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https://killexams.com/exam_list/SalesForceKillexams : Salesforce not working in Google Chrome
Salesforce is one of the most popular CRM software products available for users. If this software stops working on computers, it could lead to work stoppage for companies. If Salesforce is not working in your Google Chrome browser, then please read through this article for the solutions.
The issue with Salesforce not working across all popular browsers is well-known. While it is attributed to a bug associated with Chromium-based browsers, the problem could have many more reasons like a corrupt cache system. The problem occurs when you try to load the Salesforce page and it shows blank on the browser.
If you encounter the Salesforce issue with Google Chrome, try the following solutions sequentially:
Clear browser cache and cookies
Enable cookies on the Google Chrome browser
Update Google Chrome to the latest version
Isolate the case with extensions and add-ons
1] Clear browser cache and cookies
Before proceeding with any other solution, try clearing the browser cache and cookies to make sure that you are isolating the cause. In case the cache files are corrupt, deleting them and restarting the browser will help pick the Salesforce website as a fresh website.
2] Enable cookies on the Google Chrome browser
Third-party cookies are blocked by default on the Google Chrome browser. It will have to be enabled separately. When you open a website which requires cookies to be enabled, you will get the prompt for the same and then you can enable them each time the website is opened. In case you miss that notification, the procedure to enable cookies is as follows.
Open Google Chrome.
Click on the three dots at the top-right corner. It will open a menu. From that menu, select Settings.
In the Settings window, go to the Privacy and security tab on the list on the left-hand side.
In the right-pane, scroll down and select Site Settings.
Then scroll down and select Cookies and site data.
Shift the radio button to Allow all cookies.
3] Update Google Chrome to the latest version
A lot of issues with the Google Chrome browser are caused because the version is obsolete. You can resolve this case by updating Google Chrome to the latest version.
Open Google Chrome and click on the three dots at the top-right corner.
Select Help > About Google Chrome.
Google Chrome will start updating itself and you can restart the browser once the process has completed.
4] Isolate the case with extensions and add-ons
If extensions and add-ons are causing the problem, you can isolate this cause as follows.
If it does, then the issue is probably with the extensions. The reason is that the incognito mode doesn’t involve extensions.
If it works in incognito mode, try the following.
Open Google Chrome.
Click on the three dots at the top-right corner.
Select Settings from the list.
In the left pane, select Extensions.
In the Extensions window, you can enable and disable extensions using the switch associated with it. Use hit and trial to figure out the problematic extension and then remove it.
Other than the above-mentioned solutions, there are certain policies on administrator-managed systems which can cause the problem. For this, please consult the IT administrator of your organization.
Salesforce is used for Customer Relationship Management. It allows you to manage the support, sales, and marketing for your business efficiently and easily. The real benefit is that the software uses cloud technology, so you can access your data anywhere.
Mostly smaller and mid-level companies use Salesforce. The reason is that it eliminates the need of top-level technicians. The software can be learned by laymen and the servers are cloud-based, thus affordable.
Tue, 12 Jul 2022 03:24:00 -0500en-ustext/htmlhttps://www.thewindowsclub.com/salesforce-not-working-in-google-chromeKillexams : It’s Time to Start Growing No-Code Developers
Your no-code business systems are mission-critical.
You should be managing the entire application lifecycle, not just the development part.
No need to reinvent the wheel — you can draw from fixes for similar problems in software development.
You'll have to break the silos that separate your business systems' teams — it's all the same back office product.
Teach your no-code developers to behave like engineers.
Companies now have a bewildering volume and variety of business applications—800+ for mid-sizes, for example. And while lots of people like to point to that as an example of how SaaS is out of control, that’s not really the issue. It’s that today, most of these applications are managed by non-developers.
By developer, I don’t mean people who can code. It’s a subtle nuance, but I believe you don’t have to code to be a developer. It’s more about thinking like an engineer. And when a business’ CRM, HCM, ERP, LMS, MAP, and dozens or hundreds of acronymized third-party applications are modified, constructed, and managed by folks who aren’t trained to think like developers, they pursue short-term results that build toward a long-term disaster.
In this article, I’ll explain why I think 2022 is the year for those companies to catch up, and start training and promoting business application no-code developers.
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Lots of mid-sized or larger companies I talk to share a simple problem: An administrator wants to retire a field in one of their business applications, be it Salesforce, NetSuite, or Zendesk. They suspect it’s unused. They don’t see any activity and it’d be nice to clean up. But there’s no knowing for sure. And because they tried this one before and the field was crucial to a formula that knocked out some business unit’s dashboards, they fret over it and take no action. Salto CEO Rami Tamir calls this tech debt paralysis. Amplified across a business, it’s a serious problem.
For example, say the sales team wants to alter the options on a picklist and it takes the CRM team a quarter to figure it out, and for a quarter, some deals are mis-routed. Or, the board decides it’s time to IPO, but realizes there’s no way to make their messy NetSuite instance SOX compliant in time. Or the marketing team wants to ramp up email campaigns to deal with a lead shortfall, but it takes the business applications team six months to port the segments.
These issues can manifest in all sorts of ways. Consider these three real-life examples I have heard from customers:
An international SaaS company relies on NetSuite for its ERP. On the last day of their financial year, many critical reports suddenly stopped working, and they couldn’t close the quarter out. It took the entire team scrambling till late night to realize that someone changed some "saved search" in production without knowing that it was used by other critical parts of their implementation.
A large retailer which uses Zendesk for its customer support system. An administrator made a minor mistake in a trigger definition directly in production, and it fired off a confusing email to hundreds of thousands of unsuspecting customers, which then turned into a flood of new tickets.
A large, public SaaS company couldn't figure out why it was seeing a considerable drop in its lead-to-opportunity conversion. After months of analysis it finally discovered that leads from a certain campaign weren’t being assigned a sales rep because of an undetected stuck workflow in Salesforce. Those leads had just sat there untouched.
All of these issues have very real, balance-sheet altering implications. They make that business less competitive. As they grow and these issues compound, their smaller, nimbler competitors will zip past them while they grow slower and slower. Whatever tradeoffs that company made in allowing every business unit to select their own systems to move quickly can, in the end, strangle in errors and misses. And it’s all because these systems primarily evolve without the guidance of trained developers.
There are two problems companies will need to overcome if they want their business systems to continue to function as they grow. The first is to look to the software development world, and to good practices like those employed in organizations who practice DevOps and Agile development methodologies for guidance.
For nearly sixty years, software developers have been running into similar issues that business applications managers are today: They need a way for many remote teams to coordinate building one highly distributed system. They need quality checks to ensure there are no bugs. Pre-production environments so you can test without consequences. Versioning, so they can maintain many versions of the application in case something breaks.
