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Test Code : MB2-228
Test cognomen : Microsoft CRM Extending MS CRM 1.2 with .NET
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: 150 actual Questions

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Microsoft Microsoft CRM Extending MS

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September 16, 2015 4:22 PM EDT

Microsoft (Nasdaq: MSFT) and Salesforce.com (NYSE: CRM) introduced plans to extend their strategic partnership to connect the Salesforce consumer Success Platform to Microsoft office productiveness apps and functions. both leaders way to bring unusual options that combine Salesforce with Skype for enterprise, OneNote, Delve and home windows 10 to empower agencies to connect with their purchasers and collaborate extra comfortably.

Microsoft and Salesforce proceed to carry on their strategic partnership with the prevalent availability of two unusual integrations announced in October 2014: Salesforce App for Outlook, which works with Outlook 2013 and workplace 365, and Salesforce1 cell App for Microsoft workplace.

New Integrations to beget Joint consumers greater Productive Than Ever BeforeMicrosoft and Salesforce maintain committed to working together to deliver the following solutions to lifestyles:

  • Skype for business Integration with Salesforce Lightning experience: Salesforce will integrate Skype for business (formerly known as Lync) into its unusual Lightning event, a contemporaneous and re-imagined Salesforce that combines an intellectual unusual user journey with confirmed ultimate practices that allow people to work sooner and smarter. workplace 365 purchasers could subsist in a position to consume Skype for enterprise to create internet conferences, investigate if colleagues are on-line or now not, click on to speak and beget voice and video calls from the Salesforce Lightning adventure. A preview is anticipated in the 2nd half of 2016.
  • OneNote Integration with Salesforce Lightning event: users can subsist able to affiliate notes with Salesforce facts, and reckon and edit notes directly in OneNote from the Salesforce Lightning experience. A preview is expected within the 2d half of 2016.
  • Salesforce Integration with office Graph and workplace Delve: Enabled by means of the office Graph, an open ecosystem for sharing, collaboration and discovery, office 365 clients might subsist in a position to view and learn Salesforce content material in office Delve, corresponding to sales alternatives, customer money owed and service cases. Availability is anticipated within the 2nd half of 2016.
  • Salesforce1 cellular App for home windows 10: Salesforce will carry a windows 10 app to empower earnings groups to movement offers ahead whereas on the go, using their favourite home windows gadget. Availability is expected in the 2nd half of 2016.
  • feedback on the information:

  • "customer success is at the heart of every itsy-bitsy thing they conclude at Salesforce, together with their partnership with Microsoft," pointed out Marc Benioff, Chairman and CEO, Salesforce. "Our collaboration has been so a hit, now we're doubling down and providing much more innovation so that it will back their mutual consumers subsist greater productive and fix with their valued clientele in an entire unusual means."
  • "Furthering their mission to empower every adult and company in the world to achieve greater, is the motivating obligate at the back of their partnership with Salesforce," talked about Satya Nadella, CEO, Microsoft Corp. "As a platform and productiveness company, we're concentrated on bringing together the better of Microsoft Azure, workplace and windows with companions relish Salesforce to empower their mutual purchasers to community, collaborate, communicate and learn assistance in additional constructive methods."
  • "As a global enterprise with greater than 400 brands, they are at each and every times looking for tactics to support collaboration throughout departments and seize the complexity out of labor," said Paulo De Sa, VP employee functions expertise, Unilever. "together, Salesforce and Microsoft office are helping us create an integrated digital workplace where their a hundred and seventy,000+ employees worldwide may likewise subsist extra productive and attach with each and every different and with consumers relish in no way before."
  • building on a basis of SuccessThese unusual integrations will build on current joint options that permit mutual shoppers to subsist more productive than ever earlier than, including:

  • Salesforce files connect integration with SharePoint and OneDrive for business
  • Salesforce Wave Connector for Excel
  • Salesforce integration with power question for Excel
  • Salesforce cell SDK for home windows
  • Salesforce1 for windows eight.1 mobilephone Preview
  • vigour BI for workplace 365 integration with Salesforce

  • Extending Microsoft Dynamics CRM 4.0 | killexams.com actual Questions and Pass4sure dumps

    This chapter experiences what it capacity to prolong Microsoft Dynamics CRM and examines some fundamental factors you exigency to believe before performing any of the covered customizations.

