizTalk, Silverlight, and other tools.
Wolenik, MCP, PMP and MBS CRM certified professional, is the owner of Webfortis, a consulting company based in Northern California. Webfortis specializes in solutions around Dynamics CRM and is a Microsoft Gold Certified Partner. Bhaiya, based in San Francisco, Calif., is an IT Solutions Architect with extensive experience supporting large-scale Fortune 500 applications that use and integrate Microsoft Dynamics CRM, SharePoint, and PerformancePoint.
I spoke with Wolenik and Bhaiya to discuss Dynamics CRM, its appeal to customers, and how it stacks up against the competition.
Linda Leung: Why should customers consider Microsoft for their enterprise software needs?
Marc Wolenik: If you consider Microsoft Servers and virtualization options, Microsoft already serves the enterprise space with their software. Enterprise ERP and CRM is an additional offering that Microsoft has been offering for over five years now. The advantage to using Microsoft for ERP and CRM across the enterprise is that the software is supported by existing infrastructure, technology and skill sets. Built on .NET technology, existing customers can easily extend their software across the enterprise — something that is not always an option with competitors.
Rajya Vardhan Bhaiya: Microsoft software provides a scalable and integrated system platform. The platform has capabilities to integrate with applications across various platforms and services.
LL: Why should customers choose Dynamics CRM 4 compared to Salesforce.com or other established CRM platforms?
MW: First of all, Microsoft Dynamics CRM 4.0 IS an established CRM platform. Designed from the ground-up on .NET technology, it has been existence for over five years, and has over a million people using it. Secondly, Microsoft Dynamics CRM is a much more than just "Customer" relationship management. The xRM initiatives that are available (whereby the "x" is anything management), allow organizations to use Microsoft Dynamics CRM for more than just customer management and we have seen organizations consolidate many LOB (line of business) applications onto the one platform.
Additional reasons to choose Microsoft Dynamics CRM 4.0 include:
RB: Microsoft Dynamics provides a customizable and agile foundation that can be configured to the business process for a variety of organizations across all industries. The higher-end services from Salesforce.com or other vendors provide configuration. But Microsoft Dynamics allows that on every version.
Here is a small list of features that are superior in Dynamics:
LL: Microsoft rolled out an on-demand version of CRM 4.0 in early 2008. Did this help to increase awareness and interest in the market for Microsoft CRM?
MW: Absolutely. Customers are increasingly interested in cloud or on-demand software. The fact that Microsoft offered this, followed by SharePoint, Exchange and now Office as a hosted service shows that the product is mature enough to be available on-demand.
RB: Yes, this increased awareness and people were more comfortable to trust this application as "enterprise ready." People have a perception that if something can run in a hosted/cloud environment, it is able to scale to the highest degree. Smaller organizations are considering this as the primary CRM system. This change is sprouting interests in medium size companies to switch to MS Dynamics CRM.
LL: What's the process that customers should go through to decide whether to opt for on-premises or on-demand CRM?
MW: Typically this decision process is made based on a technology decision — i.e. whether or not the infrastructure is in place to support an implementation. Additional considerations include "rent or buy" decisions (there is usually a break-even point at just under three years), and desire (or lack) to integrate the system.
RB: The organization will need to balance the cost of maintaining the servers vs. the cost of the network connectivity required for a hosted solution. It is recommended to have redundant network connections, so that there is a backup connection for the clients to use the hosted solution.
If an organization has offices across the globe they will need to have sufficient network connections between the clients and the servers.
Network connectivity is the key determining factor between a hosted vs. non hosted solution.
Other things to consider are the integration required with other systems. For example does the data need to synchronize with the backend system constantly?
LL: Integrating CRM with key Microsoft collaboration software such as Outlook and SharePoint is a key requirement of many customers. But established CRM providers, such as Salesforce.com, have been providing as deep an integration to Microsoft for a while. How does Microsoft compete here?
MW: I would question the point about "deep" integration for several reasons. It is true that competitors have integration points however it is unlikely that anybody can do it as well or as deep as Microsoft. When you look at the native Outlook integration offerings for example, you will not find anything equal to that level of integration.