If developers were exclusively responsible for business applications, they’d bring those habits and tools to bear. They’d think in terms of reusability, separation of concerns, and resilience. They’d use Git-like tools to fork, branch, merge, and commit changes in a way that allows many minds to work together and reduce human error. Perhaps most importantly, they’d consider the whole.
Today, most teams managing business applications exist in silos. You have the CRM team, the financial apps team, and then all manner of “citizen developers” purchasing and managing SaaS, each striving to make their own team’s lives easier. Most of these systems are big enough to be their own ecosystems, and contain many products. They are also integrated and sharing data. People steeped in software development methodologies and principles would look at this problem very differently than most do today: It’s not 800+ products that need to play nicely together. They’re all one product—the company’s operating system—and any new addition needs to be built and managed for the integrity of the whole.
And that’s just the first problem. The second is this: Many of these business applications were also not built to be managed by people who think like developers.
That is, most business systems were constructed with user growth in mind. The interfaces are constructed to allow end users to get things done, not administrators to keep it all in order. Furthermore, if you’re thinking in terms of application lifecycle development, they’re only built to solve for the first step.
That means they lack native features to do things developers might expect, like versioning, the ability to search the entire code base, the ability to manage multiple environments, and in some cases, the simple ability to push changes from a sandbox into production. Some now offer “dev” environments, but it’s rarely everything you’d need.
Thankfully, I believe the fix to the second problem is the fix to the first problem: Teach more business systems administrators the wisdom of software developers. Developers often don’t have all the systems they need—so they build or borrow what they need to get the job done. They use Git tools to abstract what they’re building into manageable chunks, ticketing systems to document and prioritize the work, and, when needed, build their own tools.
If business systems administrators trained to think like developers start agitating for more of these features, I’ll bet more business system vendors will build them. And if they don’t, those newly crowned “developers” will, like engineers, hopefully build their own.
Recall those three real-life examples from earlier? The companies with issues in NetSuite, Zendesk, and Salesforce? Each of them adopted no-code DevOps tools and methodologies to create guardrails around their systems:
The international SaaS company using NetSuite has implemented alerts for its most important configurations. If anyone changes the criteria for the saved searches it needs to close out the quarter, the administrator gets an alert.
The large retailer using Zendesk now forbids administrators from making changes directly in production. Instead, they borrow the practice of “versioning” and sandboxing from DevOps—each administrator develops configurations in their own sandbox, then moves it to another for integration, and another for testing, and only then implements it in production.
The large public SaaS company with the missing sales now uses a DevOps tool that provides it a full “blueprint” of each Salesforce org, and the ability to inspect it and make changes. When an important workflow isn’t working, they can discover it, test it, and fix it in days, not months.
If the business applications world were drawing from the last sixty years of thinking, frameworks, and methodologies in software development, you’d see a lot less tech debt paralysis. Fewer sales and marketing teams would feel hampered by ops. Fewer companies would find themselves unable to grow because of business systems.
I believe your systems should evolve as quickly as your business, and support it through that growth. The only way I see that happening is more no-code developers.
Wed, 06 Jul 2022 06:28:00 -0500entext/htmlhttps://www.infoq.com/articles/growing-nocode-developers/Killexams : Salesforce checks in at Edwardian Hotels to provide a 360 degree customer view
When Edwardian Hotels was going through one of its regular technology refresh cycles in early 2020, the firm realized it was lacking the means to seamlessly connect its various departments.
The company, which operates a chain of luxury hotels across London and Manchester, began looking for technology that would connect everything into one central system.
Michael Mrini, Director of Information Technology at Edwardian Hotels, explains the thinking:
It would cover the whole guest life cycle from before they even heard of us, when they start looking to make a reservation all the way to after they leave our hotel. How can we make that journey very seamless, but also create visibility for our employees of that whole journey, not just the bit that concerns them.
At that time, the reservations team would only deal with reservations and reception would only deal with check-in and checkout. Edwardian wanted all staff to see the whole customer journey to better understand the interdependency between the various departments - that what happens at the reservation stage will influence marketing campaigns, for example - and put the guest at the heart of everything it does.
When it came to selecting a technology partner, two things were crucial for Edwardian. One was the ease in connecting the hotel’s existing transactional systems into the platform, like the booking and spa systems, recalls Mrini:
Those systems have to remain as that's where the first point of contact for the guest is. When they make a booking, that's where data is first. To get that data very easily from so many different systems into one system was the number one priority.
Another priority was ease of configuration so employees would become less dependent on IT:
We created from within each department an administrator of their area and they didn't have to have any IT knowledge. If marketing wants to do something today, they don't have to get in touch with IT and say we want this kind of data and this screen. The way we have configured the platform they're able to self-service.
Into the cloud
Edwardian selected Salesforce on the basis that it could offer these core elements. The firm also wanted technology it could customize to fit its specific requirements, rather than having to compromise its strategy to accommodate the technology. Mrini explains:
Salesforce has the ability to be customized, that's the beauty of it. It took time for us to reach a point where the Salesforce team became so familiar with our business and our vision that they were able to say, we see where you’re going, this is how we can do it. They were able to help us because we invested that time in educating them about our business and how we see things.
Previously, Edwardian was using its own in-house systems and was not using any Salesforce technology, adds Mrini, noting that he's tracked the provider for a long time:
I met with Salesforce 20 years ago. At that time, I felt it wasn't really ready for the vision we had for our business and our employees. I have been keeping an eye on it since then and they have made amazing progress and made CRM available to everyone. It's no longer just sales and marketing, the whole customer 360 is what we were looking for.
Edwardian had actually identified Salesforce as the right tool to create the required connectivity and had just started some workshops with the tech vendor when the pandemic struck. Rather than hit pause, the company decided it was a great opportunity to drive ahead with the project and come out of the pandemic even stronger, he states:
We really worked tirelessly throughout lockdown with workshops every day, hours of configuration developments. We involved all the departments, including housekeeping, finance and food and beverage, and employees from all levels were coming to those workshops with Salesforce and our development team.
The company is now using Service Cloud, Sales Cloud, Marketing Cloud, CDP, MuleSoft, Trailhead, Audience Studio and Social Studio. Mrini says:
When we met with Salesforce, we said, 'Just give us everything and we’ll figure out what to do with it!'. We've got everything we need to cover that whole customer lifecycle and to make sure we don't leave any department out of that 360 loop.