    This chapter is from the engage 

    Extending Microsoft Dynamics CRM capacity many issues. to a few, it is effectively the consume of built-in points of Microsoft Dynamics CRM, reminiscent of onChange events (JavaScript activities purchasable on CRM types) to structure records a certain system after it has been input. To others, it is constructing complicated programs that maintain interaction with the CRM platform for interior applications (corresponding to backend human resources or commercial enterprise resource planning [ERP]/accounting programs) by means of the advent of plug-ins and/or utilization of middleware purposes for managing synchronization (usually BizTalk or Scribe functions).

    This chapter covers both options, but first they assessment what it capacity to prolong Microsoft Dynamics CRM and assess some essential components you maintain to accord with earlier than performing any of the protected customizations.

    As mentioned in Chapter 1, "Extending Microsoft Dynamics CRM explained," extending Microsoft Dynamics CRM can subsist completed by the consume of any of birthright here:

  • customized logic by the consume of plug-in development
  • source-to-supply integration (web services integration)
  • custom application integration the usage of IFrames
  • CRM JScript to prolong across a variety of forms
  • Workflow
  • whereas a Big ingredient of this chapter addresses how you could beget modifications to Microsoft Dynamics CRM in case you recognize the consumer base, browser version, and requirements, it's crucial to accept as lawful with what it capacity when these environmental variables are unknown, or when the software needs to cross domains or subsist attainable to a wide selection of users. If this is your condition, it is worthwhile to accord with an xRM platform approach.

    This chapter additionally contains customization examples that relate each to the client aspect and to the server end. And to prove what it capacity to prolong Microsoft Dynamics CRM with other interior purposes (similar to other CRM programs or other line-of-enterprise applications), they likewise delve into some subtle models of integration within this chapter.

    Microsoft Dynamics CRM four.0 is licensed on either a per-named user or per-device model. (here is a bit of assorted from some of Microsoft's ERP choices which maintain a licensing model of concurrency.) hence, each and each consumer who accesses Microsoft Dynamics CRM 4.0 ought to subsist recognized and install in Microsoft Dynamics CRM as a cogent user with a sound role. end-person licensing is referred to as client access licenses (CALs). pattern 3.1 shows how users are administered in Microsoft Dynamics CRM four.0.

    Figure 3.1

    figure 3.1 Microsoft Dynamics CRM administration of users.

    determine 3.2 indicates the equipment mannequin this is widespread in cognomen heart and manufacturing groups, the status numerous users may likewise consume the equal computer (but no longer on the identical time).

    Figure 3.2

    determine three.2 Microsoft Dynamics CRM with a single-device CAL.

    In determine three.2, it's essential to bear in intelligence that every one three clients listed will should subsist brought to Microsoft Dynamics CRM as cogent clients (as proven in determine three.1). besides the fact that children, instead of paying for three divide CALs, one for every consumer, only one CAL ought to subsist purchased.

    distinction pattern three.2 with determine three.three, which suggests three figures, and for this intuition requires three CALs.

    Figure 3.3

    determine three.3 Microsoft Dynamics CRM with three named-person CALs.

    The culmination from both of these examples is birthright here:

  • From a licensing standpoint, you can maintain either one CAL (a utensil CAL) or three named-consumer CALs.
  • From a CRM administration standpoint, you will maintain three clients set up and configured with cogent roles in Microsoft Dynamics CRM.
  • This sample is blanketed to betray the extension of Microsoft Dynamics CRM when a sound user is required (which is commonly the case when constructing accessories that integrate with Microsoft Dynamics CRM).

