Salesforce Chatter: The Pros and Cons #salesforce #integration #best #practices


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New Social Network for Businesses From Salesforce.com

Salesforce is the dominant customer resource management (CRM) system, and according to the company, it s used by more than 77,000 businesses.

In response to the increasingly social nature of the web and the need for collaboration, Salesforce has introduced a social and collaborative function for its users called Chatter .

Similar to a combination of Google Wave, Twitter and Facebook, Chatter allows users to form a community within their business that can be used for secure collaboration and knowledge-sharing.

The application is free to people who already have a Salesforce account, and it is available for a $15 per user fee to businesses that don t already use Salesforce, albeit with limited features.

To decide if Chatter is right for your business, check out these key features and drawbacks.

Pro #1: Follow Documents as Well as People

For teams collaborating on a big presentation or proposal, this feature is awesome! You can receive updates on the progress of any document. whether it s a PDF, PowerPoint, or Word doc, and respond with guidance or comments to your colleagues in real time. This is a killer app for businesses that have dispersed workforces.

Chatter in action. Here, a team is collaborating on an upcoming presentation in real time, and providing contextual information to guide the discussion.

Pro #2: Follow Specific Service Records or Sales Cycles

Tracking the lifecycle of a customer service request or sales prospect is an incredibly valuable feature of Chatter. Managers especially may find this tool useful, as it gives them a top-level view of the progress on all key accounts. This is also a useful tool for attributing activity to individual employees.

Pro #3: Integrate Twitter Data into Your Profile

The Chatter system makes it easy to follow companies or individuals from within your broader Salesforce profile. The integration allows for data from companies to be appended to their internal records. so you can see the latest news from businesses while processing additional deliverables for that company.

Pro #4: Collaborate Securely

Using public social network tools to collaborate can leave important proprietary information out in the open, which no business wants to do. Chatter enables the same ease of use and accessibility of public social networks, but all collaboration takes place in Salesforce s secure cloud. which tens of thousands of businesses already trust with highly sensitive information.

Pro #5: Post Status Updates Within Salesforce

Knowing what your key employees and teammates are doing during the workday can dramatically increase productivity and the quality of work. as this ability lowers distractions and enables more knowledge-sharing.

Chatter status update. Jim Halpert, one of the main characters on NBC s The Office, shows an example of status updates within the Chatter platform. Chatter updates are within the company firewall, and help to inform your colleagues of what you re currently doing.

Con #1: Need to Be a Salesforce User for Full Access

Salesforce licenses cost more than $700 per user per year for the professional version. If your business is not using Salesforce currently, this can be a hefty investment. Also, non-sales employees likely do not have licenses for Salesforce, which could restrict the benefits you gain from beginning to use Chatter for projects.

Con #2: Best for Mostly Large Organizations

Because it is an enterprise-grade solution for an enterprise-grade sales management platform, very large businesses have the most to gain from implementing Chatter. Smaller firms with fewer locations have less need for this sort of collaboration. and moderately priced solutions like 37Signals Basecamp and Campfire might by better-suited to their needs.

Overall, Chatter feels like a big step in the right direction for sales organizations to get more social and community-oriented with their sales approach. The application can decrease duplicated work, increase the efficiency and speed at which a sales team acts on opportunities and improve internal communications. Though it s rather costly and probably more useful for large businesses, Chatter is powerful enough to warrant further exploration of your business needs.

What do you think about Chatter? Have you tried it out? Leave your comments in the box below.

Related Posts


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Knowledge Shelf

by Robert Barger, MBA, PMP May 25, 2017

As a project manager, you need meetings in order to increase collaboration and resolve obstacles, but you may be taking productive time from the team member’s workday. Recognizing this helps you understand that maximizing your time together is essential. Learn how to make your meetings efficient, purposeful and interesting.

Leadership

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA May 30, 2017

Question: Okay, I’m not proud of how this project ended, but management is blaming me…me! There were lots of moving people and parts to this one, and we knew from the beginning it would be a challenge. But how do I react to the accusations? I want to be sure no one goes away thinking it was my fault, because I don’t think it is. What do I say so that the proper culprits will be blamed and my reputation comes out unscathed?

featured webinar

by Shawn Stratton

May 17, 2017 | 62:18 | Views: 1,537 | PDUs: 1.00 | Rating: 5.65 / 7

Handling conflicts in the workplace is a challenging, but necessary, reality for a Project Manager. How a leader deals with conflict either serves to better a team or contributes to its demise.

