New Adobe AD0-E556 Dumps & Questions Updated on 2023
Dumps to Pass your AD0-E556 Exam with 100% Real Questions and Answers
NEW QUESTION # 19
An Administrator wants to pull lifecycle data into a Revenue Explorer program membership analysis without an active revenue cycle model. The company wants to be able to see which programs are fueling the lifecycle.
Which two items must be in place to see that data in one view? (Choose two.)
- A. A trigger for "manual transitions" in the Revenue Cycle Modeler
- B. A custom field that is captured the lifecycle stage
- C. A custom field that is enabled in Revenue Explorer
- D. A custom field that contains the first touch program name
- E. An approved Revenue Cycle Modeler
Answer: B,C
Explanation:
Explanation
The two items that must be in place to see that data in one view are a custom field that is enabled in Revenue Explorer and a custom field that captures the lifecycle stage. These items will help the Administrator to pull lifecycle data into a Revenue Explorer program membership analysis without an active revenue cycle model, as well as to see which programs are fueling the lifecycle. A custom field that is enabled in Revenue Explorer will allow the Administrator to use it as a dimension or measure in Revenue Explorer reports and dashboards.
A custom field that captures the lifecycle stage will allow the Administrator to track and segment leads based on their stage in the funnel.
References: https://docs.marketo.com/display/public/DOCS/Revenue+Explorer
https://docs.marketo.com/display/public/DOCS/Custom+Fields
NEW QUESTION # 20
UNICORN FINTECH COMPANY PROFILE
Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers 0 through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns.
Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can't attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can't allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership
Unicorn has fewer than 200 employees, and roles aren't always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixedannually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue sources
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it's impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on "skips." Current and aspirational marketing technology Current Marketing technology consists of Marketable,an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable's "sales alerts" into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
* Addresses a purchased (for customer acquisition) or0 in-house (for cross-sell) list. Purchased lists range from
300,000 to 1.5 million addresses
* Is sent from multiple data centers in the US and Canada
* Includes an "unsubscribe" opt-out below the message
* Is static; there are no formula fields
* Uses no deliverability authentication, nor integration 0 with any email management platform.
All campaigns to date direct respondents to a single 0 landing page with the company's "all markets" message.
More sophisticated targeting is a high priority.
Current lead management and attribution
Unicorn's lead-management process follows
Marketable's "out of the box" defaults: lead evaluation levels 1 through 3, lifecycle stages "unqualified" and
"qualified." The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. "Sales" followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes
Currently, the Marketing department assigns content development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn't decided on the optimal organizational model.
Input of qualified leads from Marketable into
Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own "go-to" fields: where one member might check "TV ad" as Lead Source, another would put that in the comments field.
CMO
The CMO's most important concerns are:
* The current solution has too many manual steps to scale with anticipated growth
* Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
* In general, analytics integrations are manual, slow, and unreliable
* The current system completely misses "skips"-customers switching from the Unicorn app to consortium banks-an important source of revenue
* Documenting the value of Unicorn's Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO
The CIO is concerned primarily with:
* The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
* Quality and reliability of the Analytics information his team provides to Marketing MARKETING STAFF Marketing Operations staff concerns:
* Campaigns require so much work that they can't run as many of them as they need to
* Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
* Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
* Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for Example.
o Webhook not firing,
o Reaching API limit
o Synchronization errors with third-party tools and Salesforce
* Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with "no score" and negative levels.
An Adobe Marketo Engage customer recently started using a new Survey platform to measure Net Promoter Score (NPS). The company began using this platform 3 months ago. The company invites new customers to complete the surveys by batching out invites monthly to imported lists of customers that meet the criteria from data held in Salesforce Custom Objects. The company has the native Salesforce sync in place. The survey invite email is sent from Marketo Engage and currently invites the customer to the survey platform via a generic link to start the survey. The company can not know whether the customer completed the survey or what responses they provided. The company does not want to maintain history of the NPS score. They want to know the latest NPS score only.
Which three important architectural recommendations should an Architect suggest to scale this platform and its integration with Marketo Engage? (Choose three.)
- A. Sync relevant Custom Object data from Salesforce and automate inviting customers to the survey
- B. Filter on NPS values using a Smartlist and communicate with different audiences based on their level of satisfaction
- C. Pass a unique customer identifier to the survey platform for each survey invite sent
- D. Create a specific channel for "NPS Survey'1 in Adobe Marketo Engage to track the Program
- E. Create a Custom Object in Adobe Marketo Engage to store all survey responses
- F. Integrate survey responses back into custom fields in Adobe Marketo Engage to capture key survey responses
Answer: A,C
Explanation:
Explanation
The three important architectural recommendations that an Architect should suggest to scale this platform and its integration with Marketo Engage are to sync relevant Custom Object data from Salesforce and automate inviting customers to the survey, to pass a unique customer identifier to the survey platform for each survey invite sent, and to integrate survey responses back into custom fields in Adobe Marketo Engage to capture key survey responses. These recommendations will help the company to streamline and optimize their NPS survey process, as well as to track and measure the survey results and customer satisfaction. Syncing relevant Custom Object data from Salesforce will allow the company to use smart campaigns and triggers to invite customers to the survey based on their criteria, instead of manually importing lists. Passing a unique customer identifier to the survey platform will allow the company to link the survey responses to the individual customers, instead of using a generic link. Integrating survey responses back into custom fields in Adobe Marketo Engage will allow the company to store and update the latest NPS score for each customer, as well as other key survey responses, instead of creating a Custom Object or relying on an external platform.