    A regularly occurring mistake that beginner integrators beget is to simply seize abilities of an present user CAL and consume that CAL because the tough-coded authentication/integration credentials. however here is now not necessarily an issue (and several of their examples consist of such a way), it's censorious to recognize that Microsoft acknowledges such utilization as a technique of entry, and it will probably therefore location the corporation in license-compliance risk. here's very lawful if the equipment is designed to operate any stage of integration with any software that provides facts backyard of the domain.

    moreover, it is crucial to bear in intelligence that Microsoft Dynamics CRM CALs are sample based, and with numerous on-premise servers (similar to with a server farm), best the only-person CAL is required, despite the variety of specific CRM servers.

    As pointed out prior to now, Microsoft has positioned Microsoft Dynamics CRM as a platform and has hence developed a licensing model for it that allows for access to it devoid of requiring a license for every user. however, a license is required if statistics is going to subsist accessed across the organizational area; this components of access is referred to as the consume of the connector model or connector licensing.

    external Connector License

    The Microsoft exterior Connector license permits corporations to extend Microsoft Dynamics CRM data both throughout disparate applications and across the domain.

    even though it is nothing greater than a licensing mechanism, it's principal to seize into account and is included in the context of this booklet since it is a quintessential license when performing a few of the mixing alternate options outlined.

    The exterior Connector license is attainable in two distinctive formats for Microsoft Dynamics CRM:

  • Full external Connector
  • constrained external Connector
  • The objective of the restricted external Connector is to permit interplay on a examine-handiest degree with the Microsoft Dynamics CRM data, whereas the full external Connector enables full read/write on the Microsoft Dynamics CRM statistics. (The can charge of the license displays the restrict tiers; the restricted exterior Connector is about one-third the cost of the gross external Connector.)

    Connection alternatives

    eventually, it's applicable to mention that the components of access is fully not obligatory to the conclusion user. There are three the way to maintain interaction with Microsoft Dynamics CRM information:

  • Microsoft Dynamics CRM internet capabilities
  • SQL Server CRM filtered views
  • SQL Server CRM tables
  • Microsoft Dynamics CRM internet features permit purposes to devour CRM enterprise suggestions and records at once from the CRM internet server. In some cases, this is the favored formulation, and creating a connection without delay to the SQL Server database is impractical.

    SQL Server CRM filtered views (see pattern 3.4) are comparable to CRM net features in that they are designed for consume by using halt users who are performing integrations, as a result of they implement security roles, that are essential when since integration applications that can subsist used by way of loads of clients in an organization. furthermore, the views will likewise subsist used for read-most effectual access, but may noiseless no longer subsist used for write entry.

    Figure 3.4

    figure 3.four Microsoft Dynamics CRM SQL filtered views.

    besides the fact that children their dialogue references the entire methods listed up to now, beget certain to bear in intelligence the implications of the usage of one versus the different.


    Microsoft Dynamics CRM 2016 Spring Wave Will prolong provider management, Add Portals | killexams.com actual Questions and Pass4sure dumps

    About Jason Gumpert

    as the editor of MSDynamicsWorld.com, Jason oversees each and every editorial content on the web page and at their pursuits, as well as proposing web site management and approach. He may likewise subsist reached at jgumpert@msdynamicsworld.com.

    prior to co-founding MSDynamicsWorld.com, Jason became a major software advisor at Parametric technology employer (PTC), the status he implemented solutions, informed shoppers, managed software construction, and spent a while within the pre-income engineering firm. He has likewise held consulting positions at CSC Consulting and monitor neighborhood.

    more about Jason Gumpert


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    What's the Appeal of Microsoft Dynamics CRM 4.0? | killexams.com actual questions and Pass4sure dumps

    Linda Leung talks with Marc Wolenik and Rajya Vardhan Bhaiya, authors of >Microsoft Dynamics CRM 4 Integration Unleashed, about Microsoft Dynamics CRM, its appeal to customers, and how it stacks up against the competition. From the author of 

    It's probably difficult to find a business, great or small, that doesn't consume 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 likewise 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 tense 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 sample code for going far beyond the out-of-the-box capabilities of Dynamics CRM 4. The authors provide a step-by-step lead 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 suffer supporting large-scale Fortune 500 applications that consume and integrate Microsoft Dynamics CRM, SharePoint, and PerformancePoint.