Voices on Project Management

from Voices on Project Management posted by Peter Tarhanidis on May 31, 2017

By Peter Tarhanidis Whenever I m in a leadership role I try to be sensitive to the level of influence I gain, retain and lose. Influence is a precious commodity for a leader. And it can be di.

Most Recent

from Project Management Central posted by Pamela Dickerman on May 31, 2017

It has been over 4 weeks now and per the PDU docs, we should have them. Any news or has anyone else gotten theirs? Note that I did reload the sessions often as we kept having the voice problems. I’.

from Project Management Central posted by Tam Nguyen on May 31, 2017

Can someone explain what is the meaning of Risk neutral.

from Project Management Central posted by Tam Nguyen on May 31, 2017

Can someone explain why Enterprise Environment Factor is the input of Communication Project Management Plan.

from Game Theory in Management posted by MICHAEL HATFIELD on May 29, 2017

Aristotle s ingredients for persuasion, or appeals, the basis for creating an argument, were as follows: Pathos, from where we get the modern term pathet.

from An Influential Project Manager posted by Colin Gautrey on May 31, 2017

Think about your strategy in terms of the key things you need to influence to achieve your goal. These may be stepping stones of influence achieve this, and then achieve that. Alternatively, y.

from Project Management Central posted by Alexandre Leprevost on May 17, 2017

Hello As a member of a pm/consultants team, i am looking for a tool or an excel template to track.all projects progression (start and dtop date, progression) and not as detailed as a Gant chart. My.

from Risk Insights from The Risk Doctor posted by David Hillson on May 30, 2017

The word risk is a common and widely-used part of today s vocabulary, relating to personal circumstances (health, pensions, insurance, investments etc.), society (terrorism, econom.

from Project Management Central posted by Stephen Grey on May 31, 2017

This is not a question but I want to draw the attention of the community to draft guidelines for cost contingency estimation that have been released for comment by the Australian Department of Infrast.

by Jakub Marciniak May 30, 2017

Spending decisions in a PMO can foster or impede the organization. The process is volatile by the nature of its political implications. To allocate budget and resources in a smart way—and to achieve organizational goals—a measurable approach needs to take the following dimensions into consideration…

by Michael Wood May 25, 2017

For CIOs in 2017, the issues and challenges are not getting any easier. What should CIOs—especially in smaller to mid-sized organizations—focus on to improve their job life expectancy?

by Kevin Coleman May 25, 2017

With so much projected to take place technologically in the next several years, organizations must be ready to respond. Those that fail to consider several forces into their strategy development will likely suffer slow global economic growth, diminishing market share and business failure. With so much going on, the pressure on program and project managers will be substantial.

by Paul Baumgartner, PMP May 24, 2017

Why do you have to make things so complicated? Using buzzwords and bafflement as a tactic to gain approval is diminishing in practice, and PMs lead the way with their ability to analyze, educate and prioritize to get approvals right.

by Andy Jordan May 24, 2017

Complex projects are often feared as an inevitable drain on resources, a source of never-ending problems and a cause of immense frustration. They can be all those things, but they can also be an organizational springboard to tremendous success.

by Mike Donoghue May 24, 2017

When you make the effort to determine if a project is actually complex, you can often figure it out pretty quickly based on a combination of the following criteria…

by Aaron Smith May 24, 2017

Many companies are incorporating personality assessments into the hiring process to gauge cultural fit, leadership potential and other elusive factors. Here an organizational development expert discusses the value of these tests, a tip for weeding out unreliable ones, and a 10-point checklist (plus three questions) that can help identify promising project managers and team members.

by Rajakumar Ramakrishnan May 24, 2017

Do project managers really need to plan for project activities? Is it really worth the effort? What do we lose if we simply execute the project? When a PM practices agile and DevOps, do they still need to plan, or do these discourage it? Here, the author reinforces the power of planning.

by Patrick McBane

May 03, 2017 | 62:21 | Views: 3,129 | PDUs: 1.00 | Rating: 5.82 / 7

If you have influence with at least one person – that makes you a leader. Becoming the leader you want to be is part of what we will look at during this session. We’ll supply the tools to establish, elevate, and sustain your leadership strategy as the #1 business priority and make it the #1 employee benefit in your organization. A culture of leadership does both.

by Luis Alberto Caceres Villota

May 03, 2017 | 60:35 | Views: 1,891 | PDUs: 1.00 | Rating: 4.83 / 7

In this webinar, the author applies concepts of strategic planning, change management and soft skills development, to provide a practical approach to increase PMO’s value, helping to change perceptions such as “being a process cop”, to create a culture where the stakeholders understand the value of the project management and become evangelists of the best practices.