RB: Microsoft Dynamics CRM provides native integration to Outlook and to other analytical tools like Excel and Access. Other CRM providers usually require either a developer-level access, or usually have an additional fee associated with the process.
Also, since all products are from Microsoft, they have an upgrade roadmap which will ensure upgrades and long term stability.
LL: On the other hand, one of the traditional limitations of hosted software is that customers have to work hard to integrate the software with other enterprise systems, such as ERP, because the on-demand apps often don't easily support the APIs of those applications. How can customers overcome this?
MW: Hosted software has an inherent limitation with integration due to the nature of ERP system — i.e. they tend to be on-premise. Because of this, most organizations are looking at performing a multi-platform integration whereby the ERP is hosted locally and the CRM is hosted and therefore there can be challenges with the availability, speed and reliability of the systems. Microsoft Dynamics CRM overcomes this limitation by allowing you to perform an integration in a hosted environment, and if required bring the data in-house/on-premise.
RB: In a hosted CRM, you can run a synchronization utility on the same network as the ERP system, which will communicate with Microsoft Dynamics CRM's Web Services. All Web services are on the same network port as the Web site, which makes the integration seamless.
LL: Even if you use APIs to integrate hosted apps with existing enterprise software, how robust is that integration?
MW: Depending on the integration technology you implement, the integration can be very robust. We have three chapters on Scribe integration in our book and this software has full redundancy built in. This is essential not just for a hosted application, but for an on-premise integration.
RB: APIs are the preferred approach for integration; this interface allows an abstraction layer between the data structure and the business processes. When using the APIs, the system can/will invoke any workflows associated with that object. This will allow all business processes to be executed properly, thus providing a stable and consistent CRM system.
LL: Some observers say that a limitation of CRM software is that it doesn't offer the entire spectrum of relationship management, such as transaction management. How should customers ensure their CRM systems provide everything they need to run their business?
MW: This is completely untrue with regard to Microsoft Dynamics CRM. Leveraging xRM, organizations can take advantage of any kind of management, including transactions. We have seen implementations consisting of Financial, Grant, Student, Vendor and Investment management just to name a few.
RB: Typically, all transactions are managed through the ERP system, so it is recommended to put the transaction management entities into read-only mode, and create a one-way sync between the ERP system and the CRM system. This architecture will provide higher visibility to the data.
LL: Microsoft is getting pretty aggressive in its marketing of on-demand CRM 4.0. In November 2009, the company offered customers six months' access to CRM 4.0 at no charge if they signed a 12-month contract. Is this kind of initiative attractive to customers? How should customers take advantage of these and any retaliatory moves by competitors?
MW: Well, this offering is only available if you are an existing customer of competing software — such as Salesforce.com. New customers were offered the software at a reduced price — $44 per user per month, with the previously separated advanced functionality (offline access, increased storage, etc.). If you look closely at the offering by competitors (where each module/feature has an additional price) and you compare the single cost of $44 per user per month, and the 30 day free trial, there is a strong and compelling reason to go with Microsoft Dynamics CRM 4.0.
RB: These kinds of initiatives are definitely helping the customers to adopt Microsoft Dynamics CRM; after all in today's market, everyone is focused on saving cost and getting the most for the investment.
Customers should compare the ROI between various CRM systems with promotions like this one. The other thing to consider is that once a decision is made to invest in a specific CRM system, typically the lifespan of that system is three years. Usually by then the business process needs alterations, or maybe a significant change has been made to the CRM system that the organization needs to optimize business processes.
LL: Microsoft last year eliminated restrictions that prevented customers from moving virtualized applications, which included CRM 4.0, to a different server more than once every 90 days. What other licensing restriction changes or other initiatives should Microsoft implement to make CRM 4.0 more attractive and flexible for customers?
MW: Microsoft Dynamics CRM licensing is very flexible and allows organizations to re-use licenses if a user is no longer necessary (the system will automatically move all records associated with that user when they are deactivated). Additionally, with the Enterprise version, organizations can have unlimited "tenants" or organizations within the system — allowing for a vast and robust xRM build-out if desired.
