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Looking across to the east side of Fitzwilliam Street Lower as it recedes from the corner of Merrion Square, its brownish-pink brick façade, punctuated by a rhythm of vertical openings, blends with that of the many other grand Georgian terraces laid out from the 1750s onwards in this area of Dublin.

But most of this façade and the urban block behind it, once occupied by 16 large town houses, belongs to the newly finished headquarters for ESB, Ireland’s state-owned electricity supply board, a utility company that now operates commercially.

Designed by Grafton Architects and O’Mahony Pike, its façade is a deft riff on those of its neighbours. Its facing of sympathetic mottled brick and arched openings echo the 18th-century doorways and thresholds of moat-like lightwells to basement level. Behind this is 4,500m2 of floorspace arranged across four to eight storeys, the latter in three set-back blocks. Of this expanse, the ESB’s new HQ occupies about a half, the rest being commercial workspace with a mixed-use edge of retail to the rear.

The project’s scale and urban footprint make this the latest in an extraordinary run of large, city-scaled buildings, mostly institutional and educational, that Grafton has completed over the past 15 years. They include the Università Luigi Bocconi in Milan and the UTEC campus in Lima, the Kingston Town House and, most recently, the Marshall Building for the LSE, both in London. These are projects, often strikingly modelled, on which the practice’s ascendant international reputation has been justifiably built, leading to a crop of the world’s top architecture awards: the Pritzker Prize, RIBA Royal Gold Medal, RIBA Stirling Prize and Mies van der Rohe Award. The portfolio has seen Grafton headlining the growing prominence of Irish architecture internationally, punching well above its weight.

At first sight this chameleon-like scheme in Grafton’s home city, hiding in plain view among the Georgian brick façades, seems to be a different animal from previous projects, with their often more muscularly expressive forms. But, in fact, it’s a reprise of the same rich play between surface and carved-out volume, though here screened by the façade. Behind it, deep courts and sunken garden lightwells cut back from the street and weave through the plan.

 

Contextually, of course, unlike the carved-out rockface of the Lima project, which rises like a rugged cliff overlooking the sea against a busy six-lane highway, here surrounding Georgian architecture is the gentler yet more proscriptive determinant. All the more so because, after the original 2010 competition for the scheme,  councillors inserted a clause into the City Development Plan to the effect that any redevelopment should ‘reinstate’ the original Georgian façade – although Grafton helped persuade them this should be modified to merely ‘respect’ the street’s 18th-century character.

This stipulation had its origins in a controversy surrounding the construction of an earlier ESB HQ on the site, designed by Stephenson Gibney, which won the commission after a 1961 competition. Historically, Fitzwilliam Street Lower had been laid out as townhouses for the wealthy in the 1760s during the time of the Protestant Ascendency under British rule. Within a hundred years the huge houses, no longer fashionable, had been divided up into smaller dwellings, an architectural transformation described by Steven Connolly, associate director at Grafton, as being ‘from palaces to tenements’. It bore witness to the flexibility of Georgian architecture, if nothing else.   

The street and its surroundings remained relatively neglected through most of the 20th century, not least because of the area’s association with the Ascendency, and no formal protection was in place when the row of 16 townhouses was demolished in 1965 to make way for the Stephenson Gibney-designed building. By then the project had played out in the newspapers as a textbook modernist progress versus preservation architectural battle (the street had the longest extant Georgian terrace). It even prompted questions in the Dáil. Interestingly, the street façade of Stephenson Gibney’s design, while uncompromisingly modernist, did nod to the Georgian terrace it replaced, albeit in a slightly clunky way with its long, low proportions, repetitive vertical gridding of windows and reddish concrete panels matched roughly to the surrounding brick terraces.

By the noughties, that building, together with other standalone ESB buildings on the site, was no longer deemed fit for purpose, its architecture in turn out of fashion, and Grafton won the 2009 design competition to replace it. Connolly says retrofit was considered but issues such as 59 internal changes of level decided them against it. Given the swings of the architectural pendulum, this option would likely have been explored further had the competition been held today.

From the street, the success of Grafton’s façade is not so much in how it replicates the overall regularity of the surrounding Georgian architecture as much as in its subtle irregularity and the differing grain between houses. This is gently picked up in the variation of openings – from larger ones where the façade acts as a colonnade-like screen to inner courts and voids, to smaller ones, where office floors sit forward to the street. The whole is set out on a 15m bay width that keeps in rhythm and tenor with the roughly 7.5m repeat of the original houses, like a musical variation on a theme.

 

Sadly, there are nowadays no brick manufacturers left in Ireland. But there is a warmth and softness to the bricks employed, manufactured by Gillrath in Germany and chosen after a painstaking selection process. They are noticeably long and deep, with a distinctive burnt mottling from being kiln-dried. Nicely, the four-storey brick street frontage, from ground level up, is formed of loadbearing solid brick construction, lime-bedded and pointed (avoiding the need for mastic-filled movement joints) and dressed with Leinster granite.

Composed of two thermally-separated layers, the inner skin supports the building’s concrete superstructure, which is cantilevered out to the outer, allowing for independent movement.

The building’s superstructure is primarily flat slab construction, but in places Vierendeel trusses have been used to enable the voiding out of the large volumes and spans in and around the inner courts – including where a two storey-high, 18m-wide block spans 15m across a triple-height sunken courtyard.

So, despite its gentler brick face, this is still a heavily massed concrete-framed building in the manner of previous Grafton schemes, its structural gymnastics just more orthogonal, less expressively celebrated. There is certainly carefully considered reduction of embodied carbon – the concrete used has admixtures of 50-70 per cent GGBS – but it’s not a factor driving the design. This reflects in part the scheme’s long genesis. The basics were set down more than five years ago, before embodied carbon reduction came so much into focus.

But at a fundamental level, too, one knows that Grafton’s heart is firmly in making this sort of big-boned architecture, with sustainability very much understood in creating structures fit for the long term. Certainly, in the metrics of operational sustainability – important no doubt for ESB’s green energy credentials – it scores highly, with its high thermal mass from large areas of exposed concrete as well as sporting a super-insulated envelope and utilising air and ground source heat pumps.

The big structural spans, enabling open floor plates, allows for potential repurposing, too. Indeed, Connolly says the building has been designed with possible residential conversion in mind, comparing this flexibility to that of the Georgian architecture around it. Internally, Grafton has just topped and tailed the spaces for fit-out, with timber window linings and marble-clad lift lobbies.

Spatially and experientially this is deft architecture. There is, in particular, a beautiful calibration of its extended series of threshold spaces and scales leading off the street to the two main office entrances: the one to the south serving ESB, and the other to the further commercial office space (which will be the new Irish HQ of Salesforce).

At the pavement, you cross a generous strip of lightwell to the basement, matched to those of neighbouring houses, lined in light-reflecting cream glazed tiles. Passing under the thick brick street façade, a second inner line of brick piers reads as an inner skin, a cloister-like internal walkway running between. This arrangement is repeated at three levels, creating external corridors between offices. Looking back from the inner entrance courtyards, it all forms a screen to the street, aqueduct-like in scale at 21m tall. The verticality is further underlined by façades formed of concrete panels, with vertical fins acting as brise-soleil, their granite aggregate matched to the Leinster granite dressings. The solid-to-void ratio also reduces with the height, admitting more light below and creating more shade above.

The scale is taken up a notch by a deep sunken garden court, separating the two main entrances, itself containing storey-deep tree planters. The greenery is just getting established but promises an almost park-like scale of planting that is no mere nod to biodiversity. It also brings light not just deep horizontally, but also vertically into the plan.