The Salesforce deployment was up and running in about 12 months, which was the expected timeframe for a project involving so many different systems and huge amounts of data. The end result proved very intuitive and users accepted it more quickly than any other system Edwardian had implemented before. This was partly due to the Salesforce applications looking like the systems staff were already using, such as social platforms.
The main benefit the hotel group has seen so far is speed of execution. Whether it's a marketing decision, a campaign or a guest birthday that the service team need to know about to prepare a surprise cake - the execution of all that has become faster, says Mrini:
The data and the tools make it quicker than having to contact IT and say, we want to analyze this data and give us every guest who stayed with us last year and spent more than £500 and bought champagne. They're able to do that themselves, they don't need the data analyst.
Every employee now has that complete view of guests, which was another objective for the project and something that was previously a struggle. Staff can now see the whole customer journey in one screen, and not just when a customer reaches or contacts the team member directly.
Looking ahead, there are plans to do more with AI and the firm’s virtual host Edward, first launched in 2016, which has won many awards. Mrini is desparate to connect Edward with his Salesforce counterpart, Einstein:
“I want Edward to meet Einstein and start cooperating together. So more focus on AI to help our guests and our employees, not to take over.
Thu, 16 Jun 2022 12:00:00 -0500BRAINSUMentext/htmlhttps://diginomica.com/salesforce-checks-edwardian-hotels-provide-360-degree-customer-viewKillexams : It’s time to throw out your pipeline and double down on your customer base
Presented by Totango
How does a company succeed even as inflation and interest rates soar and the stock market struggles? In this digital-first era, recurring revenue and customer retention reign supreme. In fact, during periods of economic instability, it may be the only growth channel on which you can depend. You must protect your customer base by delivering value at every stage of their journeys, even as budgets get tighter.
“Customers today want everything better, faster, easier and cheaper,” explains industry expert and author Geoffrey Moore. “They’ll put you under the microscope to make sure you’re delivering and if they see no value, they’re not going to re-up.”
The annuity business model is more predictable than the lumpy sales model companies used to rely on — but only if you keep your customer base loyal. That’s why it’s critical your company reorients the sales funnel to focus on customer outcomes. Companies need to invest in technology that can help them reorient their teams toward customer success, and turn their customer journey into the company’s most lucrative product.
Embrace a value-driven model
How do you invert the pipeline so that customer value is the focus, not an afterthought?
The amount of change required to embrace this value-driven model can seem daunting. You may not know where to start or how to take control. On top of that, unwieldy monolith CS platformsone-trick ponies, and piecemeal CS solutions only create chaos.
It’s critical to find a solution that unifies your teams around targeted engagements, customer health data and reporting and powerful automation, like Totango’s Composable Customer Success Platform.
Deliver value on day 1
Your customers can only be your life raft if they remain engaged — so now is not the time to spend mountains of cash and countless hours preparing for a big bang installation that takes nine months to launch, let alone rely on outdated excel spreadsheets and awkwardly retrofitted CRMs.
“When your customer success platform requires heavy implementation, significant system admin intervention, or is hard to adjust, your teams become stuck in a reactive state — mired in inconsistencies, redundancies, gaps and lethargy,” says Dennis Reardon, chief revenue officer of Totango. “That adds up to poor retention, lack of expansion, higher churn rates, a burned-out team and declining NRR.”-Totango’s Composable Customer Success Platform invites you to dive into customer success today, see immediate results, and then scale as you grow. You can empower your teams to mix, match and build a foundation for success in mere seconds via Totango’s Customer Journey Marketplace, which includes customizable, best-practice templates (or apps) called SuccessBLOCs.
Your business is unique, and the same can be said for each of your customers. That’s why Totango not only offers best-practice templates, but also enables you to continuously personalize and iterate upon SuccessBLOCs to bring value to every customer — without having to hire expensive professionals to do the work for you.
“Thanks to the platform’s architecture, it’s easy to tweak the SuccessBLOCs to fit our business,” says Dione Hedgpeth, chief customer officer at Sumo Logic. “Totango has also implemented features for us that we believe are good for the industry at large. That type of customer attention is amazing.”
The power of automation
Your customer success solution must also be scalable so you can bring value to accounts of every size and importance. That’s where Totango’s powerful automation comes in. Automations keeps an eye on all your customers, triggering automatic actions or prompts for your team when needed, so that they’re always covered. It drives engagement that’s proactive and personalized to create a more consistent customer experience, and ultimately increases renewals and reduces costs.
“With Totango, we’re managing over 13,000 customers on a global scale in seven different languages with only seven customer success managers,” says Carlos Quezada, head of CS and SaaS operations at Aruba. “Totango’s automation helps us understand what the customer’s current state is and how to engage at the right time; and the Multidimensional Customer Health View allows us to get more granular as we segment our customers, which helps us be more effective and repeatable.”
With Totango’s Composable Customer Success Platform, your teams won’t waste their time scrambling to save relationships. Armed with key health metrics and powerful automation, they can instead proactively iterate on existing processes or brainstorm around new ones to bring even better value to customers — not to mention easily recognize exposure to market downturns and seize opportunities for expansion.
Know your customers — today
You can’t know what tomorrow will bring, but you can know your customer base. In fact, with a Totango Community Edition, you can get started for free identifying new ways to bring customers more value right now by activating the Invest in CS SuccessBLOC bundle, which includes:
Monitor Customer Health: Analyze risk exposure in your customer base and view real-time health.
Detect Risk: Identify key areas of risk and take action to protect business profitability.
Customer Marketing: Open communication with customers so that you can remind them why you are relevant for their business and drive efficient growth.
Wherever your organization is in making the shift to a value-driven model, these three SuccessBlocs can empower you to immediately strengthen your organization’s understanding and interactions with your customer base so they remain loyal and engaged — no matter what’s going on in the world!
Compose customer journeys together
Totango’s Customer Experience Canvas unites all your teams on an agile, shared visual workspace so they can design, build, run and measure your entire customer journey lifecycle seamlessly, together.
Here’s a look at how more Totango clients are using the Composable Customer Success Platform to dramatically Improve team functioning, drive success for their customers and deliver real-world ROI.
For Sumo Logic, Totango’s Composable Customer Success Platform is a one-stop-shop for its customer success managers, as well as other key teams. Hedgepeth credits the work done on the platform for the company’s 8% YoY logo retention improvement.
With a single platform that allows the company to load all activities and metrics, SumoLogic has been able to import key metrics into Salesforce for its sales team and integrate Asana for its professional services team, according to Hedgpeth. It’s also been a wonderful way to onboard managers quickly and make them look more competent in front of customers, Hedgpeth adds.