Server Health Monitoring #server #monitoring #best #practices


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Search all products resources — documentation, videos, training, knowledge base articles, licensing FAQs — and connect with support.

Submit a ticket for technical support, customer service, or product assistance.

Renew maintenance to access the latest product features and technical support.

Connect with more than 130K community members. Get help, be heard by us and do your job better using our products.

Get the latest tips, tricks and advice from your fellow SolarWinds geeks.

Into databases? Find articles, code and a community of database experts.

Earn the official stamp of your expertise by becoming a SolarWinds Certified Professional.

Get Detailed Monitoring Insight to Troubleshoot Server Health Issues Faster

Comprehensively monitor server hardware health

Comprehensively monitor server hardware health

Get a detailed view of the health status and performance of your multi-vendor server hardware. SolarWinds® Server Application Monitor proactively notifies you before critical server components such as fan speed, temperature, power supply, CPU, battery, hard drive status, etc. fail. Quickly identify and resolve server hardware issues for Dell PowerEdge®, HP ProLiant®, IBM® eServer xSeries servers, Dell PowerEdge Blade, HP BladeSystem enclosures, Microsoft Windows Server ® and VMware vSphere® hypervisor.

Manage server capacity and forecast resource utilization

Manage server capacity and forecast resource utilization

SolarWinds Server Application Monitor provides built-in capacity forecast charts and metrics to easily identify when server resources reach warning and critical thresholds. Trend peak and average capacity over time to make accurate capacity forecasts. Find and fix server capacity issues before they impact end-user productivity and business performance. Monitor key metrics including response time, CPU load, memory utilization, network latency, packet loss and more to plan for capacity and resource utilization.

Remotely troubleshoot server performance problems

Remotely troubleshoot server performance problems

Server Application Monitor allows you to resolve problems with built-in server management actions:

  • Real-Time Process Explorer identifies resource hogs and allows you to kill processes that are affecting server performance
  • Service Control Manager lets you manage services on your monitored servers, view information on stopped or running services and take action to start, stop or restart services
  • View Windows® event logs in real-time for error handling and faster troubleshooting
  • Reboot servers remotely with a single click

Minimize application downtime caused by server health issues

Minimize application downtime caused by server health issues

Speed up troubleshooting by understanding the dependencies between applications and the infrastructure that supports them.Server Application Monitor includes a built-in dashboard that shows the relationships between specific infrastructure components for each application. Drill down further to identify the root cause of issues.

Integration with Virtualization Manager and Storage Resource Monitor extends the functionality of the SolarWinds AppStack™ dashboard. letting you analyze application dependencies down to virtual and storage layers.


Official Usability, User Experience And User Interface Guidelines From Companies (2016) – Usability Geek #ecommerce #user #experience #best #practices


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You are here: Home / Guidelines / Official Usability, User Experience And User Interface Guidelines From Companies (2016)

Official Usability, User Experience And User Interface Guidelines From Companies (2016)

Veterans of Usability Geek may remember an article published in 2011 that provided a helpful list of UX and UI guidelines for designers with an interest in platforms developed by the likes of Apple, Google, and SAP.

For years, it has served as the definitive jumping-off point for designers in need of a convenient, curated list with links to UX and UI design guidelines published by the industry’s top companies.

As with everything on this earth, the 2011 version of that list has become more-or-less obsolete with the passing of time.

This week, I would like to share with you the revamped, 2016 edition. In this edition, on top of the standard design guidelines, I have included links to new and exciting pages, such as guidelines for Samsung IoT devices.

I recommend that all of you bookmark this page, as I will be updating it periodically.

Adobe

Amazon

Apple

About Yona Gidalevitz

Yona is Codal’s technical writer. At Codal. he is responsible for content strategy, documentation, blogging, and editing. He works closely with Codal’s UX, development, marketing, and administrative teams to produce all manner of written content. In his free time, Yona is an avid guitarist, cook, and traveler.