And it nicely flips the idea of the grand corporate lobby from internal space with token biophilic plant dressing to a lush, grand and shared external space. It is shared, too, by the public, via a reinstituted ginnel-type public pedestrian route running through the block, lining up with secondary streets to the front and back.

To the rear, off James Street East, the (non-structural) brick façade weaves around smaller courts, its variegated block formations looking almost British Library-like – chunkily appropriate for facing off some rather fine Scott Tallon Walker Miesian commercial buildings behind.

This is not Grafton resting on its laurels, but wonderfully accomplished architecture: massively flexible, urban in its ambition, sensitive and deftly handled. However, while the utter solidity is very attractive, one might have expected to see a shift to lower-carbon materials, with more use of stone, or secondary structure switched to timber (more akin to Georgian construction) – especially since Grafton is currently working on an all-timber building, the Anthony Timberlands Center for Design in Arkansas.

So, while this is a brilliant summation of Grafton’s skills as architects, it feels like one where modern Irish architecture has come from, and not perhaps where it is going.

Architect's view

The challenge for Grafton was to find a way to create a modern office building to sit comfortably amid the restrained elegance of the Georgian context at the centre of Dublin’s Georgian Mile and between the 18th-century grandeur of Merrion and Fitzwilliam Squares. To begin this process, we set about analysing the built fabric of the Georgian streetscape, including the rhythm of its windows and doors, hierarchy of floors, gently stepping parapet lines, chimneys and threshold of railings, bridge and basement, which bring light down to the lower level – which together represent the fundamental machinery of Georgian architecture. The proposal works within this vocabulary to make a building sensitive to its surroundings yet representative of its own time.

The new building continues the Georgian streetscape and parapet height of Fitzwilliam Street Lower. This edge is crafted with a loadbearing brick wall designed and detailed to harmonise with the existing brickwork of the street, to feel familiar and new at the same time. It feels familiar because it relates to the repetitive and cohesive existing brick  walls, each house slightly different from the next. It feels new because it is similar but not the same, with new elements subtly introduced to accommodate new uses and ways of building. The materials have been chosen to be sympathetic, as well as innovative.

To James Street East, a series of brick gables forms blocks that open and set back to create courtyards, connections and sunken garden spaces, introducing landscaping to the street and framing vistas through the scheme.

The building’s sustainability agenda aimed to deliver a healthy and energy-efficient design for its occupants: a high-quality work environment, delivering flexible and adaptable floor plates, naturally ventilated spaces utilising high-quality robust materials and workmanship that will stand the test of time.
Grafton Architects and O’Mahony Pike Architects

 

Client’s view

Grafton and O’Mahony Pike Architects were appointed following an architectural design contest in 2009. The brief was to redevelop the site primarily as a high-quality HQ for ESB with ancillary commercial, potential retail and residential space for third party use. ESB sought a world-class, sustainable and innovative building, capable of future subdivision while providing a viable commercial return.

The contest also assessed the entrant’s approach to sustainable design, energy conservation, Building Energy Rating, and anticipated energy consumption and CO2 emissions. The completed development has achieved a BREEAM Excellent rating and a BER of A3. Heating and cooling are delivered with ground and air source heat pumps combined with natural ventilation, with zero local carbon emissions, aligning with ESB’s net zero goals.

A key element in the contest was the proposal for the street façade, which was required to demonstrate respect for the surrounding streetscape and protected structures. The quality and sensitivity of Grafton’s design overcame suggestions to retain the existing 1970s façade or reconstruct a semblance of the Georgian façades removed in the 1960s. It thoughtfully restores the eastern edge of Fitzwilliam Street Lower, in harmony with the rhythm and feel of the historic street, while clearly being something new.

In addition, a new pedestrian street through the building, combined with sunken courtyards and a public plaza, generously enhances the surrounding Georgian amenities. The finished development is a testament to Grafton Architects’ design approach and integrity in building and placemaking: a magnificent addition to the built environment in Dublin City.
James Maxwell, technical director, ESB Project Fitzwilliam

 

Structural engineer’s view

This project was designed to be sympathetic to its setting but to display proudly its fabric in the form of exposed concrete finishes internally with a mixture of hand-laid brick and precast concrete externally.

The superstructure predominantly consists of reinforced concrete flat slab construction, with a typical slab thickness of 325mm at suspended slabs and a deeper 350mm slab at ground floor and roof levels to account for larger build-ups. The perimeter concrete elements behind the 3m module of precast façade are engaged with the structure and act as loadbearing elements throughout, leading to the adoption of transfer structure at lower levels to achieve the design’s clear spans and building offsets.

Along Fitzwilliam Street Lower, brickwork is used as a primary loadbearing element to complement the development’s setting. To meet requirements of disproportionate collapse without the requirement for vertical ties up through the walls, the below-ground-level sections of the wall were cast in situ.

The project includes a number of novel uses of concrete in the form of  Vierendeel trusses. The first of these is used to provide a two storey-high, 18m-wide structural block with a clear span of 15m over a part triple, part four-storey height space beneath.

This block consists of two Vierendeel trusses formed in the outer walls with downstand beams at third points across the width of the block to limit the load onto the Vierendeels. The same engineering principles were adopted in two of the rear courtyards facing onto James Street East, but with the trusses acting as cantilevers of up to 7m in this area.
Ian Crehan, associate, O’Connor Sutton Cronin

 

Working detail

Fitzwilliam Street Lower façade
The wall to Fitzwilliam Street Lower is composed of two solid brick composite walls. The outer leaf is self-supporting brick while the inner is a loadbearing brick wall that supports a concrete superstructure. A thermally insulated cavity separates the two.

The brick used is a large (240 x 115 x 73mm) custom-made brick from Gillrath brickworks in Germany. This wall’s overall width is 800mm and it rises 21m from the lower lightwell. Both leaves are built in Flemish bond with lime bedding and pointing. The use of loadbearing masonry with lime bedding allows for a wall free from mastic-filled movement joints. Where there are movement joints, these are placed every 15m in line with the width of the bays.

The loadbearing structure of brick piers stack from level to level; there are no concrete columns nor steel frames embedded in the structure. The slab has exposed concrete coffers bearing onto the brick structure and varies in depth from 150mm to 250mm. All elements that require structural support – staggered steel frame windows, granite surrounds, copings and gates – are all fixed to the inner brickwork and are cantilevered over the external wall, allowing for independent movement between the inner and outer parts. The windows are finished internally with a solid oak liner, which splays to allow additional light from the west.

The windows to the street are a thermally broken steel window system with a ventilation flap incorporated at the step in the section. The window openings in the outer brick wall are lined with a feathered reveal of lime mortar. Masonry flat arches are used to form the window openings. Larger openings make use of built-in loadbearing precast concrete lintels.
Leinster granite is used extensively on the street façade for sills, steps, kerbs, parapets, railing base and colonnade linings. The street side wall of the lower lightwell is lined in glazed bricks to reflect daylight into the lower ground level and courtyards.

Courtyard façades
The courtyard façades are constructed from precast concrete panels and canopies with two grit blast finishes, one rougher than the other. The panels are composed of white cement concrete with a granite aggregate.

In terms of support, the panels at lower levels are stacked whereas on the upper floors they are corbelled off the concrete superstructure. The plan geometry of the panels varies depending on the orientation of the façade. Deeper fins on the south-facing façades assist with solar control.