References: https://docs.marketo.com/display/public/DOCS/Custom+Objects+Overview
https://docs.marketo.com/display/public/DOCS/Smart+Campaigns+Overview
https://docs.marketo.com/display/public/DOCS/Webhooks
NEW QUESTION # 21
An Adobe Marketo Engage Architect is working for Too Big to Fail Co., an enterprise company that has an
8-year-old Marketo Engage instance (A). Too Big to Fail Co. recently purchased start up Treat Snack LTD, which has 100 employees and its own Marketo Engage instance (B). The Architect needs to merge the two instances and maintain business continuity. No additional budget, funding, or resources are available for the merger and migration.
The Architect needs to determine the most important actions to take for the minimum viable solution to meet the business needs. The two instances need to be merged in 3 months.
Which actions should the Architect take?
- A. * Dedupe instance (A) database and import the leads into instance (B)
* Determine the highest-performing assets and rebuild the campaigns relevant to those assets
* Audit the instance for critical business functions
* Rebuild in instance (B) - B. * Dedupe the instance (B) database and import the leads into instance (A)
* Determine the highest-performing assets and rebuild the campaigns relevant to those assets
* Audit the instance for critical business functions
* Rebuild in instance (A) - C. * Spin up a new instance (C)
* Dedupe leads across both instances (A and B) and import into the new instance (C)
* Audit highest-performing assets and key critical campaigns in both instances
* Rebuild in the new instance (C)
Answer: B
Explanation:
Explanation
The most important actions to take for the minimum viable solution are to dedupe the instance (B) database and import the leads into instance (A), determine the highest-performing assets and rebuild the campaigns relevant to those assets, audit the instance for critical business functions, and rebuild in instance (A). This is because instance (A) is older and likely has more data, assets, and integrations than instance (B), and it would be easier and faster to migrate the smaller instance into the larger one. Deduping the leads and determining the highest-performing assets are essential steps to avoid data quality issues and maintain campaign performance.
Auditing the instance for critical business functions and rebuilding them in instance (A) are necessary steps to ensure business continuity and alignment. The other options are not as feasible or efficient as this one, because they involve creating a new instance or migrating the larger instance into the smaller one, which would require more time, resources, and complexity.
References: https://docs.marketo.com/display/public/DOCS/Instance+Migration+Guide
https://docs.marketo.com/display/public/DOCS/Best+Practices%3A+Data+Management
NEW QUESTION # 22
An Adobe Marketo Engage Architect needs to audit an existing Marketo Engage instance. Upon inspection, more than 1000 fields that only live in Marketo Engage were created for a single use to collect information for a specific event, or ask a specific question during the registration of an event.
What should the Architect recommend to their client regarding field creation best practices?
- A. Create a set of temporary program member fields (PMCF String 1, PMCF String 2, PMCF Boolean 1, PMCF Boolean 2) and utilize those fields on a local form for every event that requires custom questions.
No additional action is needed to retain the data. - B. Create a set of temporary program member fields (PMCF String 1, PMCF String 2, PMCF Boolean 1, PMCF Boolean 2) and utilize those fields on a local form for every event that requires custom questions.
Add them to a static list if data needs to be retained. - C. Create a set of temporary person fields (temp_string 1, temp.string 2, temp.date 1, temp.date 2) and utilize those fields on a local form for every event that requires custom questions. Add them to a static list if data needs to be retained. Clear the data from the temporary fields at the end of the event for utilization by another program.
Answer: B
Explanation:
Explanation
Creating a set of temporary program member fields and using them on local forms for every event that requires custom questions is a good way to avoid creating too many fields that only live in Marketo Engage.
Adding the leads to a static list can help retain the data if needed.
https://experienceleague.adobe.com/docs/marketo/using/home.html
NEW QUESTION # 23
An Adobe Marketo Engage Architect is working for Too Big to Fail Co., an enterprise company that has an
8-year-old Marketo Engage instance (A). Too Big to Fail Co. recently purchased start up Treat Snack LTD, which has 100 employees and its own Marketo Engage instance (B). The Architect needs to merge the two instances and maintain business continuity. No additional budget, funding, or resources are available for the merger and migration.
The Architect needs to determine the most important actions to take for the minimum viable solution to meet the business needs. The two instances need to be merged in 3 months.
Which actions should the Architect take?
- A. * Dedupe instance (A) database and import the leads into instance (B)
* Determine the highest-performing assets and rebuild the campaigns relevant to those assets
* Audit the instance for critical business functions
* Rebuild in instance (B) - B. * Dedupe the instance (B) database and import the leads into instance (A)
* Determine the highest-performing assets and rebuild the campaigns relevant to those assets
* Audit the instance for critical business functions
* Rebuild in instance (A) - C. * Spin up a new instance (C)
* Dedupe leads across both instances (A and B) and import into the new instance (C)
* Audit highest-performing assets and key critical campaigns in both instances
* Rebuild in the new instance (C)
Answer: B
Explanation:
Explanation
The most important actions to take for the minimum viable solution are to dedupe the instance (B) database and import the leads into instance (A), determine the highest-performing assets and rebuild the campaigns relevant to those assets, audit the instance for critical business functions, and rebuild in instance (A). This is because instance (A) is older and likely has more data, assets, and integrations than instance (B), and it would be easier and faster to migrate the smaller instance into the larger one. Deduping the leads and determining the highest-performing assets are essential steps to avoid data quality issues and maintain campaign performance.
Auditing the instance for critical business functions and rebuilding them in instance (A) are necessary steps to ensure business continuity and alignment. The other options are not as feasible or efficient as this one, because they involve creating a new instance or migrating the larger instance into the smaller one, which would require more time, resources, and complexity.
