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Groove Launches the First Sales Engagement Platform for Salesforce® Financial Services Cloud

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SAN FRANCISCO, Dec. 7, 2020 /PRNewswire-PRWeb/ — Groove, the leading sales engagement platform for enterprises using Salesforce®, today announced general availability of their first industry-specific product, Groove for Salesforce Financial Services Cloud. The new sales engagement platform is currently in use at a major multi-national bank to help them accelerate sales productivity and build stronger relationships across their retail and commercial banking operations in the United States.

According to the Salesforce State of Sales 2020 report, 82% of salespeople in Financial Services say that their digital transformation has accelerated since 2019. The COVID-19 pandemic has further fueled this trend, as banks and wealth management advisors look to quickly transform their old way of doing business into a digital-first world, with fewer in-person meetings, fewer branches, and fewer retail locations.

“2020 will be remembered as a watershed moment when B2B buying and selling changed forever,” wrote Mary Shea, principal analyst for Forrester Research in the recent Wave report on sales engagement. “While the digitization of the buying and selling process has been underway for some time, the hardships from COVID-19 have dramatically accelerated this trend.” According to the report, “sales engagement is poised to meet the moment.”

Twenty of the top twenty Financial Services companies use Salesforce, according to the CRM industry leader. Built on the word's #1 CRM solution, Salesforce Financial Services Cloud comes out of the box with all the core features of its Sales Cloud, plus new custom fields and objects modeling financial accounts, assets, liabilities, and goals for both individual clients and across entire households. This means advisors no longer have to spend time and money customizing their CRM to speak the language of their firm.

“Salesforce Financial Services Cloud provides an integrated platform that can be tailored to any financial services organization's high-touch relationship model,” said Chris Rothstein, co-founder and CEO of Groove. “We are aligned with Salesforce Industry Clouds' vision to help their customers accelerate digital transformation and realize time-to-value as quickly as possible. This is why we are bringing to market the first sales engagement platform that has been tailored to meet the specific needs of the financial services industry.”

Groove for Salesforce Financial Services Cloud is unique in that it aligns with the custom data model and hundreds of industry-specific workflows in this cloud, so that banks and wealth management advisors can quickly realize time-to-value, without a heavy lift from their IT team. Groove's unique architecture is also highly secure and ensures that sensitive client data remains in Salesforce as the system of record.

Key capabilities of the new platform include:

  • Information technology teams can centrally manage an automated system for multi-channel communications around loan disbursement programs, mortgage lending, and other common workflows. Unlike marketing automation systems, all communications can be highly personalized and 1:1 in nature.
  • Relationship managers, advisors, and teams can deliver personalized advice at scale across any channel or device, surfacing real-time CRM information in the inbox.
  • Sales management benefits from real-time visibility into activity levels and outcomes, instantly logging emails, calls, SMS messages, and LinkedIn correspondence to custom objects and industry-specific workflows.

Over two-thirds of US workers are now remote post COVID-19, and with most of the country still struggling with business closures and lockdowns, it's critical that financial services companies adopt technology systems that will enable them to manage important customer relationships regardless of where relationship managers, advisors, or customers are located.

Forrester Research recently published The Forrester Wave™: Sales Engagement, Q3 2020, an independent assessment of the top vendors in the market. Groove was among the select sales engagement platforms that Forrester invited to participate in the evaluation and received the second-highest Current Offering score of all vendors evaluated as well as the highest possible scores in the Workflows, Service and Support, and User Experience – Interface categories.

According to the report, “Groove's 92% renewal rate is among the highest in the industry.” The report also states that “its architecture eliminates data latency and sync errors and supports customized workflows. The platform is designed for full-cycle reps and has a UI that can adapt to role, division, team, and other unique requirements.” And that “Groove is an ideal fit for global companies that want platform customization and a high-touch customer experience.”