RB: Microsoft provides a flexible licensing structure, and the license is associated to each active user. When a user leaves, the organization can reallocate that license to a different user. This is one of the more liberal license agreements for CRM system in the market.
LL: Final question: What has been your most memorable CRM 4.0 installation and why?
MW: My most memorable CRM 4.0 installation was for a customer located in San Francisco. They had complex business requirements and expected the installation to take several weeks. Instead we completed the installation in half a day, made the configurations with the other half and they were up and running the next day. The customer was amazed at how easy everything was and eager to start using the system — not to mention show the surplus budget.
RB: The most memorable installation was with a customer who wanted to use Microsoft Dynamics CRM as the front end to an SAP ERP system. The part that made this implementation interesting was the conversations regarding the business processes and the requirement of specific attributes. We were not only defining the system, but also defining the business process for the company.
MOUNTAIN VIEW, Calif.--Two titans in the enterprise software business faced off Thursday at a Churchill Club event at theComputer History Museum here, and a bit of history was made.
The sage, 64-year-old Hasso Plattner, co-founder and Chairman of SAP, and the upstart, 43-year-old Marc Benioff, co-founder and Chairman of salesforce.com, debated the future of enterprise software, fielding questions from Quentin Hardy of Forbes and the audience.
The history footnote of the evening came from Benioff, who challenged Plattner to build SAP applications on the Salesforce.com platform. "I want to figure out how to get SAP to build on our platform," Benioff said. "SAP needs to write its new apps on our platform, and I need to help him do that because there is no way he can figure that out...we will be in a war to get more developers on our platform."Debate partners: Marc Benioff and Hasso Plattner Dan Farber
Plattner, who was writing software when Benioff was in grade school, wasn't biting, and became a bit exercised. He questioned whether Salesforce.com could keep thousands of on-demand service interfaces consistent as its platform grows and as customers write code to integrate with the platform.
"All 41,000 Salesforce customers are on the same version. When we release the new version in June, we don't break the links. In some cases they have to re-implement, but you still have a managed environment," Benioff countered.
"I would be scared at what you just said. If you extend that to whole enterprise system, I would be scared to death," Plattner responded.
Benioff, who I declare the debate winner by nontechnical knockout (no references to in-memory database systems), stuck to his vision of the future. "You have to buy into the fundamental premise that the world has to change, and because we have a global network and a new architecture with massively parallel servers, we can build technology with a level of automation previously unimaginable.
The evening started off more calmly, with Benioff describing the new generation of enterprise software companies, which he said will look more like consumer companies, such as Google, Yahoo, and eBay on the back end, but serve up traditional business functionality.
Plattner rambled on about betting on modification-free software with SAP R/3 in 1993, only to find that customers wanted to customize it. SAP's plan today is to provide 2,100 service interfaces in Business ByDesign, its forthcoming hosted suite of applications for the mid-market. Those interfaces will mesh with each other but will not be customizable. He differentiated Business ByDesign from Salesforce.com by virtue of the completeness of the SAP suite. SAP has been working on Business ByDesign for four years with 2,500 developers on the project, and it won't be generally available until later this year or 2009."We have many things in common. Let me give you some advice, but you might not take it because you are younger: don't overestimate your platform."
--Hasso Plattner to Marc Benioff
For SAP, software is about serving larger businesses with a complete, integrated suite of applications with "wall-to-wall functionality," Plattner said.
Benioff claimed that the Salesforce.com platform could run any kind of enterprise application. He asked Plattner why Salesforce.com beat out SAP for the Dupont business. "We had a shitty CRM system," Plattner said. He then said that the new SAP CRM 7.0 is the best product in the field. "You had a good time and now we are. If you are really successful how much are you worth?" Plattner said.