    I spoke with Wolenik and Bhaiya to argue Dynamics CRM, its appeal to customers, and how it stacks up against the competition.

    Linda Leung: Why should customers reckon Microsoft for their enterprise software needs?

    Marc Wolenik: If you reckon 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 edge 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 elect 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 actuality 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 consume Microsoft Dynamics CRM for more than just customer management and they maintain seen organizations consolidate many LOB (line of business) applications onto the one platform.

    Additional reasons to elect Microsoft Dynamics CRM 4.0 include:

  • The "Power of Choice" whereby customers can start in the cloud on a hosted solution and then fling that solution to their in-house servers if they desire.
  • Easily extended platform and technology built on .NET.
  • Single pricing for each and every functionality.
  • RB: Microsoft Dynamics provides a customizable and agile foundation that can subsist configured to the business process for a variety of organizations across each and every industries. The higher-end services from Salesforce.com or other vendors provide configuration. But Microsoft Dynamics allows that on every version.

    Here is a tiny list of features that are superior in Dynamics:

  • Dynamics CRM has autochthonous integration with Outlook and other office client products.
  • All the data is stored in a dedicated database, which makes backup and recovery easier.
  • Depending on the version of the competing products, the organization is entitled to different features (Activity, Campaign, Marketing Lists, Leads, Products, Workflow, ad-hoc reporting, and more). In Dynamics CRM, each and every the CRM features are Part of the criterion installation.
  • LL: Microsoft rolled out an on-demand version of CRM 4.0 in early 2008. Did this back to multiply 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 subsist available on-demand.

    RB: Yes, this increased awareness and people were more snug to dependence this application as "enterprise ready." People maintain a perception that if something can sprint 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 travel through to settle whether to opt for on-premises or on-demand CRM?

    MW: Typically this determination process is made based on a technology determination — i.e. whether or not the infrastructure is in status to support an implementation. Additional considerations comprehend "rent or buy" decisions (there is usually a break-even point at just under three years), and crave (or lack) to integrate the system.

    RB: The organization will exigency to equipoise the cost of maintaining the servers vs. the cost of the network connectivity required for a hosted solution. It is recommended to maintain redundant network connections, so that there is a backup connection for the clients to consume the hosted solution.

    If an organization has offices across the globe they will exigency to maintain adequate 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 reckon are the integration required with other systems. For sample does the data exigency 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, maintain been providing as abysmal 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 lawful that competitors maintain integration points however it is unlikely that anybody can conclude it as well or as abysmal as Microsoft. When you ogle at the autochthonous Outlook integration offerings for example, you will not find anything equal to that flat of integration.

    RB: Microsoft Dynamics CRM provides autochthonous integration to Outlook and to other analytical tools relish surpass and Access. Other CRM providers usually require either a developer-level access, or usually maintain an additional fee associated with the process.

    Also, since each and every products are from Microsoft, they maintain 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 maintain to work arduous 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 attend to subsist 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 subsist challenges with the availability, accelerate and reliability of the systems. Microsoft Dynamics CRM overcomes this limitation by allowing you to discharge an integration in a hosted environment, and if required bring the data in-house/on-premise.

    RB: In a hosted CRM, you can sprint a synchronization utility on the same network as the ERP system, which will communicate with Microsoft Dynamics CRM's Web Services. each and every Web services are on the same network port as the Web site, which makes the integration seamless.

    LL: Even if you consume 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 subsist very robust. They maintain three chapters on Scribe integration in their engage 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 each and every business processes to subsist executed properly, thus providing a stable and consistent CRM system.