ABOUT GROOVE
Groove is the leading sales engagement platform for enterprises using Salesforce, specializing in ease-of-use, ease-of-administration, and cross-team collaboration. Built for the needs of full-cycle sellers, Groove automates non-sales activities so that pre- and post-sales reps can spend more time building relationships and generating revenue. On average, Groove gives revenue teams 20% of their time back to focus on higher-value activities. Groove's Salesforce-native architecture can be customized to align with industry-specific workflows while ensuring more accurate reporting and forecasting, lower compliance risk, and streamlined administration.

Over 50,000 account executives, sales development, and customer success representatives use Groove at some of the world's largest and fastest-growing companies, including Google, Uber, and Capital One. Groove has earned the highest customer satisfaction rating on G2 in the sales engagement category for over two years in a row.

Groove was named one of Inc. Magazine's Best Workplaces 2020 and is one of the 2020 Inc. 5000 fastest-growing privately held companies in the U.S. Groove also ranks #16 on the San Francisco Business Times' “fastest-growing private companies in the Bay Area in 2020” and #191 on the Deloitte 2020 Technology Fast 500 list. Founded in 2014, Groove is headquartered in San Francisco with offices in San Diego and Seattle. To learn more, visit groove.co.

Media Contact

Jason Klein, Groove, 415-223-2771, [email protected]groove.co

 

SOURCE Groove

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Lifshitz Law Firm, P.C. Announces Investigation of CHNG, COHR, LITE, CPAH, MGLN, NAV, OBLN, OXFD and WTRE

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NEW YORK, Jan. 24, 2021 /PRNewswire/ —

Change Healthcare Inc. (NASDAQ: CHNG)

Lifshitz Law Firm, P.C. announces investigation into possible breach of fiduciary duties in connection with the sale of CHNG to Optum for $25.75 per share.

If you are a investor, and would like additional information about our investigation, please complete the Information Request Form or contact Joshua Lifshitz, Esq. by telephone at (516)493-9780 or e-mail at [email protected].

Coherent, Inc. (NASDAQ: COHR) – Lumentum Holdings Inc. (NASDAQ: LITE)

Lifshitz Law Firm, P.C. announces investigation into possible breach of fiduciary duties in connection with the sale of COHR to LITE for $100.00 per share and 1.1851 LITE shares per share.

If you are a investor, and would like additional information about our investigation, please complete the Information Request Form or contact Joshua Lifshitz, Esq. by telephone at (516)493-9780 or e-mail at [email protected].

CounterPath Corporation (NASDAQ CM: CPAH)

Lifshitz Law Firm, P.C. announces investigation into possible breach of fiduciary duties in connection with the sale of CPAH to Alianza, Inc. for $3.49 per share.

If you are a CPAH investor, and would like additional information about our investigation, please complete the Information Request Form or contact Joshua Lifshitz, Esq. by telephone at (516)493-9780.

Magellan Health, Inc. (NASDAQ: MGLN)

Lifshitz Law Firm, P.C. announces investigation into possible breach of fiduciary duties in connection with the sale of MGLN to Centene Corporation for $95.00 per share.

If you are a investor, and would like additional information about our investigation, please complete the Information Request Form or contact Joshua Lifshitz, Esq. by telephone at (516)493-9780 or e-mail at [email protected].

Navistar International Corporation (NYSE: NAV)

Lifshitz Law Firm, P.C. announces investigation into possible breach of fiduciary duties in connection with the sale of NAV to Traton for $44.50 per share.

If you are an investor, and would like additional information about our investigation, please complete the Information Request Form or contact Joshua Lifshitz, Esq. by telephone at (516)493-9780 or e-mail at [email protected].

Obalon Therapeutics, Inc. (NASDAQ: OBLN)

Lifshitz Law Firm, P.C. announces investigation into possible breach of fiduciary duties in connection with the merger of OBLN with ReShape Lifesciences Inc.

If you are a investor, and would like additional information about our investigation, please complete the Information Request Form or contact Joshua Lifshitz, Esq. by telephone at (516)493-9780 or e-mail at [email protected].

Oxford Immunotec Global PLC (NASDAQ: OXFD)

Lifshitz Law Firm, P.C. announces investigation into possible breach of fiduciary duties in connection with the sale of OXFD to PerkinElmer, Inc. for $22.00 per share.