The openness of the panels varies from the roof to lower ground floor, with the solid-to-glass ratio reducing as the building descends, allowing for additional light penetration to lower levels.
A high-performance aluminium window system is used throughout the non-Fitzwilliam Street Lower façades. The system has custom profile fins to the front and rear perimeters that act as closers to the cavity on both sides. Each 3m bay is composed of a large, fixed window, a solid side-hung vent and an upper BMS-actuated top-hung vent.

Superstructure
The superstructure is an exposed concrete frame with suspended flat slab floors. The use of GGBS was maximised in the project: 70 per cent GGBS was used in the lower floors and 50 per cent GGBS in the upper floors. A series of concrete Vierendeel trusses allow for larger overhangs and clear spaces. The column structure changes orientation as the structure descends, allowing for the increase in window dimension and light to the lower levels.

At level 4 structural transfer beams accommodate changing block widths from an 18m floor depth to 15m above. Precast concrete soffits are cast as permanent formwork with cast-in lighting. Chilled slabs are incorporated into all roofs. These are inhabited with various soil depths, biodiverse roof finishes, bees and solar panels.
Grafton Architects and O’Mahony Pike Architects

Project data

Start on site: June 2017
Completion:  January 2022
Gross internal floor area:  45,000m²
Construction cost:  Undisclosed
Architect:  Grafton Architects and O’Mahony Pike
Client:  Electrical Supply Board Ireland (ESB)
Structural engineer:  O’Connor Sutton Cronin
M&E consultant:  BPD and Axiseng
Quantity surveyor: Linesight
Project manager: Lafferty
Principal designer:  Grafton Architects
Approved building inspector:  i3PT
Main contractor:  PJ Hegarty & Sons
CAD software used:  Revit
Façade consultant:  Buro Happold
Acoustic consultant:  AWN Consulting
Sustainability consultant: BDP and Axiseng
Fire consultant: Michael Slattery Associates
Landscape architect: Bernard Seymour Landscape Architects
Thermal modelling: Passivate

Performance data

Percentage of floor area with daylight factor >2%: 40%
Percentage of floor area with daylight factor >5%: 20%
On-site installed energy generation: 20%
Heating and hot water load: 8 kWh/m²/yr
Total energy load: 67.7 kWh/m²/yr
Carbon emissions (all): 13.3 kgCO2/m²/yr
Airtightness at 50Pa: 2.52 m³/hr/m² (Block B as built)
Overall thermal bridging heat transfer coefficient (Y-value): Not supplied
Overall area-weighted U-value: 0.25 W/m²K
Embodied/whole-life carbon: Not supplied for frame and superstructure
Predicted design life: 60 years

Wed, 13 Jul 2022 21:28:00 -0500 Rob Wilson en-US text/html https://www.architectsjournal.co.uk/buildings/street-credibility-dublins-esb-headquarters-by-grafton
Killexams : The Total Economic Impact™ Of Salesforce Field Service Management Capture

Cost Savings And Business Benefits Enabled By Field Service Management

In 2016, Forrester analyst, Kate Leggett, published the following statement in a brief: “Modern field service technologies allow service technicians to become your frontline brand ambassadors every time they interact with your customers. These interactions are by far the most personal channel for customer engagement, and they can help make or break a relationship.”1 Since then her observation has not only held true but it has also been corroborated by the introduction and expansion of field service management solutions into the suites of leading CRM vendors.

Salesforce’s Field Service Management (FSM) is built on the Customer 360 platform and designed with the customer at the center. The solution helps customers optimize their field service operations through a highly customizable, mobile-friendly field service hub that delivers customer success across the business. Used to connect to customers, deliver guided mobile experiences, intelligently schedule work, and enable proactive service, FSM facilitates the end-to-end process of on-site field service work between break-fix, installations, and maintenance.

Salesforce commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying Salesforce FSM. The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of the FSM investment on their organizations.

To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed four customers with years of experience using FSM. Prior to the investment, interviewees struggled with coordinating disparate manual and legacy point solutions across siloed departments and sites. Prior solutions and processes were disconnected and unable to provide real-time data, which ultimately created frustrating customer experiences. Interviewees needed a more proactive approach that would enable them to optimize, grow, and transform their field service operations.

Thu, 21 Apr 2022 11:28:00 -0500 text/html https://www.fieldtechnologiesonline.com/doc/the-total-economic-impact-of-salesforce-field-service-management-0001
Killexams : Salesforce Enters IoT Market

At Salesforce’s exact Dreamforce conference, the company announced an upcoming IoT platform that will allow for the ingestion of real time data and turn it into actionable tasks across its suite of cloud based services.

The platform is called Thunder and is the collection of different open source technologies that allow customers to ingest, process and orchestrate events across systems.  The core technologies within the platform include:

  • Kafka (messaging)
  • Storm (streaming data)
  • Spark (in memory data
  • Cassandra (high scale database)

In addition to being an IoT technology stack, Thunder also is an input channel for many other Salesforce services. Salesforce’s Adam Bosworth, EVP of the IoT Cloud, envisions using the IoT Cloud to “collect and assemble big data, build extraordinary smart business rules about what you can do and use all of Saleforce’s cloud and do it in real time.”

The business rules and orchestration capabilities help differentiate Salesforce from other IoT offerings as it allows end users to configure simple workflows across the Salesforce Cloud without the need to write code. An example of end user orchestration that Salesforce has provided includes detecting a wind speed threshold being exceeded and subsequently the speed of the wind turbine being altered as illustrated in the following image.

Image Source: https://www.salesforce.com/form/conf/iot-demo.jsp

Salesforce has published some additional customer use cases including:

  • Notifying upcoming ride share passengers of traffic problems.
  • Alerting sales representatives of up-sale opportunities based upon existing product usage.
  • Airline agents being able to start booking customers new flights upon being notified of delays.

Bosworth also sees opportunities to “manage your product once it has been sold.  Ensure of a smooth onboarding process, ensure they continue to use your product and if they are withdrawing from it, work to win them back.”

Salesforce currently has a large ecosystem and is seeing some early interest in the upcoming platform by partners such as ARM, Informatica, Xively, LogMeIn and Microsoft.  In a customer case-study video, Steve Guggenheimer, corporate vice president and chief evangelist at Microsoft, said that customers can take real-time data from Azure Event Hubs to connect into Thunder and the Marketing Cloud, "which allows marketing teams, in real time, move from reactive analytics to predictive analytics.” Microsoft's presence as a launch partner is worth noting as the company competes with Salesforce on many levels.

There is a lot of competition for Salesforce in the IoT domain including Amazon, Microsoft, Google, GE and Intel.  While customers can run the Thunder platform standalone, Salesforce sees additional value by plugging Thunder into the rest of its portfolio of services. What differentiates the Salesforce offering is it has the cloud services and applications that can readily consume this data. Salesforce allows organizations to gain insight into their customers.  By introducing the IoT Cloud, they are giving their customers additional input channels to obtain this insight. This idea was re-enforced by Mark Benioff, chairman and chief executive officer at Salesforce, “The IoT Cloud will allow businesses to create real-time 1:1, proactive actions for sales, service, marketing or any other business process, delivering a new kind of customer success.”

Salesforce has not published a firm launch date for the IoT platform.  It is expected that pilot testing will commence sometime in the first half of 2016.  Doug Henschen, Constellation Research analyst, feels the platform will follow the pattern set by the exact release of Salesforce’s Lightning and customers will see IoT Cloud launched at next year’s Dreamforce conference. “It's fitting that Thunder is following Salesforce Lighting, last year's big Dreamforce announcement, as Lighting was revealed nearly a year before it actually became available.”