    LL: Some observers bellow that a limitation of CRM software is that it doesn't present the entire spectrum of relationship management, such as transaction management. How should customers ensure their CRM systems provide everything they exigency to sprint their business?

    MW: This is completely untrue with regard to Microsoft Dynamics CRM. Leveraging xRM, organizations can seize edge of any kindly of management, including transactions. They maintain seen implementations consisting of Financial, Grant, Student, Vendor and Investment management just to cognomen a few.

    RB: Typically, each and every transactions are managed through the ERP system, so it is recommended to attach 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 kindly of initiative attractive to customers? How should customers seize edge 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. unusual customers were offered the software at a reduced cost — $44 per user per month, with the previously separated advanced functionality (offline access, increased storage, etc.). If you ogle closely at the offering by competitors (where each module/feature has an additional price) and you compare the sole cost of $44 per user per month, and the 30 day free trial, there is a tenacious and compelling intuition to travel with Microsoft Dynamics CRM 4.0.

    RB: These kinds of initiatives are definitely helping the customers to adopt Microsoft Dynamics CRM; after each and every 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 relish this one. The other thing to reckon is that once a determination 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 eventual year eliminated restrictions that prevented customers from affecting 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 beget CRM 4.0 more attractive and springy for customers?

    MW: Microsoft Dynamics CRM licensing is very springy and allows organizations to re-use licenses if a user is no longer necessary (the system will automatically fling each and every records associated with that user when they are deactivated). Additionally, with the Enterprise version, organizations can maintain unlimited "tenants" or organizations within the system — allowing for a vast and robust xRM build-out if desired.

    RB: Microsoft provides a springy licensing structure, and the license is associated to each energetic user. When a user leaves, the organization can reallocate that license to a different user. This is one of the more handsome 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 knotty business requirements and expected the installation to seize several weeks. Instead they 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 facile everything was and enthusiastic to start using the system — not to mention prove the surplus budget.

    RB: The most memorable installation was with a customer who wanted to consume Microsoft Dynamics CRM as the front halt to an SAP ERP system. The Part that made this implementation tantalizing was the conversations regarding the business processes and the requirement of specific attributes. They were not only defining the system, but likewise defining the business process for the company.


    The eAdvisor cometh, is your firm ready? | killexams.com actual questions and Pass4sure dumps

    Like a cell undergoing mitosis, the wealth management industry is genesis to divide into information technology haves and maintain 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 pecuniary Planning’s 2015 tech survey beget clear, that is no longer the case.

    One striking finding: Reflecting the growing impact of each and every things digital on their practices, zilch of the 600 advisors they surveyed reduce 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, they see the outlines of a unusual class of eadvisors emerging — tech-savvy planners who embrace IT as a competitive differentiator and a key utensil with which to grow their business.

    This is reflected, for example, in a recent study by fealty Investments entitled “eadvisors seize the Lead.”

    Fidelity organize that, as a group, eadvisors maintain 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 present clients a collaborative platform (e.g., a client portal), consume data aggregation to provide them with a total picture of their assets, maintain in nigh touch with automated email alerts, track client interactions via CRM software, communicate and promote their practices via convivial media, automate their workflows, and consume online risk and compliance tools. Their data likewise intimate that this group is disproportionately composed of younger advisors.

    And while they don’t conclude that this emerging group is poised to dominate the profession just yet, these advisors loom to subsist making many of the birthright moves with regard to technology. And that bodes well for their future.

    Given this and their other survey findings minute below, the question advisors should subsist asking themselves with regard to technology is: Am I investing adequate time and dollars to remain competitive?

    By the time you finish reading this article, you should maintain a better understanding as to why you should up your technology game, and what technologies you should focus on. We’ll likewise prove 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 THEY SURVEYED

    Roughly 33% of their 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 their 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 repose either receive a salary or a retainer. Almost 80% of the respondents are male; 70% drop between the ages of 25 and 54.