References: https://docs.marketo.com/display/public/DOCS/Instance+Migration+Guide
https://docs.marketo.com/display/public/DOCS/Best+Practices%3A+Data+Management
NEW QUESTION # 24
An Adobe Marketo Engage Architect is integrating a Marketo Engage instance for a nonprofit client with two different third-party platforms. The requirements are outlined below:
Scenario 1: Automatically clone existing default programs on Marketo, build the email using the RSS feed of blog section, and schedule the email on every Thursday.
Scenario 2: Before deleting any record on Marketo, push the data to "Donor System".
How should the Marketo Engage Architect approach the platform integration?
- A. Scenario 1 - Use JavaScript API and Scenario 2 - Use REST API
- B. Scenario 1 - Use REST API and Scenario 2 - Use Webhook
- C. Scenario 1 - Use Webhook and Scenario 2 - Use REST API
- D. Scenario 1 - Use Email Scripting and Scenario 2 - Use REST API
Answer: D
Explanation:
Explanation
The way that the Marketo Engage Architect should approach the platform integration is to use Email Scripting for scenario 1 and REST API for scenario 2. These methods will help the Architect to automate and optimize the processes of cloning existing default programs, building emails using RSS feed, scheduling emails, deleting records on Marketo, and pushing data to Donor System. Using Email Scripting for scenario 1 will allow the Architect to dynamically generate email content based on the RSS feed of blog section, instead of manually creating email assets. Using REST API for scenario 2 will allow the Architect to programmatically delete records on Marketo and push data to Donor System, instead of relying on manual or offline methods.
References: https://docs.marketo.com/display/public/DOCS/Email+Scripting
https://developers.marketo.com/rest-api/
NEW QUESTION # 25
An Adobe Marketo Engage Architect needs to build a subscription center that contains an option to "pause notifications for 30 days'' to dissuade people from unsubscribing. If a person fills out the form and selects this feature, Marketing wants to Marketing Suspend them for 30 days and subtract five points from the lead.
Existing records whose notifications are currently paused should be excluded from the flow to avoid double processing.
Which order of steps is required to build this program?
- A. Change data value > Remove from Flow (Existing) > Change Score > Wait > Change data value
- B. Change Score > Change data value > Wait > Change data value > Remove from Flow (Existing)
- C. Remove from Flow (Existing) > Change Score > Wait > Change data value > Change data value
- D. Remove from Flow (Existing) > Change data value > Change Score > Wait > Change data value
Answer: D
Explanation:
Explanation
The order of steps required to build this program is to remove from flow (existing), change data value, change score, wait, and change data value. These steps will allow the program to build a subscription center that contains an option to "pause notifications for 30 days" to dissuade people from unsubscribing, and to perform the desired actions for the leads who select this feature. The remove from flow (existing) step will exclude existing records whose notifications are currently paused from the flow to avoid double processing. The change data value step will update the Marketing Suspended field to true for the leads who select this feature.
The change score step will subtract five points from the lead score for the leads who select this feature. The wait step will pause the flow for 30 days for the leads who select this feature. The change data value step will update the Marketing Suspended field to false for the leads who select this feature after 30 days.
References: https://docs.marketo.com/display/public/DOCS/Subscription+Center
https://docs.marketo.com/display/public/DOCS/Remove+from+Flow
https://docs.marketo.com/display/public/DOCS/Change+Data+Value
https://docs.marketo.com/display/public/DOCS/Change+Score
https://docs.marketo.com/display/public/DOCS/Wait
NEW QUESTION # 26
A marketer is in charge of marketing campaigns for a company that creates customized vinyl figurines. The marketer is launching a multi-channel campaign that will include nurture, webinars, paid social ads, virtual events, and more. The marketer creates a nurture email program that consists of a series of six emails to be sent once a week and wants to understand the impact. The target audience will be put through many campaigns.
When reporting on effectiveness or ineffectiveness of an email nurture, which two valid metrics should the marketer utilize to decide what to do next? (Choose two.)
- A. The number of MQLs that were created by the multi-channel campaign
- B. The number of people who unsubscribed from the nurture
- C. The number of completed calls to action, typically conversions or form fills, driven by the multi-*-* channel campaign
- D. The number of completed calls to action, typically conversions or form fills, driven specifically by '-' the nurture
- E. The number of people entering the nurture
Answer: B,D
Explanation:
Explanation
The two valid metrics that the marketer should utilize to decide what to do next are the number of completed calls to action, typically conversions or form fills, driven specifically by the nurture and the number of people who unsubscribed from the nurture. These metrics will help the marketer to understand the impact and effectiveness of the nurture email program, as well as to identify areas for improvement or optimization. The number of completed calls to action, typically conversions or form fills, driven specifically by the nurture will enable the marketer to measure how well the nurture emails are engaging and persuading leads to take a desired action, such as downloading a whitepaper, registering for a webinar, requesting a demo, etc. The number of people who unsubscribed from the nurture will enable the marketer to measure how well the nurture emails are retaining and satisfying leads, as well as to avoid sending unwanted or irrelevant emails.
References: https://docs.marketo.com/display/public/DOCS/Nurture+Programs
https://docs.marketo.com/display/public/DOCS/Nurture+Program+Best+Practices
NEW QUESTION # 27
An Adobe Marketo Engage Consultant is assigned to audit an existing Marketo Engage instance. This is a
10-year-old instance. Due to high turnover within the Marketing Operations team, the team does not have the MQL assignment process documented. Marketing Operations does not have access to Salesforce. The sales team reports that they receive only 10 MQLs in a week. The Marketing team shows on average 50 MQLs in a week. The Sales team members do not get any MQL alert from Marketo Engage. They see the lead assignment only when the leads are assigned to "Sales Queue" on Salesforce. The Marketo Engage sync on Salesforce is properly configured and has write access to all standard objects and fields. While auditing Marketo Engage instance, the consultant finds the following issues:
* An average 40 leads are getting graduated to MQLs but not syncing with Salesforce. These records are already in Salesforce's lead object and belong to Hospitality Industry.