Thanks for the great list you put together Yona. There s some great material to take as reference here. Nonetheless, I was surprised to see that some of these guidelines didn t have a very user-centered format, which is funny since they are after all guidelines for user-centered products/projects.

UsabilityGeek is an Approved Educational Partner of the Interaction Design Foundation (IDF) – the world’s largest UX Design learning community.


State sues Great Expectations dating service over deceptive practices #single #online


#great expectations dating

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Having trouble logging in?

State sues Great Expectations dating service over deceptive practices

By Marie Rohde. Journal Sentinel, Inc

Joe Scharf was just looking for a little romance a couple of years back when he filled out a dating service survey that popped up on his computer. Before he realized he was looking for love in the wrong place, he said, he was out $3,000.

Scharf is one of the more than 1,000 Wisconsin residents who enrolled in Great Expectations, a nationwide dating service that the state Department of Justice has accused of deceptive marketing practices and improper contracts.

State prosecutors have sued the company to get money back for customers like Scharf. The state also seeks penalties against the managers of the dating service; state law allows up to $10,000 per violation. The state and the Better Business Bureau have taken 60 complaints about the firm since 2006.

A spokeswoman at Great Expectations’ Wauwatosa office said Wednesday the company had no comment.

The lawsuit. filed in Milwaukee County Circuit Court, claims Great Expectations overstated the size of its membership, its membership in specific age groups and other categories and how many members wound up getting married. The complaint also alleges Great Expectations did not fully screen members for criminal histories and misrepresented how they would use credit information provided by prospective members.

Great Expectations wasn’t registered to make telephone solicitations and ignored the state’s no-call list, according to the lawsuit. They also had members enroll for more than two years, the maximum allowed by state law, according to the justice department.

Scharf said he got a phone call within a day or two of taking the pop-up survey.

I got sweet-talked into going to their office for an interview, Scharf wrote in an e-mail.

It felt like I was in a car dealership, he said. They checked my credit and used the information to ‘convince me’ that I could afford the fee which was over $3,000, even suggesting I could put it on my credit card. They also did the old ‘I can give you a special deal, but I have to ask my manager’ sort of thing, leaving the room and all.

According to the lawsuit, Scharf’s experiences were typical.

The suit claims Great Expectations used the financial information to rank prospective members and decide which salesperson and what approach would be used to persuade people to join.

At times, charges were made to credit cards without authorization, according to the suit, and Great Expectations also required members to purchase photograph and video sessions.

The lawsuit names GE- Milwaukee LLC, a Nevada company that does business as Great Expectations locally, and its parent company, JRM Management of Dallas, Texas.

In 1991, the state reached an out-of-court settlement with JAMS Financial, Inc. a California-based company doing business here as Great Expectations. The claims were almost identical to those made this week. In that case, the company was ordered to make restitution and pay a civil penalty of $25,000 to the state.

About Marie Rohde

Rohde, a lifelong Milwaukee resident, was hired as a reporter for The Milwaukee Journal 1973 and joined the staff of the merged Journal Sentinel in 1995. She has covered everything from police news to religion, sewer controversies to local government.


State sues Great Expectations dating service over deceptive practices #single #sites


#great expectations dating

#

Having trouble logging in?

State sues Great Expectations dating service over deceptive practices

By Marie Rohde. Journal Sentinel, Inc

Joe Scharf was just looking for a little romance a couple of years back when he filled out a dating service survey that popped up on his computer. Before he realized he was looking for love in the wrong place, he said, he was out $3,000.

Scharf is one of the more than 1,000 Wisconsin residents who enrolled in Great Expectations, a nationwide dating service that the state Department of Justice has accused of deceptive marketing practices and improper contracts.

State prosecutors have sued the company to get money back for customers like Scharf. The state also seeks penalties against the managers of the dating service; state law allows up to $10,000 per violation. The state and the Better Business Bureau have taken 60 complaints about the firm since 2006.

A spokeswoman at Great Expectations’ Wauwatosa office said Wednesday the company had no comment.

The lawsuit. filed in Milwaukee County Circuit Court, claims Great Expectations overstated the size of its membership, its membership in specific age groups and other categories and how many members wound up getting married. The complaint also alleges Great Expectations did not fully screen members for criminal histories and misrepresented how they would use credit information provided by prospective members.