If you are a investor, and would like additional information about our investigation, please complete the Information Request Form or contact Joshua Lifshitz, Esq. by telephone at (516)493-9780 or e-mail at [email protected].

Watford Holdings Ltd. (NASDAQ:WTRE)

Lifshitz Law Firm, P.C. announces investigation into possible breach of fiduciary duties in connection with the sale of WTRE to Arch Capital Group for $31.10 per share.

If you are an investor, and would like additional information about our investigation, please complete the Information Request Form or contact Joshua Lifshitz, Esq. by telephone at (516)493-9780 or e-mail at [email protected].

ATTORNEY ADVERTISING.© 2021 Lifshitz Law Firm, P.C.  The law firm responsible for this advertisement is Lifshitz Law Firm, P.C., 821 Franklin Avenue, Suite 209, Garden City, New York 11530, Tel: (516)493-9780.  Prior results do not guarantee or predict a similar outcome with respect to any future matter.

Contact:

Joshua M. Lifshitz, Esq.
Lifshitz Law Firm, P.C.
Phone:  516-493-9780
Facsimile: 516-280-7376
Email: [email protected]

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SOURCE Lifshitz Law Firm

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Marine Stewardship Council: Assortment of top chefs combine for sustainable seafood cookbook

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The collaboration aims to encourage shoppers to make the best environmental choice when buying the seafood they love

 

SINGAPORE – Media OutReach – 14 January 2021 – The Marine Stewardship Council (MSC) — an environmental not-for-profit — is launching its first sustainable seafood cookbook in collaboration with top sensational chefs from across the globe. It is part of an initiative to encourage and inspire shoppers to commit to making the best environmental choice when buying the seafood they love this year, and beyond.

 

The Blue Cookbook is a digital collection of delicious recipes featuring a variety of species and styles which appeal to a range of preferences and tastes. Options include seared king prawns, haddock and broccoli bake, hake with cantonese glaze and steamed halibut with rice wine. Also contained within its pages is the environmental story behind the fish we eat, showing consumers how their actions can have a big ripple effect on ocean health.

 

Some of the contributors to the project are culinary director Lucas Glanville from Grand Hyatt Singapore and Executive chef Otto Goh from the Shangri-La Hotel Group in China.  All those involved are strong advocates for sustainable fishing and responsible sourcing.

 

Anne Gabriel, Programme Director for Oceania and Singapore at the Marine Stewardship Council said: “A new year has arrived, and with it a chance to make better choices for ourselves, our planet and our oceans. We’ve teamed up with incredible chefs to launch a unique sustainable seafood cookbook which features delicious, healthy and future-friendly recipes from across the globe. By choosing to buy from sustainable sources, everyone can help make sure the seafood we love can be enjoyed for years to come.”

 

Chef Lucas Glanville, who has contributed a Seared King Prawns said: Singapore diners and consumers are ready to embrace sustainable seafood as a way of life. The people are savvy, and the market is articulate about what is good for the environment. Our hotel has seen amazing growth in business due to our sustainable philosophy. This is all thanks to the support of our diners. We are all accountable for the future, we should do our part to protect the oceans for our future generation.”

 

The ocean is a vital part of human life on our planet. It provides a major source of protein to more than 3 billion people1, and millions rely on fisheries for their livelihood2. However, the oceans are under threat – 34% of global fisheries have been fished beyond sustainable limits, with this trend continuing to worsen slightly3.

 

For more than 20 years, the MSC has been tackling the problem of overfishing by incentivizing people to change their behaviour when buying seafood, through its certification and labelling program. Its international collaborative of partners including scientists, NGOs, fisheries, seafood companies, retailers, and restaurants work hand in hand to ensure seafood is wild, delicious, and above all else, sustainable.