“We’re a high-growth company, and Totango helped us transition successfully from ‘everyone kinda does things their own way’ to a place where all the best practices were kept,” Hedgpeth says. “It integrates a more customer-facing project management, and the key milestones are all now automatically integrated in Totango. Thank goodness!”
Waystar turned to Totango’s platform to manage risk by streamlining data, unifying its team and gaining visibility into all its client success metrics.
“I would recommend Totango to any organization — whether they’re at the early stages of building a client success team or if they’re thinking about how to take their customer success a step further,” says Madhavi Bezwada, vice president of client success at Waystar. “We’ve identified YOY improvements with Totango — and that means greater client satisfaction, growth and retention, as well as team member satisfaction.”
Want to learn how the Composable Customer Success Platform can deliver strong growth for your company in any economy? Check out this webinar along with signing up for free and start creating your own customer journey with Totango today. Then, as you iterate, learn, and see immediate results, you can easily scale and grow to ensure your customer’s success remains your success.
Jamie Bertasi is President and Chief Operations Officer at Totango.
Sponsored articles are content produced by a company that is either paying for the post or has a business relationship with VentureBeat, and they’re always clearly marked. Content produced by our editorial team is never influenced by advertisers or sponsors in any way. For more information, contact email@example.com.Wed, 22 Jun 2022 01:35:00 -0500Jamie Bertasi, Totangoen-UStext/htmlhttps://venturebeat.com/2022/06/22/its-time-to-throw-out-your-pipeline-and-double-down-on-your-customer-base%ef%bf%bc/Killexams : Credential Sharing as a Service: The Hidden Risk of Low-Code/No-Code
According to the "2022 Verizon Data Breach Investigations Report," stolen credentials were the top path leading to data breaches. More often than phishing or exploiting vulnerabilities, attackers gain direct access to credentials, letting them virtually walk into victim organizations using the front door.
Low-code/no-code platforms make it extremely easy for users to share their credentials and embed their credentials into applications, thus drastically increasing the risk that employee mistakes will result in credentials leakage. Unintentionally, low-code/no-code development makes the No. 1 resource for attackers easier to obtain.
How Low-Code/No-Code Platforms Sacrifice Security For Productivity
Getting the required permissions to do your job in an enterprise can be very frustrating. It's not uncommon for new employees to wait more than a month before they have the full scope of permissions they need to access business data, review KPI dashboards, or join an internal communication channel.
The same thing is true, maybe even worse, for setting up a new application in the enterprise. Permissions requests typically need to be approved by your direct manager, their manager, and the team who owns the data/service. Some of the approvers might be in another continent with a time zone difference. It's next to impossible to start building an application without the required access to data/services, and so you end up waiting.
After you manage to get the right access for your application, you are finally ready to start building. A few months go by. Suddenly, you get a notification that your application has failed. A quick analysis shows that its permissions have been revoked. Enterprises typically set up an automated process that revokes access every few months, unless permissions are explicitly asked for by the application maker. This process is necessary to comply with regulations and reduce over-permissions, but it has its downsides — namely a periodic manual process that could hinder productivity.
Low-code/no-code is an attempt to empower every employee, especially business professionals, to address their own issues with custom-built applications and automations. Vendors do this by systematically identifying and removing roadblocks for building applications. Is learning to code challenging or scary? A drag-and-drop interface can help lower the barrier to entry. Is integration difficult? A wide range of managed connectors will remove the need to know what an application programming interface (API) is or how to interact with it. Is asking for permissions slowing you down? Sharing identities and leveraging existing user access can provide a quick alternative.
To boost innovation, low-code/no-code platforms allow their users to leverage their existing user identity, embed it within an application, and by doing so circumvent the enterprise permissions model entirely. For an outside viewer in security or IT, the application doesn't exist, and everyone using it is actually running it on its maker's account.
Wait, But How?
If you're thinking that there are better solutions out there than letting the application impersonate its maker, you are partially right.
In accurate years, OAuth has been the de-facto standard for granting application access. Any time you go to a software-as-a-service (SaaS) marketplace, pick up a third-party integration, and get prompted with a small login and consent pop-up, you're most likely using OAuth. OAuth has many different consent flows, all resulting in the familiar pop-up experience. A key distinction is whether consent is granted to the application directly or on behalf of its currently signed-in user. Although this might sound like a minor detail, it is actually the root cause of the low-code/no-code identity problem.
When an application is granted consent directly, it is issued its own identity, separate from that of the user who granted the consent. The application identity can be monitored for suspicious authentication or access patterns, and its permissions can be revoked at any time by a security or IT admin. Controls like IP restriction can be put in place to take advantage of the static nature of the infrastructure that the application runs on. Every application can have a separate identity, with separate access restrictions, and can be monitored and acted up--on separately. Another useful implication of application identity is admin control.
Granting consent on behalf of the currently signed-in application user, however, has very different implications. The application gains access to resources using its user's identity for the limited time when the user uses the app. On-behalf access means that the application is actually using its user's identity directly when querying external resources. Moreover, using multiple applications will result in all of them using the same identity: the user's identity. IT or security admins looking at logs will not be able to easily distinguish between the user or any application used by the user. Granting application access on behalf of users was originally designed to allow temporary access only while a user is actively using the application.
In many cases, services allow applications to gain access on behalf of users but deny applications direct access to service APIs. This raises an interesting question: If an application can only gain access to data on behalf of a user, how can it access data when no user is interacting with it? Creative engineers have come up with a solution. The application logs in as a user once, then records its authentication token and keeps on using it even after the user has logged off the application. In the case of low-code/no-code applications, that user is typically the application's creator. User authentication tokens are supposed to be short-lived in order to prevent this workaround. In practice, however, most services issue tokens that are valid for 12 months.
Let's say a business professional creates an application. Instead of having to wait for approval of an application identity or permissions, they use access on behalf of a user — in this case, their own. The application requires them to log in once (say to Salesforce or SharePoint), records their own private authentication token, and reuses it at will. Even if another user is using the application, it will still use its maker's identity.
There are ways to build low-code/no-code applications with dedicated identities — for example, by using service accounts. However, the methods are not very widely used.
Recall the positive properties of application identity stated above: The application can be monitored, its access to data can be controlled, and its privileges can be revoked. None of this is true when low-code/no-code platforms are embedded with their creator's identity. Every application a business professional makes might have their user identity built into it. Security and IT teams analyzing access logs will have no way to know that these applications even exist.