Benioff said Salesforce.com is aimed at all sizes of companies and across industries. "We have been passionate about moving obstacles out of the way of the old enterprise software companies," Benioff said. "We are at the verge of a breakthrough, and it is as big as the software-as-a-service business has been. We see platforms emerging where we can accept customers and ISV code and run it natively, just as R/3 ran natively on Oracle. This means you can run the business processes of any company in the world. We are moving now to platform-as-a-service, and it's biggest the threat to SAP, MS, Oracle, and BEA architectures."
As salesforce.com evolved from CRM to application platform, Benioff has been making that claim the client/server model is doomed. Plattner touted SAP's developer community. "We have 1.2 million software developers on our platform, 2,000 partners developing addition software," he said. "We have the largest software development project in our history, with 2,500 developers developing on demand," Plattner added.
"You have 2,500 developers and 2,100 interfaces. All that and no customer success," Benioff taunted.
In a moment of calm, Plattner said, "We have many things in common. Let me give you some advice, but you might not take it because you are younger: don't overestimate your platform." Sage advice.Plattner was asked if he would consider buying Salesforce.com. "It always makes sense to look into something. If the Apex platform (the Salesforce.com platform) is really as good a he thinks it is, we should look even more," he said. Plattner also said that he thinks Oracle, where Benioff worked for 13 years, will end up acquiring Salesforce.com
To put this debate in historical context, Benioff has been known to disparage SAP, which generated $15 billion in revenue for 2007 with a 26 percent margin, as a company that doesn't innovate. In an interview with News.com's Charlie Cooper and myself a few weeks ago, Benioff said:With SAP, you really have not seen innovation in the last 10 years. If you think about what is the one thing that SAP has ever innovated, what have they created that's unique to the industry or value-added technology? I have a hard time thinking about what SAP is going to be known for at the end of the day.
In August 2007, Plattner's proxy, SAP CEO Henning Kagermann, characterized Salesforce.com as follows:Salesforce is like best of breed in the old days. It's always an advantage, but you cannot be best at everything worldwide. That's our advantage--we can run an entire business.
Speaking of old, SAP was founded in 1972 and Salesforce.com in 1999. Salesforce.com is approaching $1 billion in annual revenue, and a much smaller margin than SAP, with its software-as-a-service platform and subscription business model. SAP has been slow to adopt the software-as-a-service model, but is prepping to launch Business ByDesign. It will be more directly competitive with NetSuite than Salesforce.com, which is built primarily around CRM applications.
Benioff summarized the future of enterprise software during the debate in this statement: Software-as-a-service will not happen without Microsoft, Oracle, or SAP. But they are holding on to the past. The new Internet companies--Amazon, Google and ebay--what they have done and the new young internet companies is really the next generation."
Fundamentally, companies will find it more practical and cost effective to deploy enterprise software from the cloud over the next decade. As I said earlier, Benioff won the debate, but he has a long way to go to unseat Plattner's company.
Like a cell undergoing mitosis, the wealth management industry is beginning to divide into information technology haves and have nots. In the past, advisors who were late adopters of technology suffered little, because the vast majority of their peers were in the same boat. But, as the results of Financial Planning’s 2015 tech survey make clear, that is no longer the case.
One striking finding: Reflecting the growing impact of all things digital on their practices, none of the 600 advisors we surveyed cut their IT budgets this year. On the other hand, while 50% of RIAs grew their budget, nearly as many left it unchanged.
Amid this and other findings, we see the outlines of a new class of eadvisors emerging — tech-savvy planners who embrace IT as a competitive differentiator and a key tool with which to grow their business.
This is reflected, for example, in a recent study by Fidelity Investments entitled “eadvisors Take the Lead.”
Fidelity found that, as a group, eadvisors have nearly 40% higher AUM, serve 55% more clients — of which a greater percentage belong to Generations X or Y — and are more satisfied with their careers.
What are the behaviors of these eadvisors? FP’s survey finds that they offer clients a collaborative platform (e.g., a client portal), use data aggregation to provide them with a total picture of their assets, keep in close touch with automated email alerts, track client interactions via CRM software, communicate and promote their practices via social media, automate their workflows, and use online risk and compliance tools. Our data also suggest that this group is disproportionately composed of younger advisors.