* The web-message field on the Marketo Engage form is not getting updated to Salesforce's Lead and Contact objects. The Marketo Engage Sync user has read and write access to "Web-Message" field on Lead, Contact, and Account objects.
Which two steps should the consultant perform to find the root cause? (Choose two.)
- A. Check if the Custom Activities are configured properly
- B. Check if the Web-Message form field is mapped to Account object
- C. Check if the Behavior Scoring is configured properly
- D. Check if Marketo's Custom Object is in place
- E. Check if the Custom Sync Rule is in place
Answer: B,E
Explanation:
Explanation
The two steps that the consultant should perform to find the root cause are to check if the Web-Message form field is mapped to Account object and to check if the Custom Sync Rule is in place. These steps will help the consultant to identify and resolve the issues that are causing leads not syncing with Salesforce or fields not getting updated. Checking if the Web-Message form field is mapped to Account object will help the consultant to verify that the field mapping is correct and consistent between Marketo Engage and Salesforce, as well as between Lead, Contact, and Account objects. Checking if the Custom Sync Rule is in place will help the consultant to verify that there are no filters or conditions that are blocking leads from syncing with Salesforce based on their industry or other criteria.
References: https://docs.marketo.com/display/public/DOCS/Salesforce+Sync%3A+Overview
https://docs.marketo.com/display/public/DOCS/Field+Mapping
https://docs.marketo.com/display/public/DOCS/Custom+Sync+Filter
NEW QUESTION # 28 
Refer to the lifecycle model above.
A company wants improve the efficiency of its sales follow-up and enhance its velocity reporting across the funnel. The company currently uses the out-of-box Adobe Marketo Engage success with detours modeler. The stages are defined as:
1. Anonymous: Leads whose web activity is tracked, but whose identity is not known yet
2. Known: Leads for whom we have an email address or other information that allows us to market to them
3. Engaged: Leads that have engaged us by filling out a form, clicking a link in an email, or visiting our website at least 10 times within a week
4. Lead: Leads with scores greater than 25
5. Sales Person: Leads with scores greater than 30
6. Opportunity: Leads who also have an opportunity attached to them. The Max Age is set to 7 days before it moves to "Lost".
7. Won: Leads who are attached to opportunities that we have closed and Won
8. Recycling: People with scores below 25 that need to be nurtured
9. Disqualified: People who are not a fit for our products and services and we no longer want to market to them
0. Lost: People who are attached to opportunities that we have lost
Once leads reach the "Sales Person" stage, 50% of them do not get followed up by Sales until 7 days later. The Sales leader wants a salesperson to follow up with leads within 4 days.
Which two modifications should the Adobe Marketo Engage Consultant make to the lifecycle model to achieve these goals? (Choose two.)
- A. Add an additional stage between "Opportunity" and "Won". Set type to SLA and set Max Age to 3 '-' days
- B. Modify the Sales Person" stage from Type: Gate to Type: SLA and set Max Age to 4 days
- C. Add an additional stage between "Sales Person" and "Opportunity". Set type to SLA and set Max 1 ' Age to 3 days
- D. Modify the "Sales Person" stage from Type: Inventory to Type: SLA and set Max Age to 4 days
- E. Modify the "Opportunity" stage and update the Max Age from 7 days to 4 days
Answer: B,C
Explanation:
Explanation
The two modifications that the Adobe Marketo Engage Consultant should make to the lifecycle model to achieve these goals are to add an additional stage between "Sales Person" and "Opportunity" and to modify the Sales Person stage from Type: Gate to Type: SLA. These modifications will help the company to improve the efficiency of its sales follow-up and enhance its velocity reporting across the funnel, as well as to ensure that a salesperson follows up with leads within 4 days. Adding an additional stage between "Sales Person" and
"Opportunity" will enable the Consultant to create a separate stage for leads that are being worked by Sales but have not yet become opportunities, as well as to measure the conversion rate and velocity of this stage.
Setting type to SLA and setting Max Age to 3 days for this stage will enable the Consultant to define a service level agreement (SLA) between Marketing and Sales, as well as to monitor and measure the compliance and performance of Sales. Modifying the Sales Person stage from Type: Gate to Type: SLA will enable the Consultant to specify the maximum time that a lead can stay in the Sales Person stage before it is moved to another stage or marked as non-compliant. Setting Max Age to 4 days for this stage will enable the Consultant to align with the Sales leader's goal of following up with leads within 4 days.
References: https://docs.marketo.com/display/public/DOCS/Revenue+Cycle+Modeler
https://docs.marketo.com/display/public/DOCS/Revenue+Cycle+Modeler+Best+Practices
NEW QUESTION # 29
Refer to the case study.
UNICORN FINTECH COMPANY PROFILE
Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers 0 through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns.
Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can't attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can't allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership
Unicorn has fewer than 200 employees, and roles aren't always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and WebDeveloper. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue sources
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it's impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on "skips." Current and aspirational marketing technology Current Marketing technology consists of Marketable,an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable's "sales alerts" into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
* Addresses a purchased (for customer acquisition) or0 in-house (for cross-sell) list. Purchased lists range from
300,000 to 1.5 million addresses
* Is sent from multiple data centers in the US and Canada
* Includes an "unsubscribe" opt-out below the message
* Is static; there are no formula fields
* Uses no deliverability authentication, nor integration 0 with any email management platform.
All campaigns to date direct respondents to a single 0 landing page with the company's "all markets" message.
More sophisticated targeting is a high priority.