Recording and replaying user authentication tokens as a way to grant applications access to resources has another implication: They open the door to simple and easy identity sharing among users. This manifests in a common low-code/no-code feature typically referred to as connections. Connections are how low-code/no-code applications gain access to resources like Slack, NetSuite, or BambooHR. They allow read operations, like studying employee HR data; write operations, like the ERP on accurate sales; and delete operations, like permanently deleting a Slack channel. Connections are first-class objects, which means they can be created by one user and shared with another user, an entire team, or even an entire organization. Technically speaking, these are wrappers around user authentication tokens or hard-coded credentials.
When a user creates and shares a connection to Microsoft Office, for example, it is akin to them sharing their password. However, if a team of developers is collaborating on a project, they often need to be able to share an application identity with each other. Connection sharing enables working together in a team on a shared project, but unfortunately it can also enable users to share their identities with each other. Since many low-code/no-code applications are built with the creator's identity embedded within, identity sharing is a common risk low-code/no-code platforms introduce.
To make matters worse, credential sharing is just way too easy on many platforms. A single checkbox stands between you and sharing your identity — for example, your ServiceNow or Salesforce account — with your entire organization. In some cases, sharing an application with other users implicitly shares its underlying connections too.
This is a crucial point. Under certain circumstances, users who gain access to a business application will gain direct access to its underlying database implicitly, without direct consent or knowledge. Take an expense management application, for example. There's a big difference between letting people use the application to submit their expense reports and giving them access to the underlying database with everyone's expense reports within it.
Unintentionally, low-code/no-code applications make credentials — the No. 1 resource that attackers are after — easier to obtain.
Where Do We Go From Here?
As we've seen, low-code/no-code platforms had to overcome many challenges in making enterprise applications easy to build for everyone from professional to business developers. Sometimes, the solutions come at a cost. In the case of credentials, the ability to move fast is unfortunately coupled with the ability to break things — namely, the enterprise identity model.
It is important to mention here the immense value that low-code/no-code platforms create for the enterprise: reducing the time between idea and execution, lowering the bar for application development, and increasing business velocity.
Platforms cannot be expected to resolve security concerns on their own; it is a responsibility shared between the platform and its customers. To reduce the risk, security teams should familiarize themselves with the ways identities are treated as part of the low-code/no-code platforms their organizations use. Most platforms can be configured to reduce the level of credential sharing and turn off implicit sharing.
More importantly, security teams must realize that low-code/no-code platforms introduce an inherent new risk into the enterprise that cannot be mitigated by traditional monitoring approaches because of the confusion between application and user identities. Therefore, security teams should invest in guiding business developers, reviewing potentially risky applications, and taking action to mitigate risk.
Mon, 27 Jun 2022 11:36:00 -0500entext/htmlhttps://www.darkreading.com/dr-tech/credential-sharing-as-a-service-hidden-risk-of-low-code-no-codeKillexams : Tackling greenwashing with cloud technology
In this guest post, Justin Keeble, managing director for global sustainability at public cloud giant Google Cloud, sets out why – in the current technology landscape – companies should not be resorting to greenwashing to artificially inflate their environmental standing
Greenwashing is a murky business. In the wake of last year’s COP 26 conference, businesses large and small have been held to a new wave of sustainability standards, and some have acted unethically to stay afloat.
In the UK alone, a number of regulatory bodies moved to hold businesses to account last year, with the likes of the Financial Conduct Authority and Competition and Markets Authority both setting new standards to stamp out misleading climate claims from January 2022. Meanwhile, the UK government is ramping up efforts to ensure ESG compliance in passing two new laws earlier this year for companies and limited liability partnerships, mandating organisations to produce a sustainability information statement in their annual reporting.
Despite this backdrop, recently commissioned research from Google Cloud confirmed that greenwashing continues to be an uncomfortable truth in the corporate world. According to the report, which looked at the state of play across the Environmental, Social, and Governance (ESG) landscape, a stagginering 71% of UK executives agree that green hypocrisy exists, and that their organisation overstates sustainability efforts.
Importantly, this isn’t always with malintent. The majority of executives (72%) feel their organisation does in fact prioritise ESG efforts, with 64% adding that those they work with want to advocate sustainable change, but just don’t know how.
Whether it be actively or accidentally, any company engaging in green hypocrisy runs the risk of irreparably damaging both stakeholder and customer relationships, and crumbling their credibility. To avoid this, businesses must look to implement achievable and effective sustainability strategies, and an authentic means to measure their progress. Cloud technology can help with both.
According to our research, over 9 in 10 UK executives feel technology makes it possible for their organisation to be more sustainable. More often than not, tech innovation holds a central role in driving sustainable business processes, practices and operations, and cloud service providers (CSPs) are committed to advancing these areas of innovation. In delivering public cloud technology over the public internet, CSPs have transformed the pursuit and measurement of sustainability goals, and empower their customers to do the same.
The first step to becoming more sustainable is to recognise what needs to change. Leaders must gain a holistic view of their operations and outputs, and adopt accurate measurement capabilities to track their progress. They need both access to data, and visibility on how it can be applied for sustainable ends.
With the data analytics tools offered by cloud providers, businesses can access real-time insights into datacentre and regional energy consumption. This level of visibility enables them to consider the carbon impact of where services are running, and make greener IT decisions as a result.
As part of Google Cloud’s commitment to operate on 24/7 carbon-free energy by 2030, we measure the carbon free energy output of each of our datacentres using the Carbon Free Energy Percentage (CFE%), and share this information with our customers. This kind of data, often enhanced by the range of location-based and artificial intelligence (AI) technologies offered by cloud providers today, allows customers to accurately measure, track and report on their gross cloud-related carbon emissions, and make more informed sustainability decisions.
To take one example, Google partner Salesforce has long leveraged CFE% data to inform its IT strategy, enabling the business to deliver its customers with a carbon-neutral cloud every day. Last year, Salesforce went one step further, integrating the Google Cloud Platform into its own carbon accounting platform. With Salesforce Net Zero Cloud, the business hopes to support its customers on their path to Net Zero, leveraging data-driven insights and visualisations to track and reduce carbon emissions, and drive sustainable change.
Despite the majority of executives agreeing that technology makes it possible for their business to be more sustainable, just 32% say that technology currently reduces its overall environmental impact. These executives are missing out on a huge opportunity.
Visibility to prompt possible change is a vital first step, but the practical solutions offered by public cloud technology are equally, if not more, important. The breadth and depth of solutions in artificial intelligence, machine learning and more made accessible through cloud providers today has made previously inconceivable sustainability goals a reality, and ambitious brands across several sectors are reaping the benefits.