 

NOTES TO EDITORS

Assets:

References:

1 UN FAO — State of the World’s Fisheries and Agriculture Report 2020 page 67

2 UN FAO — State of the World’s Fisheries and Agriculture Report 2020 page 95

3 UN FAO — State of the World’s Fisheries and Agriculture Report 2020 page 7

About the Marine Stewardship Council:

The MSC ecolabel on a seafood product means it is fully traceable to a wild-catch fishery which has been independently certified to the MSC’s science-based standard for sustainable fishing. Fisheries representing more than 17% of the world’s wild marine catch are engaged in its certification programme and more than 18,000 different MSC labelled products are available on shelves across the globe*. (*figures correct as of 31 March 2020). For more information visit msc.org or visit our social media pages:

Twitter: [View Image]https://twitter.com/MSCecolabel?lang=en

Instagram: https://www.instagram.com/mscecolabel_sg/

Facebook: [View Image]https://www.facebook.com/MSCinSingapore

LinkedIn: https://www.linkedin.com/company/361644/admin/

YouTube: [View Image]https://www.youtube.com/channel/UCOyikbSTLVihdPaJ1CxeqRQ?view_as=subscriber

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CUHK Business School Research Finds People Adapt and Grow More Conscientious When Promoted to Supervisory Roles at Work

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HONG KONG SAR – Media OutReach – 14 January 2021 – “It’s not who I am underneath, it’s what I do that defines me,” so says the titular hero from the 2005 blockbuster, Batman Begins, starring Christian Bale as the billionaire caped crusader. Instead of the hero Batman, a group of academics were inspired by what is probably one of the more profound lines in modern cinema and sought to find out whether people, as the quote suggests, do shape fundamentally who they are.

 

Specifically, it led Wendong Li, Associate Professor at the Department of Management at The Chinese University of Hong Kong (CUHK) Business School, to team up with seven other academics to examine whether taking on a leadership role — along with the added job responsibilities — can actually change people’s personality traits.

 

Prof. Li and the other researchers involved in the study, Can Becoming a Leader Change Your Personality? An Investigation With Two Longitudinal Studies From a Role-Based Perspective, hoped to find evidence that, rather than personality traits remaining relatively stable as traditionally assumed, they could change and develop during a person’s adult years.

 

“One of the crucial factors in driving adult personality development is taking on new roles at work,” he says. “As they take on wider responsibilities and play more important roles in organisations, novice leaders are expected to be more conscientious than when they were employees — more efficient, organised, vigilant, achievement-oriented, and dependable to subordinates.”

 

“Fulfilling the expectations and responsibilities required by leadership roles also means leaders must deal effectively with uncertainties and changes. Therefore, leaders need to be able to remain calm, and handle negative emotions in response to stress.”

 

The Big Five

The academics looked for changes in two of the so-called “Big Five” personality traits: conscientiousness, the tendency to be dependable, achievement oriented, reliable, organized, and to carry out one’s job or duty well and thoroughly — one of the best predictors of both leadership and job performance — and emotional stability, another desirable trait among leaders, which means a person can remain calm and deal with stressful situations and handle adversity effectively. The other traits in the Big Five are openness to experience, extroversion and agreeableness.

Prof. Li carried out the research alongside Prof. Shuping Li of Hong Kong Polytechnic University, Prof. Jie Feng of Rutgers University, Prof. Mo Wang of University of Florida, Prof. Michael Frese of the Asia School of Business and Leuphana University of Lueneburg, Prof. Chia-Huei Wu of the University of Leeds, as well as CUHK Business School PhD candidate Hong Zhang.

 

They tested their ideas in two studies using publicly available U.S. and Australian databases, which compared the personality development of individuals at different stages over lengthy periods. People were split into a “becoming leaders group”, for employees who were promoted into leadership roles, and a “non-leaders group” for those staff who remained as employee across time.

 

The research found that moving into leadership roles led to an increase in a person’s conscientiousness, and found no significant changes in people’s emotional stability in either study.

 

“The results of the two studies supported our hypotheses regarding the relationship between becoming a leader and the subsequent small, but substantial increases in levels of conscientiousness over time and the mediating effect of changes of job demands,” Prof. Li says.

 

They shed light on what, how and why personality traits change over time after a person takes on a supervisory role, and why the characteristics develop after people take on jobs where they face increased demands.

 

Prof. Li said insights gained from this research will help businesses better manage career development and plan leadership succession — a crucial issue for the sustainability of organisations.