While Salesforce has presented some customer use cases on how the platform can be used it is still very early.  Doug Henschen feels there are many details that need to be worked out. “The bottom line is that Thunder is a roadmap positioning statement rather than a real capability at this point.”

Wed, 06 Jul 2022 12:00:00 -0500 en text/html https://www.infoq.com/news/2015/10/salesforce-iot/
Killexams : What’s the Difference Between Traditional CRM, Social CRM, and CXM Software?

This website is using a security service to protect itself from online attacks. The action you just performed triggered the security solution. There are several actions that could trigger this block including submitting a certain word or phrase, a SQL command or malformed data.

Mon, 04 Jul 2022 11:29:00 -0500 en-US text/html https://www.business2community.com/customer-experience/whats-difference-traditional-crm-social-crm-cxm-software-01177138
Killexams : Customer Experience Management Software Market Anticipated to Grow at Much Faster Rate in Upcoming Years 2022 – 2030

The MarketWatch News Department was not involved in the creation of this content.

Jul 11, 2022 (Alliance News via COMTEX) -- Key Companies Covered in the Customer Experience Management Software Market Research are Adobe, Avaya, IBM, Nice, Oracle, SAP, Verint, Zendesk, and SAS Salesforce. and other key market players.

In terms of definition, customer experience management software is a technology that allows the organization to manage their interaction with the customers both current and future one. Growing significance of on-demand business model, with a major focus on customer oriented architecture have generated a significant demand for analyzing the customers in terms of analyzing their needs and behavior right from the current trend to the future. Moreover, rapid transition toward the adoption of online platforms for boosting the sales and profit margins has immensely put the customer experience management software in the fore front.

Download Free demo of This Strategic Report: https://reportocean.com/industry-verticals/sample-request?report_id=AMR1540

Major platforms that are in use for customer experience management are website, email, voice assistants, mobile apps and others, creating demand for a unified platform that integrates data from all aforementioned platforms, thereby elevating the need for an effective customer experience software.
Growing popularity of on demand business model; increasing popularity of omnichannel shopping experience and the need for personalization within the consumer behavior has led the companies to adopt strategic initiatives that is expected to boost the overall product sales, thereby creating a higher profit margins. Furthermore, growing advancement within the software such as integration of artificial intelligence and analytics within the experience management software is anticipated to have a lucrative impact on the overall market growth. However, growing complexities involved in the integration of electronic data interchange and data sync is expected to hamper the market growth, as the overall data structure comprises both structured and unstructured format.

The customer experience management software market is primarily categorized into component, deployment, platform, industry, and region. Based on component, the market is segmented into software and services, while on the basis of deployment the market is bifurcated into on premise and cloud. Based on platform, the market is segmented into website, email, voice assistants, mobile app and others. In terms of industry, the market primarily studies retail, BFSI, healthcare, media and entertainment, government sector and other. Region wise, it is analyzed across North America, Europe, Asia-Pacific, and LAMEA.

KEY BENEFITS FOR STAKEHOLDERS
– The study provides an in-depth analysis of the customer experience management software market along with current trends and future estimations to elucidate imminent investment pockets.
– Information about key drivers, restraints, and opportunities and their impact analysis on the market size is provided in the report.
– Porter’s five forces analysis illustrates the potency of buyers and suppliers operating in the industry.
– The quantitative analysis of customer experience management software market for the period 2020-2027 is provided to determine the market potential.

KEY MARKET SEGMENTS
BY COMPONENT
– Software
– Services

BY DEPLOYMENT TYPE

– On-Premise
– Cloud

BY PLATFORM

– Website
– Email
– Voice Assistants
– Mobile App
– Others

BY INDUSTRIES

– Retail
– BFSI
– Healthcare
– Media and Entertainment
– Government Sector
– Others

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BY REGION
– North America
o U.S.
o Canada

– Europe
o UK
o Germany
o France
o Rest of Europe

– Asia-Pacific
o China
o India
o Japan
o Rest of Asia-Pacific

– LAMEA
o Latin America
o Middle East
o Africa

Table of Content:

  • Market Definition and Overview
  • Research Method and Logic
  • Market Competition Analysis
  • Product and Service Analysis
  • Strategies for Company to Deal with the Impact of COVID-19
  • Market Segment by Type, Historical Data and Market Forecasts
  • Market Segment by Application, Historical Data and Market Forecasts
  • Market by by Region, Historical Data and Market Forecasts
  • Market Dynamic Analysis and Development Suggestions

Key Benefits for Industry Participants & Stakeholders

  • The Market Research allows the investors to understand the market size, dynamics, risks, and opportunities in the industry.
  • The market research report provides market sizing and forecast over major currencies - USD, EUR, JPY, GBP, and CHF.
  • This Market Research Report helps to forecast the revenues and analyze the market trends based on region, product type, and end-use.
  • The Market analysis of the market share of the can prove beneficial in terms of profit to the industry's participants and stakeholders.

Key Questions Answered in the Market Report

  • Which Manufacturing Technology is used for Market? What Developments Are Going on in That Technology?
  • Which Trends Are Causing These Developments? Who Are the Global Key Players in This Market?
  • What are Their Company Profile, Their Product Information, and Contact Information?
  • What Was Global Status of Market? What Was Capacity, Production Value, Cost and PROFIT of Market?
  • What Is Current Market Status of market Industry? What's Market Competition in This Industry, Both Company, and Country Wise?
  • What's Market Analysis of Market by Taking Applications and Types in Consideration?
  • What Are Projections of Global Market Industry Considering Capacity, Production and Production Value? What Will Be the Estimation of Cost and Profit?
  • What Will Be Market Share Report, Supply and Consumption? What about Import and Export?
  • What Is Market Chain Analysis by Upstream Raw Materials and Downstream Industry?

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Mon, 11 Jul 2022 00:45:00 -0500 en-US text/html https://www.marketwatch.com/press-release/customer-experience-management-software-market-anticipated-to-grow-at-much-faster-rate-in-upcoming-years-2022-2030-2022-07-11
Killexams : Bian appoints Salesforce and Citi execs to board

The Banking Industry Architecture Network (“BIAN”), the independent not-for-profit standards association, today announces two new appointments to its executive board. Eran Agrios, Senior Vice President and General Manager, Financial Services at Salesforce and Tracy Strong, Global Head of Technology Strategy for Personal Banking and Wealth Management at Citi have both joined the executive board effective 10 May 2022.

The nature of the financial services industry continues to change like never before. This change has been accelerated by new regulations, the evolving needs of the consumer and the competitive nature of the industry. BIAN’s members of banks, technology providers, and consultants are looking for ways to transform their business to keep up with this change. Eran and Tracy’s appointments will help support BIAN’s strategic vision as it continues to build and promote a common architectural framework for banking interoperability issues.

Commenting on the appointments, Hans Tesselaar, Executive Director of BIAN, says, “I am very proud to welcome Eran and Tracy to our executive board as we look for new ways to support the needs of our growing organisation. Their extensive knowledge and experience in encouraging innovation across the financial services sector will be extremely valuable as we progress further with our goal.”

With over 20 years of experience, Eran Agrios is responsible for the product and solution strategy and portfolio for Financial Services customers globally. She helps transform businesses by optimizing for growth and impact while putting their customers at the center of every interaction. For the last 14 years at Salesforce, Eran has focused on financial services customers across wealth management, banking, and insurance.