    PLANNING SOFTWARE

    When they asked advisors what sole technology had the biggest impact on their business this past year, pecuniary planning software was the number one response, as it was eventual year. It was likewise cited as the technology that yielded the greatest ROI.

    And the younger the advisor, the bigger the impact: Over 39% of their 25- to 34-year-old survey takers said pecuniary planning software yielded a greater ROI than any other technology, compared with 27% of respondents overall.

    This makes sense when you reckon 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 pecuniary planning software yields such towering returns, one could quarrel that everyone should subsist deploying it, but 20% of their respondents are not. Still, the trend toward adoption is in the ascendant. eventual year, nearly a fourth of their survey takers (23%) noiseless weren’t using planning software, and in 2013, almost a third (31%) weren’t making consume of the software.

    Firms with under $25 million in AUM were less likely than dispassionate to consume pecuniary planning software, while firms with over $25 million in AUM were more likely. If there’s one lesson tiny firms should seize 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 altenative of readers, as it has been every year since they began conducting this survey in 2008. eMoney remains the runner up, as it has been since 2010.

    Our data intimate that these two brands are likely to maintain their category dominance for quite some time. How conclude they 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 dispassionate usage among 35- to 44-year-olds, but much higher usage among senior advisors ages 65 to 74. For Money Tree, that could spell wretchedness 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 elect to work with. Over a third of their respondents (36.8%) are already making consume of digital platforms.

    We were reasonably surprised to see that, among their readers, Wealth Access was the most favorite digital platform, with 14.1% of their respondents making consume of it. We’re not knocking Wealth Access; they just were not conscious that it was that popular. Schwab Institutional intellectual Portfolios, the platform they expected to dominate, came in a nigh 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 likewise hearing that many advisory firms would relish to present an advisor-assisted robo-based service in 2016, but two things are slowing them down. The first is that some firms maintain yet to pattern out how to position the offering and whether they should provide it through a divide division. The other hold-up is that some firms are waiting for their broker-dealer or custodian to roll out an offering. For instance, they await 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 their respondents is remarkable, and they fully await that number to trend higher in 2016.

    CLIENT PORTALS

    This application has gained in popularity over the past several years, and 76% of their respondents bellow they now present a client portal. Overall, the most favorite 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 present any portal to their clients.

    Among RIAs, the custodial client portal is likewise 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 bellow that they conclude not present a client portal. That was a shocker to us.

    THE CRM EQUATION

    CRM was ranked second, behind pecuniary 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 each and every client information, and tracks tasks and assignments made to different advisors. A safe CRM program can likewise automate workflows, which improves accelerate 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 present business intelligence dashboards. These panoply principal business metrics such as AUM by advisor, revenue per client, profitability by advisor and by client, the dispassionate age of the client base and a safe deal more.

    Yet over 21% of their respondents bellow they consume Microsoft’s Outlook as their CRM. Since MS Outlook is not lawful CRM software, the implication is that a substantial group of advisors don’t fully esteem what a actual CRM system can do, and are not reaping the ROI it can provide.

    Among their more enlightened respondents, Redtail and Salesforce were the most favorite choices. Wealthbox CRM, a relatively unusual entrant to the market, started to beget its presence felt this year. It garnered a 2% share, up from 1.2% eventual year. But among independent RIA’s, it grabbed a 4.2% share.

    Wealthbox likewise scored very well with firms under $25 million in AUM, as did Redtail. This should arrive as no surprise, as both vendors present industry specific products that are priced very aggressively.

    THE WORKFLOW

    In spite of the overall popularity of CRM software, their survey takers witness that they exigency better technology to back 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 each and every of their readers actually fully esteem what a CRM system is. They can’t cross-reference how many of their respondents who are struggling with operational inefficiencies are using MS Outlook as their CRM, but they suspect there are more than a few.