 

“We suggest organisations consider assigning staff with informal leadership roles as a way to encourage them to develop management capabilities,” he says. “This may help them to develop the types of behaviour and traits associated with conscientiousness and prepare them for their future tasks.”

 

“We also encourage organisations to broaden the scope and content of training to include personality development and also focus on more holistic forms of leadership development.”

 

Personality Shifts

One study consisted of 61 people in the becoming leaders group and 128 in the non-leaders group and used U.S. data selected from three different time periods — firstly between 1995 and 1996, then after 10 years and finally after 20 years. The other study comprised 342 people in the leaders group and 675 in the non-leaders group, and used Australian data selected at four-year intervals from 2005, 2009 and 2012.

 

“Consistently, results from both of the studies showed that after becoming leaders, individuals enhanced their levels of conscientiousness and became more dependable, organised and efficient,” Prof. Li says. “For them to carry out these leadership roles successfully over time may lead them to become so used to adopting such behaviours that they become a habit and then ingrained as personality traits.”

 

He says the study could stimulate further research into the idea that “people are both producers and products of social systems”.

 

Earlier studies had examined influences of major life events, such as nailing a first job, marriage, and unemployment on personality development, and the influences of job satisfaction, characteristics, insecurity, income and occupational status. But the latest study extends this line of research by examining personality development after becoming a leader and, more importantly, a change in job demands, Prof. Li says. “Although personality traits are relatively stable, they were also prone to change — even if the transformation is not always dramatic.

 

“Not all people react to a change in the same way and what we discovered in this paper was a general trend. Future research can examine individual differences in the speed, timing, and magnitude of personality changes.”

 

The researchers highlighted two concerns. Firstly, previous research suggests that highly conscientious staff may not be able to adapt well to new environments and will lack the necessary creativity. Secondly, companies may need to provide training to leaders to help them balance the benefits and possible disadvantages — such as a more volatile working environment and reduced flexibility — associated with increases of conscientiousness.

 

The latest research, therefore, has important implications for employees when managing their future careers. “People need to weigh up the benefits and costs of taking on a management role,” Prof. Li says.

 

“Although promotion will lead to them developing greater levels of conscientiousness at work over time, it can also see them become less adaptable and creative. Taking on extra job demands may also increase the levels of stress they face and have a detrimental effect on their wellbeing.”

 

Reference:

Li, W.-D., Li, S., Feng, J. (J.), Wang, M., Zhang, H., Frese, M., & Wu, C.-H. (2020). Can becoming a leader change your personality? An investigation with two longitudinal studies from a role-based perspective. Journal of Applied Psychology. Advance online publication. https://doi.org/10.1037/apl0000808

 

This article was first published in the China Business Knowledge (CBK) website by CUHK Business School: https://bit.ly/38zsriM.

About CUHK Business School

CUHK Business School comprises two schools — Accountancy and Hotel and Tourism Management — and four departments — Decision Sciences and Managerial Economics, Finance, Management and Marketing. Established in Hong Kong in 1963, it is the first business school to offer BBA, MBA and Executive MBA programmes in the region. Today, the School offers 10 undergraduate programmes and 18 graduate programmes including MBA, EMBA, Master, MSc, MPhil and Ph.D.

In the Financial Times Global MBA Ranking 2020, CUHK MBA is ranked 50th. In FT‘s 2020 Executive MBA ranking, CUHK EMBA is ranked 15th in the world. CUHK Business School has the largest number of business alumni (40,000+) among universities/business schools in Hong Kong — many of whom are key business leaders. The School currently has more than 4,800 undergraduate and postgraduate students and Professor Lin Zhou is the Dean of CUHK Business School.

More information is available at http://www.bschool.cuhk.edu.hk or by connecting with CUHK Business School on:

Facebook: [View Image]www.facebook.com/cuhkbschool

Instagram: www.instagram.com/cuhkbusinessschool

LinkedIn: [View Image]http://www.linkedin.com/school/cuhkbusinessschool

WeChat: CUHKBusinessSchool

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