Current lead management and attribution
Unicorn's lead-management process follows
Marketable's "out of the box" defaults: lead evaluation levels 1 through 3, lifecycle stages "unqualified" and
"qualified." The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. "Sales" followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes
Currently, the Marketing department assigns content development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn't decided on the optimal organizational model.
Input of qualified leads from Marketable into
Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own "go-to" fields: where one member might check "TV ad" as Lead Source, another would put that in the comments field.
CMO
The CMO's most important concerns are:
* The current solution has too many manual steps to scale with anticipated growth
* Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
* In general, analytics integrations are manual, slow, and unreliable
* The current system completely misses "skips"-customers switching from the Unicorn app to consortium banks-an important source of revenue
* Documenting the value of Unicorn's Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO
The CIO is concerned primarily with:
* The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
* Quality and reliability of the Analytics information his team provides to Marketing MARKETING STAFF Marketing Operations staff concerns:
* Campaigns require so much work that they can't run as many of them as they need to
* Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
* Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
* Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for Example.
o Webhook not firing,
o Reaching API limit
o Synchronization errors with third-party tools and Salesforce
* Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with "no score" and negative levels.
Multiple Unicorn teams are manually placing Sources in multiple areas. A small set of IT members decides to use an API that triggers when the Source field is not one of a list of 9 values, or is empty. When this is the case, the API is called via webhook to confirm if there is information in the Comments, Status, or custom field
'Sales update1 and then replaces the Source with what is found in those fields, in the above order of importance.
These IT team members are ready to switch on the solution after testing successfully in a staging area, but request feedback from the Marketing team and the Adobe Marketo Engage solution architect.
The larger IT team and Marketing stakeholders are alerted to a wider review to determine if it matches the current needs across each team.
Which steps should be taken first?
- A. Recommend they build a new field to update this data into the CRM that can not be seen by Marketo Engage. This way, Marketing and IT can see the data in CRM without affecting any operations outside CRM.
- B. Perform an audit of Marketo engage automation and analyze the impact, outline any issues with the proposed changes, and make recommendations and next steps. Send this report to the rest of the stakeholders and IT team to make sure it aligns with their needs before agreeing to anything.
- C. Make sure the larger IT team switches on the solution in a low-activity timeframe, where as little automated and marketing work is happening. Once the updates are complete, monitor the change of data as it is switched on, to check for any unexpected effects in the Marketo Engage instance.
Answer: B
Explanation:
Explanation
Performing an audit of Marketo Engage automation and analyzing the impact, outlining any issues with the proposed changes, and making recommendations and next steps is the best step to take first. This way, the solution architect can ensure that the solution is aligned with the business requirements and best practices, and that it does not cause any negative consequences for the data quality, campaign performance, or reporting accuracy. Sending this report to the rest of the stakeholders and IT team would also allow for feedback and collaboration before implementing any changes. Making sure the larger IT team switches on the solution in a low-activity timeframe, where as little automated and marketing work is happening would not be a good step to take first, as it would risk disrupting the existing workflows and data integrity without proper testing and validation. Recommending they build a new field to update this data into the CRM that can not be seen by Marketo Engage would not be a good step to take first, as it would create data silos and prevent Marketo Engage from using the source information for segmentation, personalization, or attribution.
NEW QUESTION # 30
After evaluating global operations, the Marketing Operations team for a mid-sized organization determines that changes must be made to how many operational processes are running in their Adobe Marketo Engage instance. Some processes that cleanse and enrich the data being synced to Marketo Engage from Salesforce must be retired. The team negotiates a new process with Sales Operations to make values in certain data fields compulsory before a salesperson can save a new Contact in the CRM.
Before pushing this change live, which stakeholders must be enabled in the new process?
- A. CMO, CFO, Sales Operations, Head of Sales, and the Marketing team
- B. Sales Operations, Sales Representatives, Sales Managers, and Data Analysts
- C. The CMO. Data Analysts, the Head of Sales, and the Marketing team
- D. Marketing team, Sales Operations, and the Head of Sales
Answer: B
Explanation:
Explanation
The stakeholders that must be enabled in the new process are Sales Operations, Sales Representatives, Sales Managers, and Data Analysts. This is because these are the roles that are directly involved in creating, managing, and reporting on Contacts in the CRM. Sales Operations is responsible for setting up and enforcing the new data validation rules. Sales Representatives and Sales Managers are responsible for entering and updating Contact data in compliance with the new rules. Data Analysts are responsible for monitoring and evaluating the data quality and performance metrics. The other options are not as relevant or necessary as this one, because they do notinclude all the key roles or they include roles that are not directly affected by the new process.
References: https://docs.marketo.com/display/public/DOCS/Best+Practices%3A+Data+Management
https://docs.marketo.com/display/public/DOCS/Salesforce+Sync%3A+Overview
NEW QUESTION # 31
Refer to the case study.
UNICORN FINTECH COMPANY PROFILE
Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers 0 through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns.
Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can't attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can't allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership
Unicorn has fewer than 200 employees, and roles aren't always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue sources
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it's impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on "skips." Current and aspirational marketing technology Current Marketing technology consists of Marketable,an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable's "sales alerts" into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
* Addresses a purchased (for customer acquisition) or0 in-house (for cross-sell) list. Purchased lists range from
300,000 to 1.5 million addresses
* Is sent from multiple data centers in the US and Canada
* Includes an "unsubscribe" opt-out below the message
* Is static; there are no formula fields
* Uses no deliverability authentication, nor integration 0 with any email management platform.
All campaigns to date direct respondents to a single 0 landing page with the company's "all markets" message.
More sophisticated targeting is a high priority.
Current lead management and attribution
Unicorn's lead-management process follows
Marketable's "out of the box" defaults: lead evaluation levels 1 through 3, lifecycle stages "unqualified" and
"qualified." The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. "Sales" followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes
Currently, the Marketing department assigns content development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn't decided on the optimal organizational model.