Speaking about her appointment to the BIAN executive board, Eran says, “For many years, BIAN has been well known for driving transformation across the industry. I am proud to be appointed to BIAN’s executive board as we continue to promote the importance of banking standards for the future of the industry.”

Tracy Strong brings 15 years of progressive hands-on technology experience across the financial services sector in various engineering leadership positions in consumer and small business banking, both at Citi and National Bank of Canada. In Tracy’s current role, she works across architecture, engineering, and business intake teams to influence and drive decisions around the bank’s technology transformation efforts.

On her appointment, Tracy shares, “I am excited to join BIAN’s executive board during this time of change. Throughout my career, I have seen and experienced the obstacles caused by a lack of industry standards. As a result, I am extremely passionate about the role BIAN plays across the industry, and I look forward to joining its executive board.”

Wed, 13 Jul 2022 20:43:00 -0500 en text/html https://www.finextra.com/pressarticle/93380/bian-appoints-salesforce-and-citi-execs-to-board
Killexams : CRM Certification and Training
  • To attain CRM certification, applicants must pass an exam. Hours of training are usually required to do so.
  • CRM certifications and training allow companies to increase their digital presence, have a competitive edge and increase engagement.
  • The need for CRM specialists continues to grow year after year. Getting certified can help secure job placements and increase career advancement opportunities.
  • This article is for business owners and individuals who want to Boost their business and career path by completing CRM certifications and training.

Customer relationship management (CRM) takes customer service to a whole new level. Modern CRM software uses technology and automation to find and interact with leads and customers. Leveraging CRM software can help a company engage with its customers to build trust and provide necessary products and services.

Editor’s note: Looking for the right CRM solution for your business? Fill out the below questionnaire to have our vendor partners contact you about your needs.

Current CRM certification courses are available through academic institutions, professional affiliates and massive open online courses. Topics can include CRM optimization, automation, marketing strategies, product management, business to business (B2B), business to consumer (B2C) and networking. According to certification course provider Simplilearn, IT professionals with one Salesforce certification on their resume can expect as much as a 40% pay increase.

What are CRM certifications and training?

CRM certifications can enhance your skills by requiring you to complete advanced CRM software training. Some certifications are built with courses and require you to pass exams; others are for status only. Completing CRM certifications and training can demonstrate commitment, present new job opportunities and increase pay.

Why are CRM certifications and training necessary?

To compete globally, companies benefit from increasing their digital presence. Utilizing a CRM tool improves the B2C and B2B relationship and allows companies to engage and thrive. Because companies are encouraged to focus on detailed digital strategies in which CRM is vital, businesses are looking for CRM-certified employees to help them move forward in the e-commerce space.

Key TakeawayKey takeaway: Companies look to CRM software to automate daily tasks, deepen engagement with customers, and consistently promote products and services.

Who should get CRM certified?

While all departments can benefit from CRM training, it is especially relevant for sales, marketing and IT team members. In addition, exact high school graduates and college students can stay competitive in the job market by becoming CRM certified.

Recent high school graduates and college students

Want to score a higher-paying job quickly? As CRM specialization jobs are in high demand, high school graduates and college students can get a competitive edge by learning CRM before entering the professional workforce.

Sales professionals

Sales teams work with a CRM platform for lead tracking and follow-up. Detailed customer data gathered and stored by a CRM improves lead scoring and speeds up conversions.

Marketing professionals

Because marketing requires quality leads to drive a return on investment, a robust CRM is crucial to a marketing team’s success. The CRM can help marketing professionals quickly visualize data, as well as identify lead patterns, potential customers and pain points that your business’s products or services may solve.

IT professionals

IT can work with sales and marketing to customize the CRM to specific needs, industries or internal policies. Using a CRM, IT teams can onboard, maintain and provide professional support to employees. CRM certification is often required for IT professionals, as the training is standard for the industry.

Did you know?Did you know? CRM certification can deliver exact high school graduates and college students a competitive edge when they enter the job market.

CRM certificate vs. certification

Though a CRM certificate and a CRM certification sound like they may be the same, there is a difference. A CRM certificate is earned in a school setting, whether in person or remote, and resembles an academic degree. A CRM certification, by contrast, is earned through industry-based performance tests, regardless of where you learn the information.

7 best CRM certifications

The following CRM certifications are found regularly in job listings and are globally recognized and easily accessible for most people:

Microsoft Dynamics 365

As a top competitor to Salesforce, Microsoft Dynamics 365 offers certification levels ranging from fundamental to advanced. The platform can provide courses on sales, finance, operations and customer service. Professionals can choose to complete a CRM certification or an overall fundamentals course. For CRM certification, IT professionals must pass test MB-910: Microsoft Dynamics 365 Fundamentals (CRM).

Who is it for?

Dynamics 365 is for IT consultants who specialize in enterprise resource planning (ERP) and material requirements planning (MRP).

Skills needed

  • Describe Dynamics 365 Marketing (10% to 15%)
  • Describe Dynamics 365 Sales (15% to 20%)
  • Describe Dynamics 365 Customer Service (15% to 20%)
  • Describe Dynamics 365 Field Service (15% to 20%)
  • Describe Project Operations (15% to 20%)
  • Describe Shared Features (15% to 20%)

Pricing

Pricing starts at $99.

Length of certification

Microsoft certifications don’t have a hard expiration date. Instead, the certification is valid as long as the product is available on the market.

HubSpot Academy

HubSpot offers multiple certification courses, including in CRM, CMS, sales and reporting. Lessons can take approximately one hour to over six hours to complete.

Who is it for?

HubSpot has a proprietary CRM certification program in which you watch online course videos with periodic quizzes. Most certification exams also require you to complete additional practical marketing exercises.

Skills needed

  • HubSpot CRM-specific training
  • Practical marketing experience

Pricing

Certifications are free, but some advanced options require a HubSpot Professional or HubSpot Enterprise account. A HubSpot Professional account starts at $800 per month.

Length of certification

Certification length varies from 13 to 25 months.

Marketo Engage by Adobe

Marketo Engage is a tool designed to help marketers create and implement personalized emails and media. The platform is part of the Adobe Experience Cloud.

Who is it for?

Marketo Engage is a good fit for professionals who work in marketing automation, such as email marketing professionals, media managers and marketing managers.

Skills needed

The required skills depend on the level of certification you are seeking.

Entry level:

  • Basic knowledge of marketing automation
  • Three to six months of marketing experience
  • Three months of experience using Marketo software

Advanced level:

  • One to two years of marketing experience
  • One year of hands-on experience with Marketo
  • Completion of the Marketo MCE Prep Course

Pricing

The entry-level certification is $95, and the advanced level costs $225.

Length of certification

The test is valid for two years.

NetSuite Administrator

As a customizable CRM, Oracle’s NetSuite is geared toward large businesses and includes multiple tools, such as ERP, financial management and inventory management capabilities.

Who is it for?

NetSuite certification is for professionals who routinely work with Oracle’s customer database. NetSuite’s consultants can gain additional clients with the NetSuite Administrator certification, especially those who help customize enterprise CRM and ERP. IT professionals can also benefit from a NetSuite certification.

Skills needed

  • CRM customization
  • ERP customization
  • Financial management
  • Inventory management

Pricing

This certification costs $250.

Length of certification

Individuals who complete the NetSuite certification will need to get recertified by passing an test every three years.

Salesforce Administrator

A Salesforce certification is a globally accepted credential. You can use the certification to compete for jobs and promotions as a Salesforce expert, stay informed about Salesforce feature updates and climb the corporate ladder.