Great Expectations wasn’t registered to make telephone solicitations and ignored the state’s no-call list, according to the lawsuit. They also had members enroll for more than two years, the maximum allowed by state law, according to the justice department.

Scharf said he got a phone call within a day or two of taking the pop-up survey.

I got sweet-talked into going to their office for an interview, Scharf wrote in an e-mail.

It felt like I was in a car dealership, he said. They checked my credit and used the information to ‘convince me’ that I could afford the fee which was over $3,000, even suggesting I could put it on my credit card. They also did the old ‘I can give you a special deal, but I have to ask my manager’ sort of thing, leaving the room and all.

According to the lawsuit, Scharf’s experiences were typical.

The suit claims Great Expectations used the financial information to rank prospective members and decide which salesperson and what approach would be used to persuade people to join.

At times, charges were made to credit cards without authorization, according to the suit, and Great Expectations also required members to purchase photograph and video sessions.

The lawsuit names GE- Milwaukee LLC, a Nevada company that does business as Great Expectations locally, and its parent company, JRM Management of Dallas, Texas.

In 1991, the state reached an out-of-court settlement with JAMS Financial, Inc. a California-based company doing business here as Great Expectations. The claims were almost identical to those made this week. In that case, the company was ordered to make restitution and pay a civil penalty of $25,000 to the state.

About Marie Rohde

Rohde, a lifelong Milwaukee resident, was hired as a reporter for The Milwaukee Journal 1973 and joined the staff of the merged Journal Sentinel in 1995. She has covered everything from police news to religion, sewer controversies to local government.


State sues Great Expectations dating service over deceptive practices #free #dating #service


#great expectations dating

#

Having trouble logging in?

State sues Great Expectations dating service over deceptive practices

By Marie Rohde. Journal Sentinel, Inc

Joe Scharf was just looking for a little romance a couple of years back when he filled out a dating service survey that popped up on his computer. Before he realized he was looking for love in the wrong place, he said, he was out $3,000.

Scharf is one of the more than 1,000 Wisconsin residents who enrolled in Great Expectations, a nationwide dating service that the state Department of Justice has accused of deceptive marketing practices and improper contracts.

State prosecutors have sued the company to get money back for customers like Scharf. The state also seeks penalties against the managers of the dating service; state law allows up to $10,000 per violation. The state and the Better Business Bureau have taken 60 complaints about the firm since 2006.

A spokeswoman at Great Expectations’ Wauwatosa office said Wednesday the company had no comment.

The lawsuit. filed in Milwaukee County Circuit Court, claims Great Expectations overstated the size of its membership, its membership in specific age groups and other categories and how many members wound up getting married. The complaint also alleges Great Expectations did not fully screen members for criminal histories and misrepresented how they would use credit information provided by prospective members.

Great Expectations wasn’t registered to make telephone solicitations and ignored the state’s no-call list, according to the lawsuit. They also had members enroll for more than two years, the maximum allowed by state law, according to the justice department.

Scharf said he got a phone call within a day or two of taking the pop-up survey.

I got sweet-talked into going to their office for an interview, Scharf wrote in an e-mail.

It felt like I was in a car dealership, he said. They checked my credit and used the information to ‘convince me’ that I could afford the fee which was over $3,000, even suggesting I could put it on my credit card. They also did the old ‘I can give you a special deal, but I have to ask my manager’ sort of thing, leaving the room and all.

According to the lawsuit, Scharf’s experiences were typical.

The suit claims Great Expectations used the financial information to rank prospective members and decide which salesperson and what approach would be used to persuade people to join.

At times, charges were made to credit cards without authorization, according to the suit, and Great Expectations also required members to purchase photograph and video sessions.

The lawsuit names GE- Milwaukee LLC, a Nevada company that does business as Great Expectations locally, and its parent company, JRM Management of Dallas, Texas.

In 1991, the state reached an out-of-court settlement with JAMS Financial, Inc. a California-based company doing business here as Great Expectations. The claims were almost identical to those made this week. In that case, the company was ordered to make restitution and pay a civil penalty of $25,000 to the state.

About Marie Rohde

Rohde, a lifelong Milwaukee resident, was hired as a reporter for The Milwaukee Journal 1973 and joined the staff of the merged Journal Sentinel in 1995. She has covered everything from police news to religion, sewer controversies to local government.