Moving from supply to point of purchase, another innovative use of cloud AI technology is being spearheaded by ethical cosmetics brand Lush. In an important shift for its 900-strong store portfolio, the brand opened up its first ‘Naked’ packaging-free store in Manchester in 2019. Using Google AI, Lush built its own mobile app for in-store employees, utilising augmented reality to recognise products and overlay product information. In using the app at point of purchase, shop assistants can process the payment without relying on printed barcodes or details, removing the need for plastic packaging.
It’s widely accepted that greenwashing is unethical, but as these innovative businesses demonstrate, it is also unnecessary. Advancements in technology means there are often no excuses for falling short of climate commitments, and certainly no excuses for claiming otherwise when one does. Armed with the right tools, businesses of all kinds can set achievable ESG goals, and implement the means to measure, reach and even exceed them.
Tue, 21 Jun 2022 02:37:00 -0500entext/htmlhttps://www.computerweekly.com/blog/Green-Tech/Tackling-greenwashing-with-cloud-technologyKillexams : Building the sustainable HPC environments of the future
In this guest post, Mischa van Kesteren, sustainability officer at HPC systems integrator OCF runs through the wide variety of ways that large-scale computing environments can be made to run more energy efficiently.
Supercomputers are becoming more energy hungry. The pursuit of Moore’s Law and ever greater hardware performance has led to manufacturers massively ramping up the power consumption of components.
For example, a typical high performance computing (HPC) CPU from 10 years ago would have a thermal design power (TDP) of 115 Watts – today that figure is closer to 200.
Modern GPUs can exceed 400 Watts. Even network switches, which used to be an afterthought from a power consumption perspective can now consume over 1KW of power in a single switch.
And the race to achieve exascale has pushed the power consumption of the fastest supercomputer on the planet from 7.9MW in 2012 to 29.9MW in 2022.
In this era of climate chaos, is this justifiable? Ultimately, yes. Whilst 29.9MW is enough electricity to power 22,000 average UK households, the research performed on these large systems is some of the most crucial to how we will navigate the challenges we are facing and those to come, whether that’s research into climate change, renewable energy or to combat disease.
It is vital, however, that we continuously strive to find ways of running HPC infrastructures as efficiently as possible.
The push for energy efficiency
The most common method of measuring the power efficiency of a datacentre is through its power utilisation efficiency (PUE). Traditional air-cooled infrastructure blows hot air through the servers, switches and storage to cool their components and then air-conditioning is used to remove the heat from that air before recirculating it. And this all consumes a lot of power.
The air-cooling often has a PUE in excess of two, meaning the datacentre consumes twice as much power as the IT equipment. The goal is to reduce the PUE of the HPC infrastructure as close to one as possible (or even lower).
A more efficient method is to cool the hot air with water. Water transfers heat over 20 times faster than air making it far better for cooling hardware. Air cooled components can use water through rear door heat exchangers which place a large radiator at the rear of the rack (filled with cold water), cooling all the hot air that is exhausted by the servers.
Get the flow rate and water temperature right and you can remove the need for air conditioning all together. This can get the PUE down to closer to 1.4.
Alternatively, components can be fitted with water blocks on the CPU, GPU, networking etc, which directly cool the components, removing the need for air cooling all together. This is far more efficient, bringing the PUE down further, possibly to less than 1.1.
Reusing waste datacentre heat
Ultimately, we need to do something with the waste heat. A good option is to make use of free cooling. This is where you use the air temperature outside to cool the water in your system. The highest outdoor temperature recorded in the UK was 38.7 °C.
Computer components are rated to run at up to double that so as long as the transfer medium is efficient enough (like water) you can always cool your components for just the energy used by the pumps. This is one of the reasons why you hear about datacentres in Norway and Iceland being so competitive – they can make use of free cooling far more judiciously due to their lower temperatures.
Taking things one step further, the heat can be used for practical purposes rather than exhausted into the air. There are a few innovative datacentres which have partnerships with local communities to provide heating to homes from their exhaust heat, or even the local swimming pool. The energy these homes would have consumed to heat themselves has in theory been saved, which can bring the PUE of the total system below one.
The next step which is being investigated is to store the heat in salt, which can hold it indefinitely, to make allowances for the differences in heating requirements and compute utilisation. Imagine the knock-on effect of the traditional Christmas maintenance window where IT infrastructure is turned off just when those local households need heat the most.
One thing you may have noticed about all of these solutions is they are largely only practical at scale. It is not a coincidence that vast cloud datacentres and colocation facilities are the places where these innovations are being tested, that is where they work best. The good news is the industry seems to be moving in that direction anyway – as the age of the broom cupboard server room is fading.
The power consumption of the cloud giants
However, in the pursuit of economies of scale, public cloud providers are operating huge fleets of servers, many of which are underutilised. This can be clearly seen in the difference in price between on demand instances that run when you want them to (typically at peak times) and ‘spot’ instances which run when it is most affordable for the cloud provider.
Spot instances can be up to 90% cheaper. As cloud pricing is based almost entirely on the power consumption of the instance you are running, there must be a huge amount of wasted energy costed into the price of the standard instances.
Making use of spot instances allows you to run HPC jobs in an affordable manner, and in the excess capacity of the cloud datacentres, improving their overall efficiency. If you are running your workloads on demand, however, you can make this inefficiency worse.
Luckily HPC workloads often can fit the spot model. Users are familiar with the interaction of submitting a job and walking away, letting the scheduler determine when the best time to run that job is.
Most of the major cloud providers offer the functionality to set a maximum price you are willing to pay when you submit a job and wait for the spot market to reach that price point.
This is only one element of HPC energy efficiency, there is a whole other world of making job times shorter through improved coding, right sizing hardware to fit workloads and enabling power saving features on the hardware itself to name a few.
HPC sustainability is such a huge challenge that involves everyone who interacts with the HPC, not just the designers and infrastructure planners. However, that is a good place to start. Talking to those individuals that can build in the right technologies from the start ensures that they will provide you with a sustainable HPC fit for the future.
Thu, 14 Jul 2022 02:39:00 -0500entext/htmlhttps://www.computerweekly.com/blog/Green-Tech/Building-the-sustainable-HPC-environments-of-the-futureKillexams : Better Buy: Salesforce or All 30 Dow Jones Stocks?
Salesforce(NYSE: CRM) shares started getting crushed in November 2021, falling on the order of 50% between then and last month's low. Now that the market's bearish dust appears to be settling, though, investors are seeing this company is still on track for 20% sales growth this year, to be followed by another 18% top-line improvement next year. What's not to like about this Dow Jones Industrial Average constituent, particularly following its steep sell-off?
Before taking that plunge, though, take a breath, a step back, and a more scrutinizing look at your situation. Salesforce isn't necessarily a bad stock to own. It may not be the best stock for you to step into right now, however.
