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MB2-228 Microsoft CRM Extending MS CRM 1.2 with .NET

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Test Code : MB2-228
Test Name : Microsoft CRM Extending MS CRM 1.2 with .NET
Vendor Name : Microsoft
Q&A : 150 Real Questions

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Microsoft Microsoft CRM Extending MS

Microsoft (MSFT), (CRM) to extend Strategic Partnership on Microsoft office | Real Questions and Pass4sure dumps

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September 16, 2015 4:22 PM EDT

Microsoft (Nasdaq: MSFT) and (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 plan to bring new 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 new 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 Make Joint consumers greater Productive Than Ever BeforeMicrosoft and Salesforce have 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 new Lightning event, a contemporary and re-imagined Salesforce that combines an intelligent new user journey with confirmed ultimate practices that allow people to work sooner and smarter. workplace 365 purchasers could be in a position to use Skype for enterprise to create internet conferences, investigate if colleagues are on-line or now not, click on to speak and make 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 be able to affiliate notes with Salesforce facts, and consider 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 be in a position to view and discover 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 little thing we do at Salesforce, together with our 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 help our mutual consumers be greater productive and fix with their valued clientele in an entire new means."
  • "Furthering our mission to empower every adult and company in the world to achieve greater, is the motivating force at the back of our 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 like Salesforce to empower our mutual purchasers to community, collaborate, communicate and discover assistance in additional constructive methods."
  • "As a global enterprise with greater than 400 brands, we are at all times looking for tactics to support collaboration throughout departments and take 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 our a hundred and seventy,000+ employees worldwide may also be extra productive and attach with each and every different and with consumers like in no way before."
  • building on a basis of SuccessThese new integrations will build on current joint options that permit mutual shoppers to be 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 | Real Questions and Pass4sure dumps

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

    This chapter is from the book 

    Extending Microsoft Dynamics CRM ability many issues. to a few, it is effectively the use of built-in points of Microsoft Dynamics CRM, reminiscent of onChange events (JavaScript activities purchasable on CRM types) to structure records a certain method after it has been input. To others, it is constructing complicated programs that have 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 we assessment what it ability to prolong Microsoft Dynamics CRM and assess some essential components you have to agree with earlier than performing any of the protected customizations.

    As mentioned in Chapter 1, "Extending Microsoft Dynamics CRM explained," extending Microsoft Dynamics CRM can be completed by the use of any of right here:

  • customized logic by the use 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 element of this chapter addresses how you could make modifications to Microsoft Dynamics CRM in case you recognize the consumer base, browser version, and requirements, it's crucial to accept as true with what it ability when these environmental variables are unknown, or when the software needs to cross domains or be attainable to a wide selection of users. If this is your condition, it is worthwhile to agree 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 show what it capacity to prolong Microsoft Dynamics CRM with other interior purposes (similar to other CRM programs or other line-of-enterprise applications), we also 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 have a licensing model of concurrency.) hence, each and each consumer who accesses Microsoft Dynamics CRM 4.0 ought to be recognized and install in Microsoft Dynamics CRM as a valid user with a sound role. end-person licensing is referred to as client access licenses (CALs). figure 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 name center and manufacturing groups, the place numerous users may also use 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 mind that every one three clients listed will should be brought to Microsoft Dynamics CRM as valid clients (as proven in determine three.1). besides the fact that children, instead of paying for three separate CALs, one for every consumer, only one CAL ought to be purchased.

    distinction figure three.2 with determine three.three, which suggests three figures, and for this reason 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 right here:

  • From a licensing standpoint, you can have either one CAL (a tool CAL) or three named-consumer CALs.
  • From a CRM administration standpoint, you will have three clients set up and configured with valid roles in Microsoft Dynamics CRM.
  • This example is blanketed to reveal 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 make is to simply take abilities of an present user CAL and use that CAL because the tough-coded authentication/integration credentials. however here is now not necessarily an issue (and several of our examples consist of such a way), it's critical 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 true 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 mind that Microsoft Dynamics CRM CALs are example 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 be accessed across the organizational area; this components of access is referred to as the use 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 important to take 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 intention 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 whole 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 have 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 eat 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 figure 3.4) are comparable to CRM net features in that they are designed for use by using end users who are performing integrations, as a result of they implement security roles, that are essential when since integration applications that can be used by way of loads of clients in an organization. furthermore, the views will also be used for read-most effective access, but may still no longer be used for write entry.

    Figure 3.4

    figure 3.four Microsoft Dynamics CRM SQL filtered views.

    besides the fact that children our dialogue references the entire methods listed up to now, make sure to bear in mind the implications of the usage of one versus the different.

    Microsoft Dynamics CRM 2016 Spring Wave Will prolong provider management, Add Portals | Real Questions and Pass4sure dumps

    About Jason Gumpert

    as the editor of, Jason oversees all editorial content on the web page and at our pursuits, as well as proposing web site management and approach. He may also be reached at

    prior to co-founding, Jason became a major software advisor at Parametric technology employer (PTC), the place he implemented solutions, informed shoppers, managed software construction, and spent a while within the pre-income engineering firm. He has also 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? | real 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, 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 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 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 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:

  • The "Power of Choice" whereby customers can start in the cloud on a hosted solution and then move that solution to their in-house servers if they desire.
  • Easily extended platform and technology built on .NET.
  • Single pricing for ALL functionality.
  • 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 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:

  • Dynamics CRM has native 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, all the CRM features are part of the standard installation.
  • 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, 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 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.

    The eAdvisor cometh, is your firm ready? | real questions and Pass4sure dumps

    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.


    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.


    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.


    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.


    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.

    Extending the Default eConnect Business Logic with 'Pre' and 'Post' Stored Procedures | real questions and Pass4sure dumps

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