And while we don’t conclude that this emerging group is poised to dominate the profession just yet, these advisors appear to be making many of the right moves with regard to technology. And that bodes well for their future.
Given this and our other survey findings detailed below, the question advisors should be asking themselves with regard to technology is: Am I investing sufficient time and dollars to remain competitive?
By the time you finish reading this article, you should have a better understanding as to why you should up your technology game, and what technologies you should focus on. We’ll also show you where and how younger advisors approach technology differently from their older peers, and which technology vendors are more likely to survive and thrive in the coming period.
WHOM WE SURVEYED
Roughly 33% of our survey respondents identified themselves as independent RIAs. Another 39% self-identified as affiliated with a broker-dealer, and 10% indicated they are independent and dually registered (IDR). Just over one out of four (26%) of our survey takers work at firms with AUM in excess of $500 million; 22% are in the $100 million to $499 million range; 13% are in the $50 million to $99 million range; and 13% manage between $25 million and $49 million in assets.
A majority (52%) are compensated by both fees and commissions, while 27% are fee-only and 7.5% are commission-only. The rest either receive a salary or a retainer. Almost 80% of the respondents are male; 70% fall between the ages of 25 and 54.
When we asked advisors what single technology had the biggest impact on their business this past year, financial planning software was the number one response, as it was last year. It was also cited as the technology that yielded the greatest ROI.
And the younger the advisor, the bigger the impact: Over 39% of our 25- to 34-year-old survey takers said financial planning software yielded a greater ROI than any other technology, compared with 27% of respondents overall.
This makes sense when you consider that advisors are using the software to automate that portion of their services that has become commoditized, freeing them to focus on areas that add value for their clients and differentiate their offerings.
If financial planning software yields such high returns, one could argue that everyone should be deploying it, but 20% of our respondents are not. Still, the trend toward adoption is in the ascendant. Last year, nearly a fourth of our survey takers (23%) still weren’t using planning software, and in 2013, almost a third (31%) weren’t making use of the software.
Firms with under $25 million in AUM were less likely than average to use financial planning software, while firms with over $25 million in AUM were more likely. If there’s one lesson small firms should take away from this data, it is that they should invest in this application sooner rather than later.
Among the offerings on the market, MoneyGuidePro remains the top choice of readers, as it has been every year since we began conducting this survey in 2008. eMoney remains the runner up, as it has been since 2010.
Our data suggest that these two brands are likely to maintain their category dominance for quite some time. How do we know? Their usage among 25- to 34-year-olds and 35- to 44-year- olds is much higher than their market share overall. Compare this with Money Tree, which has much lower than average usage among 35- to 44-year-olds, but much higher usage among senior advisors ages 65 to 74. For Money Tree, that could spell trouble if the trend continues.
THE ROBOS SETTLE IN
Digital advisor platforms, commonly referred to as B2B robo advisors, are here to stay. The question is no longer will these platforms survive, but rather which one should an advisor choose to work with. Over a third of our respondents (36.8%) are already making use of digital platforms.
We were somewhat surprised to see that, among our readers, Wealth Access was the most popular digital platform, with 14.1% of our respondents making use of it. We’re not knocking Wealth Access; we just were not aware that it was that popular. Schwab Institutional Intelligent Portfolios, the platform we expected to dominate, came in a close second overall with a 12.3% share. Among independent RIAs, however, Schwab dominated with a 22.9% share versus a 5.7% share for Wealth Access.
We are also hearing that many advisory firms would like to offer an advisor-assisted robo-based service in 2016, but two things are slowing them down. The first is that some firms have yet to figure out how to position the offering and whether they should provide it through a separate division. The other hold-up is that some firms are waiting for their broker-dealer or custodian to roll out an offering. For instance, we expect LPL to release a robo service sometime next year.
The bottom line on robos is this: Given their short history, a 37% adoption rate among our respondents is remarkable, and we fully expect that number to trend higher in 2016.