Who is it for?

Any business professional who uses a CRM regularly can benefit from a Salesforce Administrator certification. These roles may include benefits administrators, developers, architects, marketers and consultants.

Skills needed

Salesforce Certified Administrators:

  • Administrator (six to 12 months’ experience recommended)
  • Advanced Administrator (12 to 24 months’ experience recommended)
  • Salesforce Certified Platform App Builder (three to six months’ experience recommended)

Salesforce Certified Architects (more than five years’ experience recommended):

  • Application Architect
  • Data Architecture and Management Designer
  • Development Lifecycle and Deployment Designer
  • Identity and Access Management Designer
  • Integration Architecture Designer
  • Mobile Solutions Architecture Designer
  • Sharing and Visibility Designer
  • System Architect
  • Technical Architect

Salesforce Certified Consultants:

  • Community Cloud Consultant (two to five years)
  • Field Service Lightning Consultant (two to five years)
  • Marketing Cloud Consultant (12 months)
  • Pardot Consultant (12 months)
  • Sales Cloud Consultant (two to five years)
  • Service Cloud Consultant (two to five years)

Salesforce Certified Developers:

  • Commerce Cloud Digital Developer (three to six months)
  • Platform Developer I (three to six months)
  • Platform Developer II (two to four years)

Salesforce Certified Specialists:

  • CPQ Specialist (six to 12 months)
  • Marketing Cloud Email Specialist (six to 12 months)
  • Marketing Cloud Social Specialist (six to 12 months)
  • Pardot Specialist (three to six months)

Pricing

Pricing ranges from $100 to $6,000.

Length of certification

Professionals must maintain Salesforce certifications annually to keep up with the software’s new feature releases (three updates per year). You must complete a Trailhead maintenance module every year to maintain your certification.

Zendesk

Zendesk provides certifications for CRM and available support tools. Certification options include Zendesk Support Administrator, App Developer I, Guide Specialist, Explore CX Analyst, Chat Specialist and Talk Specialist.

Who is it for?

Zendesk certification is for sales professionals, customer support staff and small business administrators. Zendesk also encourages its users, partners and employees to complete certification.

Skills needed

For the most common certification, Zendesk Support Administrator, you need to have at least three months of experience as a Zendesk Support Administrator and complete the relevant practice exam. Zendesk lists the specific skills and training needed for other Zendesk certifications on its website.

Pricing

Pricing starts at $350.

Length of certification

A Zendesk CRM certification lasts one to two years. After that, Zendesk will notify you when you need to recertify. For every recertification, you must take a new test and pay an additional fee.

Zoho CRM

Zoho CRM offers a Certified Consultant certification; Zoho offers this free designation for users who exemplify excellence with clients while working within Zoho’s CRM. While the certification does not have the same recognition as Microsoft, HubSpot or Salesforce, it can be an avenue for Zoho users to generate revenue by providing CRM consulting.

Who is it for?

Zoho CRM certification is best for Zoho users who are interested in providing CRM consulting services for small businesses.

Skills needed

You should have proof of expertise in consulting with small business clients and hands-on experience with the Zoho CRM platform. You need at least three consulting clients that pay for Zoho CRM and pay you for Zoho CRM consulting. Once you have met this requirement, you can fill out this online form. When Zoho approves your business, Zoho’s website will list your business as a Zoho CRM Certified Consultant.

Pricing

Zoho CRM certification is free.

Length of certification

Once you are approved as a Zoho partner, your certification lasts as long as you are in good standing with Zoho.

Key TakeawayKey takeaway: Although some CRM certifications are free, expect to spend a few hundred dollars for training and exams. CRM certifications are available for all experience levels.

Is CRM certification right for you?

Although the seven certifications above are great options, you will ultimately need to align your credentials with the career and promotion opportunities that interest you. Ask yourself these questions to determine whether CRM certification is right for you:

  • Will a CRM certification benefit you? If you are investing your own time and money, weigh the pros and cons of a CRM Will the accreditation make you more competitive in the job market? Is a promotion available after you become certified?
  • Which CRM platform would you be using? First, choose a CRM if you have not done so already. If you are already using a CRM, start with a certification for that specific platform. Not sure where to start? The top certificate is Salesforce Administrator. You will also have multiple job opportunities by getting certified with HubSpot, Zendesk CRM or Dynamics 365.
  • How much time and money are you willing to spend? Make sure you can invest both money and time in a CRM certification. If you are already working with a CRM, will your employer help with the cost as a business expense? Before starting a CRM certification program, you should research the requirements and prepare for additional expenses, such as training, study guides and recertifications.
  • Are you in need of new, marketable skills? If you become certified, you can seek out opportunities that allow you to use your advanced CRM knowledge. Increasingly, CRM skills are becoming a requirement among relevant job listings, so getting certified helps vet your expertise to recruiters. If you are in a dead-end career or haven’t been successful in the job market, certification in a popular CRM can provide lucrative opportunities.
  • Do you already have hands-on experience? Although CRM certification is becoming an increasingly valuable credential, remember that companies still prefer to hire employees with hands-on CRM experience. Therefore, rather than being just a line on your resume, CRM certification should supplement your real-world experience.
Tue, 28 Jun 2022 12:00:00 -0500 en text/html https://www.businessnewsdaily.com/16187-crm-certification-and-training.html
Killexams : Salesforce's Mission Bay deferral raises questions

Salesforce's sudden decision to suspend plans for a huge Mission Bay campus may well be, as the company insists, the result of faster-than-expected growth. But it still reveals a strategic stumble and delivers a blow to San Francisco.

A business simply doesn't reverse course after dropping $278 million on a parcel of land and coming within days of final planning commission approval without somebody having made some flawed real estate assumptions along the way.

Salesforce told The Chronicle late Monday that it couldn't build the 2 million-square-foot headquarters fast enough to accommodate company growth, so it's pivoting to leasing local space instead. Had final approval been given, the new campus wouldn't have been completed until 2015.

It's a heartbreaker for the city, as the trumpeted development represented the twin rarities of a San Francisco corporate campus and new office construction. The abrupt announcement left observers in and out of City Hall wondering what exactly happened behind the scenes: Did indeed the company underestimate growth projections? Did it miscalculate the cost, hassle or accounting implications of building its own campus? Or did it, in the face of growing profitability pressures, decide a fancy new headquarters was one expense too many?

Missing earnings forecasts

After all, Salesforce missed earnings expectations two quarters ago and swung to a fourth-quarter loss in its announcement last week, as marketing and other expenses rose. Chief Executive Marc Benioff defended the exact results, arguing now is precisely the time to drop money on efforts to convert customers from traditional business software to the "cloud" products it offers.

According to Forbes, Benioff stressed that the company is trying to raise the company's margins, but added: "We're trying to do it all, and doing it all is hard."

Maybe the thing the company decided it can't do amid these competing priorities is build its own facilities.

Bruce Francis, vice president of corporate strategy, declined to comment on what he called market speculation and reiterated his statement from Monday.

"It just became clear we're going to need more jobs faster than we thought a year ago," he said. "The only way to do that, short of waving a magic wand, is to lease the space instead of building it yourself."

Asked if Salesforce had made a mistake, he said: "It's fair to say the circumstances changed from our original assumptions, but that is a positive change for San Francisco, for Salesforce and for our shareholders."

The latter categories seem safe enough, but it's a stretch to position a scuttled corporate headquarters as positive news for the city.

For one thing, it mothballs 14 acres in the heart of Mission Bay for the foreseeable future. For another, it means big dollars won't flow into the local economy through the architecture, design and construction firms that were banking on the gig.