An impressive company, but...
If you're not familiar, Salesforce is one of the pioneers of the cloud computing arena, launching its online customer-management service even before "cloud" became a commonly used term. Salesforce.com debuted its web-based offering back in 1999 and has since evolved into a platform used by more than 150,000 enterprises in need of a way to make their salespeople and sales processes more efficient. The company's offerings are dramatically deeper and wider than they were a little over 20 years ago, but customer management is still the heart of what it does.
People are also reading…
The company's only scratched the surface of what it could be, though. As noted, revenue is projected to grow to the tune of 20% this year, yet as the customer relationship management (CRM) market's leader, Salesforce is positioned to capture more than its fair share of the CRM market's annualized average growth of 13.3% that Precedence Research sees taking shape through 2030. Not bad.
Owning a piece of Salesforce, however, still presents the problems that owning any individual technology growth stock does. That is, you're always just one competitor's unexpected development away from trouble, and subject to unnerving volatility while you're hoping that never happens.
There's a better way, especially if you're not even completely sure about jumping into a new Salesforce position. That better way is buying into the entire Dow Jones Industrial Average that Salesforce is a part of anyway with a fund like the SPDR Dow Jones Industrial Average ETF Trust(NYSEMKT: DIA).
Define your ultimate goal
Boring? Maybe a little, but we don't invest for entertainment. We invest to generate the best returns as realistically possible while taking on as little risk as possible. For most investors -- and particularly for investors without a well-diversified portfolio -- an index fund is a far wiser means of achieving this than owning an individual stock is.
Just look at the performance of the two prospects in question to see how this argument holds up. The Dow Jones Industrial Average ETF Trust is down for the year, but not nearly as much as Salesforce is. Indeed, the Dow has only fallen about half as far a CRM shares have since logging their high back in November. You may be mulling a move into the stock, but lots of investors' confidence in Salesforce has been shaken to the core. Yours could suffer the same fate if the stock dishes out a similar setback again in the future.
Granted, Salesforce stock also outperformed the Dow Jones Industrial Average last year and the year before -- by a country mile. Outsized gains like this are the key reason you'd choose the risk of individual stocks over a basket of them. If your portfolio currently includes at least a couple dozen other stocks spread out (fairly) evenly across all the major sectors, CRM shares' dip is a reasonable, calculated risk.
Most of us just don't have that sort of diversification in a portfolio built out of single stocks, though. It's tough to find 25 to 30 solid equities you feel good enough about to buy in the first place; keeping tabs on each of them is even tougher and more time-consuming.
It's just a suggestion -- not a commandment. No two investors' situations are exactly alike. It's possible your situation can justify taking on a risk like betting on one company in a competitive market rather than minimizing your risk by betting on a bunch of different blue chip stocks.
The fact that you're studying this commentary, however, indicates you're not entirely sure which of the two options makes the most sense for you at this time. That's telling in and of itself. It's telling you that your portfolio lacks the foundation of index-based funds and other ways of diversifying that need to be put in place first... before taking a shot on a clearly volatile tech stock.
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Tue, 28 Jun 2022 01:32:00 -0500entext/htmlhttps://poststar.com/business/article_e49d92c4-fb59-57c1-9285-f6f8893405c5.htmlKillexams : Higher Education Turns to Data Analytics to Bolster Student Success
In an effort to Improve student retention, Gannon University administrators are using data analytics to identify at-risk students — and they’re doing it even before freshmen students set foot on campus.
For example, statistics show a strong correlation between high school GPA and first-year college performance, says Steve Mauro, vice president for strategy and campus operations at Gannon, a private Catholic university based in Erie, Penn.
“We know the threshold that puts them at risk, so when we accepted these new students, we made sure we paired them with advisers and had them sign up for classes that focused on their strengths their first year, and avoided classes where they had weaknesses,” he says. “That way, they can get off to a good start.”
Higher education institutions are increasingly investing in data analytics to identify students at risk of dropping out, paying particular attention to first-generation students and those who come from low-income backgrounds or historically marginalized communities.
When colleges identify at-risk students, they can intervene with technology, support services and campus resources, such as tutoring and financial aid, to help students succeed academically and flourish on campus.
“Higher education is shifting from expecting students to be ‘college ready,’ and instead, they are increasingly recognizing that they need to become ‘student ready,’” says Kathe Pelletier, director of EDUCAUSE’s teaching and learning program.
In fact, demand for student success analytics increased by 66 percent during the pandemic as most colleges and universities pivoted to remote learning, according to a 2020 EDUCAUSE survey.
Gannon, which began using data analytics four years ago, uses a homegrown application with a central database that collects and aggregates more than 100 student data points from applications across campus.
A computer model determines which data points are most important for student success and figures out which students have those risk factors, Mauro says.
Administrators focus on three areas: students’ academic preparation and performance, financial well-being, and engagement, such as whether students have developed a community on campus, he says. More recently, the university has also monitored students’ health and wellness, especially as students dealt with increased anxiety and stress during the pandemic.
“We use technology to identify what risk factors are most present and which students have them so we can form interventions for students even before a problem becomes a problem,” Mauro says.
If students say, ‘I’m thinking about leaving,’ we provide targeted outreach to those students.”
Tadarrayl Starke Associate Vice Provost for Student Success, University of Connecticut
For example, incoming freshmen may struggle with homesickness or feeling as if they don’t belong. Gannon’s data shows that first-year students who do not attend orientation or fill out a college survey are more likely to not engage in campus activities in their first semesters, Mauro says.
To help these students create community, the university proactively pairs them up with advisers and other students to make sure they have connections and people to talk to.
“It really helps them get plugged into the university,” Mauro says.
Gannon staff and administrators check a data dashboard four or five times each semester, including at key grading periods. If students are flagged as struggling, the advising center or the student development and engagement office reaches out to check on them.
Since deploying the data analytics tool in 2017, Gannon University has seen retention rates for its first-year students grow from 80 percent to 84 percent, Mauro says.
The University of Kentucky launched a student success initiative five years ago when its board of trustees challenged administrators to Improve student retention and graduation rates, says Kirsten Turner, UK’s vice president for student success.
The Lexington, Ky., institution took a three-pronged approach: create a culture of evidence and be informed through business intelligence, develop a strategic communications infrastructure to reach out to at-risk students, and build a culture of care by designing interventions and programs to help students succeed, such as tutoring, advising and financial aid, Turner says.
UK standardized on an SAP HANA enterprise data warehouse that ingests data from 40 applications and databases. The staff uses Tableau software to analyze the data and identify students who may need support with academics, financial stability, health and social well-being. Then they use Salesforce customer relationship management software to call, text or email them.