    We’ll likewise venture a guess that many advisory firms that own a lawful CRM application noiseless aren’t receiving the full capitalize of their software. There are a number of feasible reasons for this. They may maintain 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 subsist a general purpose product or industry specific. An advisor who purchases the former has to configure it with each and every of the fields that apply to a wealth management practice. For both types, the workflows maintain to subsist tailored for a particular firm. Some CRM products comprehend criterion workflows, but the software’s developer or a third-party integrator will customize it for a fee.

    This likewise 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 pecuniary planning software.

    If a firm’s CRM system can’t subsist integrated with each and every of its other systems, the firm will never subsist able to consume each and every of the CRM’s workflow features. Unfortunately, many advisors aren’t conscious of each and every of these dependencies and don’t seize them into account when they select a CRM system.

    MANAGEMENT SOFTWARE

    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 favorite offerings were the same as eventual year: Morningstar, Albridge, PortfolioCenter, Envestnet and Orion. A significant 17% of their respondents indicated that they conclude not consume a portfolio management program.

    REBALANCING SOFTWARE

    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 consume rebalancing software. In 2014, that number rose to just over 50%. In 2015, 62.7% of respondents said that they consume rebalancing software. That’s an astounding 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 expostulate is to match the portfolio to the client’s appetite for risk, as well as to achieve the highest feasible revert for the given flat of risk. If a portfolio drifts away from the target allocation, it is no longer optimized for risk and/or reward.

    We deem a more likely intuition for the rise in popularity of rebalancing software has to conclude with compliance and regulatory concerns. Increasingly, regulators are looking at what advisors bellow they will conclude for clients and comparing it to what they actually do. If an advisor’s documents or correspondence with clients indicates that they will maintain the portfolio aligned with targets, they had better conclude so. Doing so manually, without the aid of rebalancing software, is difficult, time consuming and ultimately inefficient.

    Having said that, not each and every rebalancing software is created equal. How conclude they differ?

    Well, just about each and every 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 conclude it at the household level.

    Some optimize for taxes and location, others don’t.

    Generally speaking, there is a correlation between cost and features. The more expensive programs can rebalance at the household level, optimize for location and taxes, and discharge 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 reasonably higher price.

    As the line between Envestnet and Tamarac, now an Envestnet company, blurs, it is difficult to gain 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 they ogle at the independent RIA space, they gain quite a different picture. Here, iRebal actually leads with a 9.9% share, followed by Morningstar with an 8.3% share. birthright 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 they 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, they deem independents using the sophisticated rebalancing software maintain a divide competitive advantage.

    When they ogle at rebalancing software usage by age group, they see that younger advisors look to esteem its advantages. 62.7% of their 25- to 34-year-old advisors consume it, versus 53.4% of the overall sample.

    Once firms surpass the $100 million AUM mark, there is roughly a 60% desultory that they will consume rebalancing software. Intuitively, this makes sense. As firms grow, manual rebalancing becomes more difficult and time consuming. It is likewise likely that they will subsist competing for higher-net-worth clients who can capitalize more from the addition of tax alpha. Finally, larger firms maintain the pecuniary resources to purchase premium rebalancing products.

    RISK TOLERANCE

    We don’t know whether to subsist puzzled, disappointed or shocked by the responses to their client-risk-assessment question.

    From their 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 consume this software. Did they not understand the question? Are they noiseless using paper forms? Or are they not performing this basic duty at all? They 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, they await its growth to continue at an impressive pace.

    PENNY WISE, POUND FOOLISH?

    It appears that many firms are not particularly solicitous or sophisticated when it comes to their technology purchasing decisions. The majority of advisors, 54.2%, bellow that cost is how they determine the ROI of their technology purchases.

    On a more promising note, 51.4% bellow that time savings was the determining factor (we allowed for multiple responses on this question). Staff feedback (39.4%) was another favorite evaluation method. Only 8.5% conclude any sort of formal ROI analysis, however. Perhaps more troubling, 32% don’t discharge any ROI evaluation at all.