This application has gained in popularity over the past several years, and 76% of our respondents say they now offer a client portal. Overall, the most popular offerings are those provided by a firm’s custodian or broker-dealer, followed by products from Morningstar, eMoney and Albridge.
eMoney appeals to younger advisors, especially those in the 25- to 34-year-old age group. advisors ages 55 and up were significantly less likely than their peers to offer any portal to their clients.
Among RIAs, the custodial client portal is also the most popular, but eMoney only trails by 1.6%. But client portal adoption among the independents trailed the overall group. Almost 36% of independent RIA firms say that they do not offer a client portal. That was a shocker to us.
THE CRM EQUATION
CRM was ranked second, behind financial planning software, as the technology with the biggest business impact and the greatest ROI. The reasons are multi-fold:
A CRM application often serves as an advisory firm’s hub. The software acts as the central repository for all client information, and tracks tasks and assignments made to different advisors. A good CRM program can also automate workflows, which improves speed and efficiency. And if CRM software is properly configured and used appropriately, it can provide useful business intelligence that can further enhance productivity and profitability.
For example, many CRM products for advisors now offer business intelligence dashboards. These display important business metrics such as AUM by advisor, revenue per client, profitability by advisor and by client, the average age of the client base and a good deal more.
Yet over 21% of our respondents say they use Microsoft’s Outlook as their CRM. Since MS Outlook is not true CRM software, the implication is that a substantial group of advisors don’t fully appreciate what a real CRM system can do, and are not reaping the ROI it can provide.
Among our more enlightened respondents, Redtail and Salesforce were the most popular choices. Wealthbox CRM, a relatively new entrant to the market, started to make its presence felt this year. It garnered a 2% share, up from 1.2% last year. But among independent RIA’s, it grabbed a 4.2% share.
Wealthbox also scored very well with firms under $25 million in AUM, as did Redtail. This should come as no surprise, as both vendors offer industry specific products that are priced very aggressively.
In spite of the overall popularity of CRM software, our survey takers indicate that they need better technology to help them with two challenges in particular: streamlining their workflows and improving their time management. Yet CRM systems are well-known for addressing both of these issues. That leads us to wonder, again, if all of our readers actually fully appreciate what a CRM system is. We can’t cross-reference how many of our respondents who are struggling with operational inefficiencies are using MS Outlook as their CRM, but we suspect there are more than a few.
We’ll also venture a guess that many advisory firms that own a true CRM application still aren’t receiving the full benefit of their software. There are a number of possible reasons for this. They may have purchased the wrong CRM system for their firm, or the software was improperly configured and their advisors were never adequately trained on its use.
A CRM system can either be a general purpose product or industry specific. An advisor who purchases the former has to configure it with all of the fields that apply to a wealth management practice. For both types, the workflows have to be tailored for a particular firm. Some CRM products include standard workflows, but the software’s developer or a third-party integrator will customize it for a fee.
This also might require integrating several different software products, because many workflows extend across multiple applications. For example, an account-opening workflow might entail using the CRM, an auto-form filling application, an eSignature program, a custodial or B/D platform and, possibly, a firm’s portfolio management program and financial planning software.
If a firm’s CRM system can’t be integrated with all of its other systems, the firm will never be able to use all of the CRM’s workflow features. Unfortunately, many advisors aren’t aware of all of these dependencies and don’t take them into account when they select a CRM system.
The portfolio management and accounting software category remains highly competitive. That’s not surprising, as it is one of the more expensive applications (or services, if the system is cloud-based) that most advisors are liable to purchase.
Overall, the five most popular offerings were the same as last year: Morningstar, Albridge, PortfolioCenter, Envestnet and Orion. A significant 17% of our respondents indicated that they do not use a portfolio management program.
Perhaps the most striking thing about the rebalancing software data is the overall rise in usage. As recently as the 2013 survey, 39.4% of respondents said they use rebalancing software. In 2014, that number rose to just over 50%. In 2015, 62.7% of respondents said that they use rebalancing software. That’s an amazing jump in such a short time span.