To be sure, new leases are good for the economy too, but they don't have nearly the same spillover benefits as new construction.

"This is a loss," said Gabriel Metcalf, executive director of the San Francisco Planning and Urban Research Association, "but it's a loss we're going to recover from."

Future of land uncertain

Salesforce is playing coy about what, if anything, it will do with the Mission Bay property. But it seems meaningful that the company isn't bothering to lock down city approvals that would ensure itself the option to move forward, canceling plans to appear before the City Planning Commission. That at least raises the possibility that Salesforce will unload the land.

"It's a great property in Mission Bay, in the heart of what we call our innovation corridor," said Tony Winnicker, senior adviser to Mayor Ed Lee. "We don't have any doubt that it will be attractive either for Salesforce as they re-evaluate or for somebody else."

Mayor Lee's office said he is committed to working with Salesforce wherever they decide to settle within the city.

The winner in all this seems to be office landlords, assuming Salesforce makes good on its promise to keep the growth in San Francisco, a commitment Francis reaffirmed to me.

Last month, Salesforce signed a 400,000-square-foot lease at 50 Fremont St., which included an option to buy the property. That deal had already prompted some to wonder about the company's commitment to the Mission Bay development. Salesforce said it plans to expand locally from 3,000 to 5,000 employees in the next few years.

But the same challenge that probably compelled the company to first consider its own campus still exists: the lack of large, contiguous blocks of space in San Francisco and next to nothing in the development pipeline.

There are only a handful of downtown or South of Market buildings with large vacancies. There is enough to meet Salesforce's needs - in terms of raw square footage, if not ideal locations and amenities. But other tech companies are also actively prowling the market, and availability is rapidly diminishing. Just a few more big deals could start to rapidly accelerate rent increases and limit options for companies that want to start or stay here.

"We are, frankly, entering a period of potentially severe rent increases," Metcalf said.

That highlights a bigger conundrum now facing the city, he said: Banks aren't readily lending money to build office space without tenants lined up, yet tenants often can't commit to space that will take years to build. As we've seen with Salesforce, fast-growing tech companies in particular need space on a fast timeline and can't accurately predict their longer-term needs.

If we can't get over this catch-22, we've got a real problem: All the economic development efforts in the world won't add up to much if companies can't find or afford space in the city.

Rebalancing supply, demand

But Metcalf and others say the Salesforce leases and similar deals will bring us to a breaking point sooner or later, where rising demand and rents will nudge some investors and developers to take a chance on "spec" buildings.

"Several years down the road it could lead to more development activity, which would help rebalance the supply and demand," said Colin Yasukochi, vice president of research at Jones Lang LaSalle.

That's good news of the nebulous sort - but nothing as concrete as a pretty new corporate campus.

Sun, 12 Jun 2022 12:00:00 -0500 en-US text/html https://www.sfgate.com/business/article/Salesforce-s-Mission-Bay-deferral-raises-questions-3368430.php
Killexams : Revolut taps Salesforce to scale its business banking operations

Revolut is to hire 2,800 new sales agents in the coming year and use a suite of Salesforce tools to scale up and transform the business banking arm of its operation.

Revolut will use Salesforce technology including Sales Cloud, High-Velocity Sales, Sales Cloud Einstein, Sales Enablement, and Marketing Cloud Engagement, to quickly onboard staff and equip them with a suite of CRM resources and training material to connect with customers and drive producitvity.

Revolut is already harnessing Slack to connect its teams, tools, customers and partners and unlock greater collaboration in a work-from-anywhere world.

In an effort to Boost communications with customers, Revolut has selected the Vonage Contact Center (VCC) for Salesforce, to provide agents with the ability to route calls to one another to successfully deal with any customer issues and customise dashboards with real-time performance data and analytics.

Matthew Acton Davis, global head of sales at Revolut says: “Our partnership with Salesforce and the suite of tools at our disposal helps us to grow the sales organization in an efficient and scalable way as well as deliver the best possible product for our customers, saving money and time for their businesses.”

Revolut Business launched in 2017 and now provides 500,000 companies with multi-currency exchange services, merchant acquiring, and corporate debit cards.

The deal with Revolut was unveiled at Salesforce's World Tour London event, where the company also announced it is working with GoHenry, the prepaid debit card and financial education app for 6 to 18-year-olds, to support its digital infrastructure, centralising collaboration using Slack, and utilising both Service Cloud and Marketing Cloud.

Wed, 15 Jun 2022 12:00:00 -0500 en text/html https://www.finextra.com/newsarticle/40470/revolut-taps-salesforce-to-scale-its-business-banking-operations
Killexams : Cerby Launches With World’s First Security Platform for Unmanageable Applications

ALAMEDA, Calif.--(BUSINESS WIRE)--Jun 27, 2022--

Cerby officially launched today with the world’s first security platform for unmanageable applications and an approach that enhances security practices by empowering both employees and security teams. The Cerby Zero Trust architecture takes on the challenges of unmanageable applications in the shadow IT universe—technologies that are selected and onboarded by business units outside the purview and visibility of the IT department, or don’t support industry standards like SAML for authentication and SCIM for user provisioning. The Cerby offering is very different from other options on the market because it moves security automation capabilities into the hands of business users—in effect, it balances empowerment and autonomy with security and productivity.

This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20220627005180/en/

The company, which has been operating in stealth mode since 2020, already has early customers—including Fox, L’Oréal, MiSalud, Dentsu, Televisa, and Wizeline—where the technology is used to address common application liabilities efficiently while facilitating collaboration. It also announced today $12 million in seed funding from Ridge Ventures, Bowery Capital, Okta Ventures, Salesforce Ventures and others, bringing total funding to $15.5 million.

“Our goal at Cerby is simple but sweeping: To increase productivity for enterprises by empowering employees to use the technologies they prefer while automating compliance and security,” said Co-Founder and CEO, Belsasar Lepe. “In this era of IT consumerization, employee choice and enterprise security are not mutually exclusive—with the right tools and strategies, they go hand-in-hand. When business professionals get real autonomy, security becomes everyone’s responsibility, rather than just one of many priorities for the IT department. The Cerby platform for unmanageable applications enables organizations to boost efficiency, comply with existing policies and reduce exposure to cyberattacks—it’s truly a win-win-win.”

Cerby’s enrollment-based platform combines proprietary technology, robotic process automation (RPA) and seamless integrations with identity providers like Okta and Azure AD. This powerful functionality enables the platform to understand commonly used SaaS applications in a business context, and automate security policies before they lead to breaches.

The scale of the problem is undeniable, in part because while employees choose the applications, they don’t pay for them. Analyst firms, such as Everest Group report that shadow IT spending represents 50% or more of the overall IT outlay in large enterprises. Meanwhile, teams preferring application autonomy are twice as likely to prioritize productivity over security.

Cerby’s own research confirms this trend. The company just commissioned its own study of this critical subject, and the preliminary findings show how much attitudes have hardened with regard to employee choices. The comprehensive study of over 500 business professionals in North America and the UK employed by companies with more than $100M in annual revenue, conducted in partnership with Osterman Research, reveals that a staggering 91% of respondents believe they should have full control over the applications they purchase. On a related note, 52% want the company or IT department to “just get out of the way,” and when employers disallow applications desired by end users, respondents say it will “negatively affect” the way work gets done.