    There likewise seems to subsist a disconnect between advisors’ technology goals and their technology behavior. When they 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 conclude these advisors know whether or not the technology purchases are actually providing the necessary profitability and efficiency boost? It should subsist limpid to anyone with a pecuniary background that cost alone is probably not the best determinant of ROI.

    TECHNOLOGY SPENDING

    Although firms loom to factor cost heavily into technology purchasing decisions, they look reasonably more willing to spend than before. Thirty-one percent of advisors bellow they way to spend 6% to 10% of their revenue on technology in 2015. Another 31% bellow they will spend 1% to 5% of revenue. Another 19.3% said their IT spending in 2015 would subsist up by 5%, and 19.4% said it would grow by 10%, while 7.8% said it would multiply 15%.

    There was more of the projected 10% and 15% growth in the independent RIA market than in others surveyed. It is not limpid to us whether this is because RIAs shoulder a larger technology spending tribulation than others, or because they are responding faster to changes in the technology landscape.

    SOCIAL MEDIA

    If there was any doubt that there is a generation gap between older and younger advisors, the convivial media statistics should attach them to rest. Looking at the overall figures, the most favorite retort to the question of, “How often conclude you consume convivial media for business purposes?” was “Never,” at 27.9%.

    The next-most-popular retort was once a week (23%). Among their older advisors (ages 55 to 64), 47.6% never consume convivial media. That’s in stark contrast to the 19.6% of their 25- to 34- year-olds who never consume it. Their tiny sample of advisors aged 24 and under gives us a glimpse into the future of the profession; 100% of these youngsters consume convivial media, and over 50% of them consume it multiple times a day. Granted, there may subsist reasons other than age that drive this behavior.

    These advisors may view convivial media as the least costly system of gaining cognomen recognition and PR. They may subsist targeting a younger demographic who is more energetic on convivial media. Whatever the case, it seems likely that convivial media will become an even more favorite contour of communication for advisors as the older generation retires and younger folks unite the profession.

    WHAT ELSE

    When they asked advisors what their next technology purchase was likely to be, 29.5% said unusual computers. This should arrive as no surprise. When they surveyed advisors eventual year, 56% were noiseless 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 fling to Windows 8 due to actual or perceived weaknesses in the OS. Windows 10 has received a much warmer welcome from the technology community.

    Improved security, unusual functionality, touch screens and the latest generation of hardware each and every intimate that this is an excellent time for advisors to retire those feeble Windows computers in favor of the latest models.

    COMING ATTRACTIONS

    So where conclude they travel from here?

    As the feeble guard retires and more juvenile advisors enter the business, they await the consume of technology to expand, and overall advisor efficiency to rise. They likewise await there to subsist 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 consume of client portals will likewise continue to grow. Consumer-facing platforms offering this feature maintain raised client expectations. Younger investors in particular want this feature, but plenty of baby boomers want it as well.

    As investment management continues to subsist commoditized, they await the advisor community to continue to emphasize pecuniary 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 unusual products that provide a self-service way for the public to engage with a basic pecuniary product (however, this unusual product, MyMoneyGuide, is currently only available to the public through a pecuniary intermediary).

    The safe tidings is that any advisor reading this can become an eadvisor with a modest investment in technology tools and training. Those who conclude are poised to prosper, those who don’t may mug some challenging times ahead.


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    References :


    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
    Dropmark : http://killexams.dropmark.com/367904/11885602
    Wordpress : http://wp.me/p7SJ6L-1Xj
    Dropmark-Text : http://killexams.dropmark.com/367904/12850921
    Blogspot : http://killexamsbraindump.blogspot.com/2017/12/people-used-these-microsoft-dumps-to_11.html
    RSS Feed : http://feeds.feedburner.com/JustStudyTheseMicrosoftMb2-228QuestionsAndPassTheRealTest
    Box.net : https://app.box.com/s/31k3aw16abj7yra99ifl9thrir3rwuyc






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