Every week, about 80 administrators and staff members meet to discuss real-time student data — looking at big-picture trends and drilling down to find specific students who need assistance.
When we accepted these new students, we made sure we paired them with advisers and had them sign up for classes that focused on their strengths their first year, and avoided classes where they had weaknesses.”
Steve Mauro Vice President for Strategy and Campus Operations, Gannon University
It’s an open and collaborative environment where a staff member tasked with frontline student support could say, “I’m starting to see a weird dynamic with this subpopulation. Can we look into this and the data?” says Turner.
UK uses predictive models to estimate how many first-year students will return for a second year, and applies interventions to change those predictions, she says.
For instance, UK uses predictive analytics to identify freshmen who need financial assistance and provide them with additional grant money to increase their likelihood of staying enrolled, says Todd Brann, UK’s executive director of institutional research, analytics and decision support.
In 2016, for example, he identified 178 students who could use financial support. If they didn’t get additional financial aid, he estimated that only 60 percent would continue their studies at UK for a second year. Through predictive analytics, he estimated that 75 percent of those students would be retained if the university provided additional funds.
UK developed a new scholarship program targeted toward those students that fall, and after they received one-time grants, 76 percent returned the next year, Brann says. Since then, the university has expanded that grant program to support 500 freshmen students every year.
Overall, UK’s student success efforts have paid off. The university has increased first-year retention by slightly more than 4 percent, from approximately 82 percent in 2016 to 86 percent in 2020, Brann says.
The University of Connecticut analyzes existing student data, but it also conducts student surveys to capture new insights — and, in the process, help administrators identify students at risk.
UConn, located in Storrs, Conn., has developed a software suite in-house called Nexus that is designed to enlist the entire campus community in improving student retention and success. Students can log in to the app 24/7 to create study groups with classmates, schedule advising and tutoring appointments, and connect with mentors and other resources.
On occasion, the university asks students to fill out a short online survey when they log in. It’s a 60-second survey that asks critical questions, such as how they are doing and whether they are thinking about leaving the university, says Tadarrayl Starke, UConn’s associate vice provost for student success.
If students haven’t found a community, we tell them, ‘Here are groups you can connect to’ or ‘Here are a couple of ideas you may consider.’”
Tadarrayl Starke Associate Vice Provost for Student Success, University of Connecticut
“If students say, ‘I’m thinking about leaving,’ we provide targeted outreach to those students,” he says. “If students haven’t found a community, we tell them, ‘Here are groups you can connect to’ or ‘Here are a couple of ideas you may consider.’”
The Nexus app also integrates student data, including academic and behavioral data, from applications across campus to drive early intervention. Advisers, for example, can use the app to monitor student performance, communicate with students and track interactions.
“That system is phenomenal,” Starke says. “It gives us a well-rounded picture of students and allows us to better assist and support them. It’s not just looking at their classroom experience, but their entire experience at UConn.”
UConn’s Office of Institutional Research has also built data dashboards that help administrators identify at-risk students — for instance, to see how many students are on academic probation or have received Ds or Fs or withdrawn from their classes.
UConn’s Success 360 program, which serves first-generation students, uses the data to identify students who may need support so the university can proactively reach out. For example, if students have an academic hold because they owe $500, the university can offer grants to help them pay off their tuition, Starke says.
“It’s designed to assist and support first-generation students even if they haven’t come in to talk to us,” he says.
That’s important because first-generation students are less likely to know who on campus to talk to and what questions to ask because they may not have parents or family members who can advise them on how to navigate college, Starke says.
Success 360, made up of a committee of UConn administrators, staff and faculty from departments across campus, takes a holistic approach. If students have financial problems, they could potentially be food insecure, which can affect academic performance. UConn can assist with that too, by providing emergency grants or free food from the university’s food pantry, he says.
“We review students’ files, see what the issues are and then say, ‘Let’s bring the students in to talk to them and see how we can help them eliminate some of their roadblocks,’” Starke says.
Tue, 12 Oct 2021 06:24:00 -0500Wylie Wongentext/htmlhttps://edtechmagazine.com/higher/article/2021/10/higher-education-turns-data-analytics-bolster-student-successKillexams : Loop & Tie Launches Team Management, Enabling Lifecycle Gifting for Customer Experience
AUSTIN, Texas, July 05, 2022 (GLOBE NEWSWIRE) -- Loop & Tie, a leading platform for sustainable corporate gifting, announced today the introduction of their Teams offering, a feature designed to enable gifting throughout the customer lifecycle. The feature allows multiple teams within an organization to share a Loop & Tie platform license while maintaining segmented gift performance data, as well as providing organization-wide oversight and performance insights for executives and program administrators.
"Corporate budgets are quickly tightening, and that affects gifting on both ends of the spectrum," said Molly Falco, Director, Product Marketing at Loop & Tie. "Old-school gifting platform pricing is cost prohibitive for most businesses, but being able to deploy gifts to prospects and customers is key for those businesses in securing and retaining customers of their own.
"With the release of Teams, Loop & Tie is creating a cost-effective solution for businesses looking to increase their gifting touchpoints without burning budget on their gifting platform. Teams means all hands on deck; every part of an organization is enabled to use gifting to engage prospects, customers, and employees, and those programs are measurable and distinct by team, every step of the way."
The new Teams offering also enables organizations to choose from multiple options in budget management, maintain gift inventory segmentation between teams, and manage team-specific creative assets, like images and email templates.
Combined with existing functionality like native Salesforce Gifting and Campaigns, the Teams offering ensures corporate teams have an extensible platform that meets all their needs.
"With businesses across the globe feeling the impact of the economic downturn, we're happy to launch the Teams functionality knowing companies will require cost-efficient ways to show appreciation that align with reduced budgets," said Sara Rodell, Loop & Tie Founder and CEO.
The Teams feature will be available for new and existing Loop & Tie customers starting today, and will continue to grow over the next year as part of a 365-day continuous development plan. For more information or to speak to the Loop & Tie team, please visit loopandtie.com.
About Loop & Tie
Loop & Tie is the first and only carbon regenerative corporate gifting platform, enabling direct mail and gifting programs businesses can feel good about. Focused on sustainability at scale, Loop & Tie marketplace gifts are selected to bring corporate gifting budgets to small and artisan makers, women-owned businesses, BIPOC- and minority-owned businesses, and businesses making a direct positive impact on environmental sustainability issues. Founded in 2017, Loop & Tie is privately held and headquartered in Austin, TX, with a fully remote, global workforce.