To be clear, these perspectives are not emerging from a vacuum. More than three quarters of the companies surveyed, 78%, have policies in place regarding which applications employees can and cannot use, and just over half the respondents report knowledge or experience of particular applications being disallowed. These actions don’t necessarily go down well with employees: 68% ask for an alternative solution, preferably one that is stress-free and automated; 35% seek an alternative of their own, while stating that it negatively affects the way work is done; and 42% “demand a good reason” for the ban.

“We chose Cerby because we needed a secure and centralized place to manage access to our paid social accounts,” said Nina Donnard, AVP, Paid Social, L’Oreal. “Because Cerby can seamlessly integrate with our organization’s single sign-on technology and also connect to the social platforms’ APIs, we are able to create organizational efficiencies by granting and removing access within one place. Additionally, the automated access removal of employees who have left the company provides a level of security we did not previously have.”

The issue of unmanageable applications within the organization is particularly sensitive because it puts two forces—employee autonomy and corporate security—in direct conflict. The C-suite—enterprise CIOs, CMOs, CISOs—wants security to be frictionless; when security teams take a heavy-handed approach, they often end up blocking key applications and negatively affecting productivity. This encompasses three core problems, which are sometimes contradictory. They feature: Brand risk (including errors, cyberattacks, and fraud); non-compliance (corporate policy, contracts, and industry/government regulations); and inefficient processes (insufficient resources; inconsistent, error-prone access reviews; extraneous steps and wasted time).

Cerby steps into this chasm with numerous capabilities to plug security, compliance and productivity gaps. For example, end users can log in securely to any application, even those that don’t support SSO natively, store log-in data, and share this information securely with collaborators. At the same time, IT and security teams can set policy at the application, team, and company level. Throughout this process, Cerby is actively monitoring connected applications to ensure they are securely configured to meet corporate security standards for two factor authentication, password complexity and many other commonly missed security settings.

“I love that Cerby solves a problem every CIO faces: unmanageable applications,” said Yousuf Khan, Partner at Ridge Ventures and former CIO. “When non-IT employees use unauthorized applications, they might be gaining productivity, but they are also unlocking a Pandora’s box of security vulnerabilities. The pandemic only made it worse: 71% of users in the US now acquire their own applications to do their jobs. Cerby is the first solution I’ve seen that significantly reduces the risk of these unmanageable applications by applying zero trust principles and automating the entire application lifecycle. The best part of it is that it’s not a top-down, managerial edict: Employees become an active and motivated part of the solution. Business professionals get the power to choose their applications, productivity gets a boost, and the company ensures security and compliance–everyone wins. Other cybersecurity products demand enforcement; Cerby encourages enrollment. This is the best way to enhance employee trust and increase productivity.”

The technology is designed to help teams in diverse disciplines use the applications they choose while ensuring security. For example, marketing teams can now securely use any social platforms they prefer—Cerby provides a single place to add and remove access for employees and third-party agencies instead of signing into multiple social accounts and sharing passwords. In other fields, such as finance, Cerby provides an easy way for CFOs and their teams to securely manage access to bank accounts and credit lines without having to share passwords.

Technology

To protect the brand, stay secure and increase productivity, Cerby features numerous innovations, including:

  • Detecting unmanageable applications: Because the platform enhances the user experience, enterprises can crowdsource the discovery of new and potentially unmanaged applications, taking away the burden from IT and security departments
  • Protecting against breaches: Cerby assesses the risk of connected applications against established security policies and monitors applications for common misconfigurations that often lead to breaches
  • Empowering end users: Because end users always outnumber IT and security professionals, the platform takes an enrollment-based approach to security, enabling users and business units to choose the best applications for getting their work done
  • Reporting activity: When applications are managed individually and don’t support industry standards like SAML (Security Assertion Markup Language) and SCIM (System for Cross-domain Identity Management), activity reporting can be painful. The Cerby platform centralizes access logging and makes it available to SIEM platforms for further analysis
  • Streamliningprocesses: Many teams manually manage access to applications; by contrast, Cerby leverages robotic process automation (RPA) to streamline the entire login process. Cerby offers a centralized portal to log in to supported applications, extending enterprise single sign-on to applications that don’t natively support SAML and SCIM. This makes organizations more efficient and security teams happy.

The platform also features:

  • Unified access: Business professionals currently manage access to critical business applications like bank accounts, credit card accounts, internally built applications, paid social media applications, and many others across dozens of user interfaces; with Cerby, all access management is centralized in one UI, making it easier to onboard and offboard team members and third parties
  • Single sign-on for any application: Many martech and fintech applications don’t support single sign-on, forcing users to manage their own passwords and two-factor authentication; with Cerby, any employee logged in with Okta or Azure AD has easy access to non-SSO supporting applications like Facebook, Twitter, YouTube and many others.

Cerby’s management team features an optimal mix of technology visionaries and veterans, including:

  • Belsasar Lepe, Co-Founder and CEO
  • Vidal González, Co-Founder and CTO
  • Jyri Virkki, Co-Founder and Chief Architect
  • Matt Chiodi, Chief Trust Officer
  • Gabrielle Arroyo Lopez, Head of Customer Success
  • Kurt Greening, Head of Sales

Learn more and schedule a demo at https://www.cerby.com/.

Read the blog from Cerby Co-Founder and CEO, Belsasar Lepe at https://www.cerby.com/resources/blog.

Cerby will host a webinar with analyst Michael Sampson, senior analyst at Osterman Research on June 28, 2022 at 11am PDT/ 2pm EDT. Register now to learn about how a Zero Trust architecture for unmanageable applications can benefit you and hear results from the new study on employee perceptions on application choice post COVID-19.

About Cerby

Cerby delivers the world’s first platform built to positively guide employees' security behaviors no matter which applications they use. We protect brands around the world, including some of the most recognizable businesses, by taking an approach that empowers both employees and security teams, using Zero Trust principles. Our proprietary technology uses robotic process automation to understand applications in a business context and automatically enforces security best practices before misconfigurations turn into breaches. Cerby is a must-have for technology executives and their teams to protect the brand, stay secure and increase productivity.

At Cerby, we believe that employee application choice and security can go hand-in-hand, but only when employees are trusted to choose the best applications for their work. When employees are allowed this choice, productivity increases and security moves from the IT department to the responsibility of every employee.

Cerby’s platform lets clients like Fox, L’Oréal, Dentsu, Wizeline, Televisa and MiSalud fix common application liabilities efficiently while facilitating collaboration. Visit us at Cerby.com and follow us on Twitter at @CerbyHQ.

All names and trademarks are the property of their respective firms.

View source version on businesswire.com:https://www.businesswire.com/news/home/20220627005180/en/

CONTACT: CONTOS DUNNE COMMUNICATIONS

+1 408-776-1400 (o)

Paula Dunne +1 408-893-8750 (m)

paula@contosdunne.com

KEYWORD: CALIFORNIA MEXICO UNITED STATES CENTRAL AMERICA NORTH AMERICA

INDUSTRY KEYWORD: DATA MANAGEMENT SECURITY APPS/APPLICATIONS TECHNOLOGY SOFTWARE INTERNET

SOURCE: Cerby

Copyright Business Wire 2022.

PUB: 06/27/2022 08:59 AM/DISC: 06/27/2022 08:59 AM

http://www.businesswire.com/news/home/20220627005180/en

Mon, 27 Jun 2022 01:15:00 -0500 en text/html https://www.joplinglobe.com/region/national_business/cerby-launches-with-world-s-first-security-platform-for-unmanageable-applications/article_7b4eddf4-d492-5273-b931-7ebc96460c4a.html
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