Input of qualified leads from Marketable into
Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own "go-to" fields: where one member might check "TV ad" as Lead Source, another would put that in the comments field.
CMO
The CMO's most important concerns are:
* The current solution has too many manual steps to scale with anticipated growth
* Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
* In general, analytics integrations are manual, slow, and unreliable
* The current system completely misses "skips"-customers switching from the Unicorn app to consortium banks-an important source of revenue
* Documenting the value of Unicorn's Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO
The CIO is concerned primarily with:
* The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
* Quality and reliability of the Analytics information his team provides to Marketing MARKETING STAFF Marketing Operations staff concerns:
* Campaigns require so much work that they can't run as many of them as they need to
* Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
* Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
* Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for Example.
o Webhook not firing,
o Reaching API limit
o Synchronization errors with third-party tools and Salesforce
* Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with "no score" and negative levels.
Unicorn starts rebuilding out its Revenue Cycle Model (RCM) to move away from the generic Marketable model. The goal is a model that more accurately mtaches its customer journey. When building out the RCM, Unicorn finds that several of their "Skips" (customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank) seem to only appear at the Engaged phase due to scoring, before reappearing as a 'Closed Won' in their CRM.
As the CRM begins to sync back these Closed Won Opportunities, how should this journey be captured in the Revenue Cycle Model?
- A. The "Skips" should have a detour arrow above the Success Path that moves them directly from
'Engaged' to 'Closed Won'. - B. The "Skips" should have specific stages in the success path that are the equivalent of MQL, SAL, and Opportunity, but with "Skips" labelled.
- C. Manage the "Skips" quickly by moving them through each stage of the Success Path from engaged to
'Closed Won' once identified
Answer: A
Explanation:
Explanation
The "Skips" should have a detour arrow above the Success Path that moves them directly from 'Engaged' to
'Closed Won'. This way, the Revenue Cycle Model can capture the unique journey of these customers who bypass the normal stages of the Success Path and still generate revenue for Unicorn. The detour arrow would also allow for reporting and analysis of the "Skips" segment and their contribution to the overall revenue. The
"Skips" should not have specific stages in the success path that are the equivalent of MQL, SAL, and Opportunity, but with "Skips" labelled, as this would create confusion and redundancy in the model. The
"Skips" do not go through these stages, so they should not be assigned to them. Managing the "Skips" quickly by moving them through each stage of the Success Path from engaged to 'Closed Won' once identified would not be a good solution, as it would distort the accuracy and integrity of the model. The "Skips" do not follow the same criteria and behavior as the other customers who go through each stage, so they should not be treated as such.
NEW QUESTION # 32
A large global company hires a media agency to run their paid social campaigns. They use a standardized UTM structure to track paid activities, which will allow them to differentiate paid efforts versus organic efforts. For example, UTM-source=paid social, UTM-medium=facebook, UTM-campaign:=B2B-social, UTM-content=Definitive-guide-to-paid-social. Cost will be added to the Adobe Marketo Engage programs on a monthly basis. The same assets will be used across campaigns and social platforms (Twitter, Facebook, Linkedln).
Which Marketo Engage program structure will allow the company to determine paid social effectiveness and ROI?
- A. * A program in the Global Content channel will capture membership but not success
* A program in the paid social channel will capture member success
* Each program in the social media channel will be created for each paid social campaign
* Cost will be added to paid social programs - B. * A program in the Global Content channel will capture member success
* A program in the paid social channel will capture member success and one will be created for each asset and social media campaign
* Cost will be added to each paid social program and content program - C. * A program in the Global Content channel will capture member success, and a program will be created for each asset regardless of the platform that drove the person to the asset
* UTMs will be used to place people in static lists to separate out the different platforms that drove the lead
* Cost will be added to each Global Content program
Answer: B
Explanation:
Explanation
The requirement should be met by creating one set of channels and using a tag to determine Direct or Partner.
This will allow the company to report on the efficacy of direct marketing and investment to third-party seller/partner marketing, as well as to determine how budget should be spent the following year. Creating one set of channels will enable the company to use consistent and standardized metrics and definitions for each channel type, such as webinar, paid social, virtual event, etc. Using a tag to determine Direct or Partner will enable the company to differentiate and track the performance and ROI of each marketing channel based on whether it was executed by the company or by a third-party seller.
References: https://docs.marketo.com/display/public/DOCS/Programs+and+Channels
https://docs.marketo.com/display/public/DOCS/Tags
NEW QUESTION # 33
A company buys a webinar solution that connects to its Adobe Marketo Engage instance via API. The Marketing VP wants to quickly scale the volume of webinars from once a month for North America to three times a month globally. All webinars will be in English. The company markets to three different regions, and the content of all assets such as the landing page and emails need the option to vary the content for different combinations of region and industry.
The Marketing VP wants to see the results of each webinar reported at the global level. The Demand Generation Manager wants to see the results of each webinar reported at the regional level.
Which two actions should the Marketo Engage Architect recommend to meet these requirements? (Choose two.)
- A. Create a regional webinar program template with a consistent naming convention
- B. Create a global webinar program template that contains each region's local assets when it is cloned
- C. Create a webinar email template with program tokens to populate content by region and industry
- D. Create a webinar email template with snippets to populate content by region and industry
- E. Create a webinar email asset in the program template that uses Velocity Scripting to populate region and industry
Answer: A,E
Explanation:
Explanation
The two actions that the Marketo Engage Architect should recommend to meet these requirements are to create a webinar email asset in the program template that uses Velocity Scripting to populate region and industry and to create a regional webinar program template with a consistent naming convention. These actions will help the Architect to quickly scale the volume of webinars from once a month for North America to three times a month globally, as well as to vary the content of assets for different combinations of region and industry. Creating a webinar email asset in the program template that uses Velocity Scripting to populate region and industry will enable the Architect to dynamically insert content based on the lead's region and industry segmentation fields, instead of creating separate email assets for each segment. Creating a regional webinar program template with a consistent naming convention will enable the Architect to easily clone and customize the program for each region, as well as to report on the results of each webinar at the global and regional level.