There are a number of reasons for the rise in the popularity of this software. Risk management is an obvious one. If an advisor creates an asset allocation across a portfolio or household, the object is to match the portfolio to the client’s appetite for risk, as well as to achieve the highest possible return for the given level of risk. If a portfolio drifts away from the target allocation, it is no longer optimized for risk and/or reward.
We think a more likely reason for the rise in popularity of rebalancing software has to do with compliance and regulatory concerns. Increasingly, regulators are looking at what advisors say they will do for clients and comparing it to what they actually do. If an advisor’s documents or correspondence with clients indicates that they will keep the portfolio aligned with targets, they had better do so. Doing so manually, without the aid of rebalancing software, is difficult, time consuming and ultimately inefficient.
Having said that, not all rebalancing software is created equal. How do they differ?
Well, just about all rebalancing software allows you to set up target asset allocations. Usually, you can set bands around those target allocations (e.g., 10%). So, for example, if your allocation to an asset class is 20%, and the allocation goes above 22% of the portfolio or below 18%, you are alerted. Some applications rebalance it only at the account or client level. The better ones allow you to do it at the household level.
Some optimize for taxes and location, others don’t.
Generally speaking, there is a correlation between price and features. The more expensive programs can rebalance at the household level, optimize for location and taxes, and perform other premium tasks.
Our overall leader in the category, Morningstar, historically has not offered tax or location optimization. But with Morningstar’s purchase of TRX, those capabilities are now available, at a somewhat higher price.
As the line between Envestnet and Tamarac, now an Envestnet company, blurs, it is difficult to get a read on what percentage of respondents who answered “Envestnet” are actually using the more sophisticated Tamarac rebalancer.
The current overall leader in sophisticated rebalancing software is iRebal, followed closely by Tamarac.When we look at the independent RIA space, we get quite a different picture. Here, iRebal actually leads with a 9.9% share, followed by Morningstar with an 8.3% share. Right on their heels is Tamarac, with a 7.8% share.
We broke out iRebal cloud separately for the second year running. This is a free, Web-based version of iRebal available only to TD Ameritrade advisors. Although its overall 1.9% market share is small, among independent RIAs, it commands a 4.2% share.
The conclusion we draw from this data is that a larger percentage of independent RIAs are using sophisticated rebalancing software when compared to their peers. This means one of two things: Either they are delivering tax alpha to their clients while many of their competitors are not, or they are doing this in an automated, cost-efficient fashion, while many of their competitors are not. In either case, we think independents using the sophisticated rebalancing software have a distinct competitive advantage.
When we look at rebalancing software usage by age group, we see that younger advisors seem to appreciate its advantages. 62.7% of our 25- to 34-year-old advisors use it, versus 53.4% of the overall sample.
Once firms surpass the $100 million AUM mark, there is roughly a 60% chance that they will use rebalancing software. Intuitively, this makes sense. As firms grow, manual rebalancing becomes more difficult and time consuming. It is also likely that they will be competing for higher-net-worth clients who can benefit more from the addition of tax alpha. Finally, larger firms have the financial resources to purchase premium rebalancing products.
We don’t know whether to be puzzled, disappointed or shocked by the responses to our client-risk-assessment question.
From our perspective, every advisor has a duty and a regulatory responsibility to gauge a client’s risk tolerance before making any investment recommendations, yet only 56% of advisors said that they use this software. Did they not understand the question? Are they still using paper forms? Or are they not performing this basic function at all? We certainly hope it is not the latter.
The leading providers of risk-tolerance software remain the broker-dealers and custodians at 30.5%. Of the third-party software providers in the group, Riskalyze edged out FinaMetrica for the top spot in the category.
The rise of Riskalyze has been impressive. Founded in 2011, and a virtual unknown until two years ago, it now leads the category with an 8.9% market share. As the firm builds its brand and expands its product line, we expect its growth to continue at an impressive pace.
PENNY WISE, POUND FOOLISH?
It appears that many firms are not particularly thoughtful or sophisticated when it comes to their technology purchasing decisions. The majority of advisors, 54.2%, say that cost is how they determine the ROI of their technology purchases.