References: https://docs.marketo.com/display/public/DOCS/Webinar+Programs
https://docs.marketo.com/display/public/DOCS/Velocity+Scripting
https://docs.marketo.com/display/public/DOCS/Program+Templates
NEW QUESTION # 34
Refer to the case study.
UNICORN FINTECH COMPANY PROFILE
Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers 0 through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns.
Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can't attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can't allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership
Unicorn has fewer than 200 employees, and roles aren't always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue sources
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it's impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on "skips." Current and aspirational marketing technology Current Marketing technology consists of Marketable,an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable's "sales alerts" into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
* Addresses a purchased (for customer acquisition) or0 in-house (for cross-sell) list. Purchased lists range from
300,000 to 1.5 million addresses
* Is sent from multiple data centers in the US and Canada
* Includes an "unsubscribe" opt-out below the message
* Is static; there are no formula fields
* Uses no deliverability authentication, nor integration 0 with any email management platform.
All campaigns to date direct respondents to a single 0 landing page with the company's "all markets" message.
More sophisticated targeting is a high priority.
Current lead management and attribution
Unicorn's lead-management process follows
Marketable's "out of the box" defaults: lead evaluation levels 1 through 3, lifecycle stages "unqualified" and
"qualified." The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. "Sales" followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes
Currently, the Marketing department assigns content development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn't decided on the optimal organizational model.
Input of qualified leads from Marketable into
Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own "go-to" fields: where one member might check "TV ad" as Lead Source, another would put that in the comments field.
CMO
The CMO's most important concerns are:
* The current solution has too many manual steps to scale with anticipated growth
* Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
* In general, analytics integrations are manual, slow, and unreliable
* The current system completely misses "skips"-customers switching from the Unicorn app to consortium banks-an important source of revenue
* Documenting the value of Unicorn's Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO
The CIO is concerned primarily with:
* The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
* Quality and reliability of the Analytics information his team provides to Marketing MARKETING STAFF Marketing Operations staff concerns:
* Campaigns require so much work that they can't run as many of them as they need to
* Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
* Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
* Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for Example.
o Webhook not firing,
o Reaching API limit
o Synchronization errors with third-party tools and Salesforce
* Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with "no score" and negative levels.
Unicorn currently uses a manual and subjective process of moving Leads through the pipeline. Unicorn wants to utilize Adobe Marketo Engage for a more autonomous and effective process. The Marketing Operations team plans to set up a Revenue Cycle Model powered by key behavior such as form fills. Scoring also needs to be set up, and Marketing and 'Sales' nurture campaigns that reference the Model stages will be built afterward.
Unicorn needs to obtain the resources and budget to implement these projects.
Who should be involved in initial discussions before implementation begins?
- A. CMO and the Marketing department
- B. Marketing team leaders, the CRM administrator, and the IT team
- C. Marketing Ops team leader, CRM administrator, and the Web Developer
- D. CMO, CIO, and the CRM administrator
Answer: D
Explanation:
Explanation
The CMO, CIO, and the CRM administrator should be involved in initial discussions before implementation begins. The CMO and CIO are the key decision-makers who can approve the resources and budget for the projects, as well as align the business goals and strategy. The CRM administrator is the key contact for the Salesforce CRM system, which needs to be integrated with Marketo Engage for the Revenue Cycle Model and the scoring. The Marketing department and the Marketing Ops team leader are not directly involved in the initial discussions, as they are more focused on the execution and optimization of the campaigns. The Web Developer is not directly involved in the initial discussions, as they are more focused on the technical aspects of the web integrations.
NEW QUESTION # 35
An Adobe Marketo Engage Consultant is reviewing all programs in an instance. Each campaign in each program contains at least three flow steps:
* If Acquisition Program is Empty, change Acquisition Program to the current program's name
* Change the status in the program (based on the action)
* Write an Interesting Moment
These flow steps happen in almost every campaign.
How can the Consultant edit the programs for scalability and efficiency?
- A. Remove the program status change because this will be handled by the Acquisition Program update
- B. Create global Interesting Moments campaigns based on specific triggers and using tokens
- C. Create a global program and coordinating campaigns to update the acquisition program to the latest program touched
Answer: C
Explanation:
Explanation
The Consultant can edit the programs for scalability and efficiency by creating a global program and coordinating campaigns to update the acquisition program to the latest program touched. This will allow the Consultant to streamline and optimize the process of updating the acquisition program for each lead, instead of having multiple flow steps in each campaign. The global program can use triggers and filters to capture leads from different sources and channels, and use tokens to dynamically update the acquisition program based on the latest program touched. This will also reduce the number of campaigns in the queue and improve the campaign performance.
References: https://docs.marketo.com/display/public/DOCS/Acquisition+Program
https://docs.marketo.com/display/public/DOCS/Global+Programs
NEW QUESTION # 36
When reviewing completion of a REST API Webhook, two URLs can be used to perform an initial validation and make sure leads will pass correctly.
Which two combinations of URL and associated parameters should be used to validate the REST API?
(Choose two.)