On a more promising note, 51.4% say that time savings was the determining factor (we allowed for multiple responses on this question). Staff feedback (39.4%) was another popular evaluation method. Only 8.5% do any sort of formal ROI analysis, however. Perhaps more troubling, 32% don’t perform any ROI evaluation at all.
There also seems to be a disconnect between advisors’ technology goals and their technology behavior. When we asked which technology goals were most important, increasing profitability/efficiency was the top choice, followed by enhancing the client experience/satisfaction.
However, without a formal ROI analysis, how do these advisors know whether or not the technology purchases are actually providing the necessary profitability and efficiency boost? It should be clear to anyone with a financial background that cost alone is probably not the best determinant of ROI.
Although firms appear to factor cost heavily into technology purchasing decisions, they seem somewhat more willing to spend than before. Thirty-one percent of advisors say they plan to spend 6% to 10% of their revenue on technology in 2015. Another 31% say they will spend 1% to 5% of revenue. Another 19.3% said their IT spending in 2015 would be up by 5%, and 19.4% said it would grow by 10%, while 7.8% said it would increase 15%.
There was more of the projected 10% and 15% growth in the independent RIA market than in others surveyed. It is not clear to us whether this is because RIAs shoulder a larger technology spending burden than others, or because they are responding faster to changes in the technology landscape.
If there was any doubt that there is a generation gap between older and younger advisors, the social media statistics should put them to rest. Looking at the overall figures, the most popular answer to the question of, “How often do you use social media for business purposes?” was “Never,” at 27.9%.
The next-most-popular answer was once a week (23%). Among our older advisors (ages 55 to 64), 47.6% never use social media. That’s in stark contrast to the 19.6% of our 25- to 34- year-olds who never use it. Our small sample of advisors aged 24 and under gives us a glimpse into the future of the profession; 100% of these youngsters use social media, and over 50% of them use it multiple times a day. Granted, there may be reasons other than age that drive this behavior.
These advisors may view social media as the least costly method of gaining name recognition and PR. They may be targeting a younger demographic who is more active on social media. Whatever the case, it seems likely that social media will become an even more popular form of communication for advisors as the older generation retires and younger folks join the profession.
When we asked advisors what their next technology purchase was likely to be, 29.5% said new computers. This should come as no surprise. When we surveyed advisors last year, 56% were still using Windows 7 computers, 12.4% were using Windows XP and 4.7% were using Windows VISTA. The latter two are obsolete by any measure, and Windows 7 soon will be.
Most advisors refused to move to Windows 8 due to real or perceived weaknesses in the OS. Windows 10 has received a much warmer welcome from the technology community.
Improved security, new functionality, touch screens and the latest generation of hardware all suggest that this is an excellent time for advisors to retire those old Windows computers in favor of the latest models.
So where do we go from here?
As the old guard retires and more young advisors enter the business, we expect the use of technology to expand, and overall advisor efficiency to rise. We also expect there to be winners and losers among the current crop of providers.
We believe that digital platforms, both advisor-assisted and direct-to-consumer, will continue to proliferate. The use of client portals will also continue to grow. Consumer-facing platforms offering this feature have raised client expectations. Younger investors in particular want this feature, but plenty of baby boomers want it as well.
As investment management continues to be commoditized, we expect the advisor community to continue to emphasize financial planning, as no one has yet developed a technology that can replace the crucial human element.
Having said that, some firms, including MoneyGuidePro, are now introducing new products that provide a self-service way for the public to engage with a basic financial product (however, this new product, MyMoneyGuide, is currently only available to the public through a financial intermediary).
The good news is that any advisor reading this can become an eadvisor with a modest investment in technology tools and training. Those who do are poised to prosper, those who don’t may face some challenging times ahead.
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NCIDQ [1 Certification Exam(s) ]
NCLEX [2 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [282 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [135 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
Issu : https://issuu.com/trutrainers/docs/mb2-228
Scribd : https://www.scribd.com/document/354062556/Pass4sure-MB2-228-Microsoft-CRM-Extending-MS-CRM-1-2-with-NET-exam-braindumps-with-real-questions-and-practice-software
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