- A. Endpoint URL with Access Token and Your Email Address
- B. Endpoint URL with Access Token and Client ID
- C. Identity URL with Client Score and Client ID
- D. Endpoint URL with Client ID, Your Email Address, and Client Secret
- E. Identity URL with Client ID and Client Secret
Answer: A,E
Explanation:
Explanation
The two combinations of URL and associated parameters that should be used to validate the REST API are Endpoint URL with Access Token and Your Email Address and Identity URL with Client ID and Client Secret. These combinations will allow the user to perform an initial validation and make sure leads will pass correctly through the REST API Webhook. The Endpoint URL with Access Token and Your Email Address will allow the user to test the functionality of the endpoint service and verify that the leads can be submitted successfully. The Identity URL with Client ID and Client Secret will allow the user to obtain an access token for authentication and authorization purposes.
References: https://developers.marketo.com/rest-api/
https://docs.marketo.com/display/public/DOCS/Webhooks
NEW QUESTION # 37
FADE IN:
CUSTOMER CONTACT - SCORING DILEMMA
In a virtual meeting, a marketing executive in
business attire, speaks directly to the camera. The screen displays the executive's name and title (CMO).
CMO
It's nice to meet you. Welcome to our growing B2B tech SaaS company. I heard you've spoken with the CIO.
Good. Listen, I have a specific concern I'd like you to evaluate.
Marketing, my team, we're really ramping up our demand generation activities. We have a lot of leads coming in and we are pushing over an increasing amount of marketing qualified leads to the inside sales team.
(shakes their head)
The volume we're pushing-inside sales is just
getting inundated, and they don't know how to prioritize or who to follow up with first. My team has a lot of data and context to send over to the sales team, but it's just too much for them to take in all at once. I don't want us to waste these opportunities. Tell me, how can I use scoring to help with this challenge we're in9 FADE OUT:
THE END
At Treat Snack Inc, a company that specializes in unique local ethnic snacks, the new CMO is being bombarded by complaints from the sales team that a high volume of MQLs are being delivered to the sales team. There is no context around why they reached MQL, what it is about them, as well as what they did that caused them to MQL. The CMO decides to overhaul the entire scoring system and build a new method from scratch.
The Sales team is interviewed to understand what indicated a good person to speak with who has a high likelihood of wanting to take a meeting. The Sales team reports that their best leads have the following traits in order of priority starting with the most helpful trait:
1. People who attended a webinar on different types of treats enjoyed in different global regions
2. People who have a title of director and higher, followed by whether the account was larger than 1000 employees
3. People who work for companies that look similar to companies that they have sold to previously
4. People who have a high interest in their chocolate tasting line of products
5. People who search the web for wholesale suppliers of gourmet treats
In which order should the different types of scoring be rolled out?
- A. Behavior, Demographic, Predictive, Product, Intent
- B. Behavior, Intent, Demographic, Product, Predictive
- C. Predictive, Behavior Demographic, Intent, Product
Answer: A
Explanation:
Explanation
The order of the different types of scoring should be based on the priority and feasibility of the traits that the Sales team identified. Behavior scoring should be rolled out first, because it captures the most helpful trait of attending a webinar, as well as other actions that indicate interest and engagement. Demographic scoring should be rolled out next, because it captures the second most helpful trait of title and company size, as well as other attributes that indicate fit and qualification. Predictive scoring should be rolled out third, because it captures the third most helpful trait of working for similar companies, as well as other factors that indicate propensity and likelihood to buy.Product scoring should be rolled out fourth, because it captures the fourth most helpful trait of having a high interest in their chocolate tasting line of products, as well as other preferences and needs that indicate product fit and value. Intent scoring should be rolled out last, because it captures the fifth most helpful trait of searching the web for wholesale suppliers of gourmet treats, as well as other signals that indicate buying intent and readiness.
References: https://docs.marketo.com/display/public/DOCS/Scoring+Overview
https://docs.marketo.com/display/public/DOCS/Best+Practices%3A+Lead+Scoring
NEW QUESTION # 38
An Adobe Marketo Engage Architect is working for a car manufacturing company in Japan and wants to solve two problems:
1. Receiving errors when trying to integrate Marketo Engage with Salesforce's Custom Object, the custom object of Salesforce is storing the offers and gifts given to each car owner.
2. Store the periodic details of car services of owners in Marketo Engage. This will help the team to edit the records in Marketo Engage. Also, use Filter and Triggers for sending service reminders on Marketo Engage.
This data at present is maintained offline in Excel.
In which two ways can the Architect solve these challenges? (Choose two.)
- A. Problem 2: The Admin can use Marketo Engage Custom object
- B. Problem 2: The Admin can use Marketo Engage custom activities
- C. Problem 2: The Admin can create a segmentation in Marketo Engage
- D. Problem 1: Set the user profile of the Marketo Engage sync user to Admin in Salesforce
- E. Problem 1: Set the language of Marketo Engage sync user to English in Salesforce
Answer: A,E
Explanation:
Explanation
The two ways that the Architect can solve these challenges are to use Marketo Engage Custom object for problem 2 and to set the language of Marketo Engage sync user to English in Salesforce for problem 1. These ways will help the Architect to integrate Marketo Engage with Salesforce's Custom Object and to store the periodic details of car services of owners in Marketo Engage. Using Marketo Engage Custom object for problem 2 will allow the Architect to create a custom object that can store the car service details of owners in Marketo Engage, as well as to use filters and triggers for sending service reminders. Setting the language of Marketo Engage sync user to English in Salesforce for problem 1 will allow the Architect to avoid errors when trying to integrate Marketo Engage with Salesforce's Custom Object, as the language mismatch can cause sync failures or data corruption.
References: https://docs.marketo.com/display/public/DOCS/Custom+Objects+Overview
https://docs.marketo.com/display/public/DOCS/Salesforce+Sync%3A+Overview
NEW QUESTION # 39
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