May, 2024 AD0-E556 Practice Questions

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Sample Question 1

An Adobe Marketo Engage Architect has just hired a new person to join their team. Theyhave been tasked with building a new lifecycle model and you work together to develop asolution. The top half of the funnel stages (Known, Engaged, MQL) will be driven byMarketo Engage where as the bottom half of the funnel will be driven by specific data valuechanges in salesforce. Due to this quarter's budget reasons, there were not enough fundsto subscribe to Revenue Explorer or Bizible but it will be prioritized for the next fiscal year.Which scalable approach should the Architect choose to ensure that the lifecycle model istracking lead stage changes accurately?

A. Build trigger logic in a program.Create a field for revenue stage and a date field for eachstage to track date of entry into that field.
B. Build trigger logic in a program. Build the triggers in the Revenue Cycle Model to listenfor stage changes driven by the program.
C. Build trigger logic within the Revenue Cycle Model.
D. Build a program to listen to the movement driven by the Revenue Cycle Model.

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Sample Question 2

Refer to the case study.UNICORN FINTECH COMPANY PROFILEUnicorn Fintech is a mobile-only financial-servicesstartup created by a consortium ofconsumer banks to resell savings, checking, loan, transfer/remittance, and other servicesfrom a secure smartphone app. The company is venture-funded, and plans to reachprofitability before a planned IPO in two years.Business issues and requirementsMarketing is responsible for acquiring new customers 0 through online, televisionadvertising, and email campaigns, and for cross-selling new services to customers throughIM, email, and in-app campaigns. Evaluating the success of these campaigns has been apersistent problem: although the company can track revenue by product line, it can'tattribute those revenues to campaigns: for example, did a new loan come from onboardinga new customer, or by cross-selling a savings-account customer? Marketing currently usescrude, manual tools and guesswork to evaluate the quality and lifespan of new leads, andeven the deliverability of emails in its external campaigns. As a result, the department can'tallocate spending to the most productive campaigns, or decide how much differenttouchpoints in multi-stage campaigns contribute to revenue. Operational processes toconnect lead data to CRM and other databases are entirely manual.Staffing and leadershipUnicorn 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 toMarketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and ahandful of third-party integrations. The CMO and CIO work closely together on mostinitiatives, and budgets are typically project-driven rather than fixed annually. Individualcontributors to Marketing campaigns include the Marketing Operations Manager,responsible for lead scoring and analytics. Key IT contacts include the CRM Administratorand Web Developer. Incidental contributors are the Corporate Attorney, who signs off onopt-in/out and DMARC policies.Revenue sourcesUnicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customerswho initially engage with Unicorn, but then "skip" to receive services directly from aconsortium bank. Unicorn needs to attribute revenue from these customers to its owncampaigns; currently, it's impossible to attribute ROI to individual campaigns, or providedocumentation to claim commissions on "skips."Current and aspirational marketing technologyCurrent Marketing technology consists of Marketable,an open-source lead managementsolution supported by a set of spreadsheets and scripts developed in-house. Marketableoffers lead tracking and source attribution, but not multi-touch source attribution. UnicornFintech 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 inmulti-touch campaigns. IT has worked out scripts to input Marketable qualified leads intoSalesforce, but the system is brittle and often requires manual intervention.Current campaign management processesA 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 managementplatform.All campaigns to date direct respondents to a single 0 landing page with the company's "allmarkets" message. More sophisticated targeting is a high priority.Current lead management and attributionUnicorn's lead-management process followsMarketable'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-formcomments. "Sales" followup is by email forms prompting higher levels of engagement. Thecompany intends to phase out Marketable and replace spreadsheets and scripts withnative features of whatever solution set it adopts.Attribution processes are binary: response to a campaign email or web visit is rated asuccess 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 assessthe ROI of these channels, and the overall social media program.Current governance processesCurrently, the Marketing department assigns content development and campaignmanagement duties to team members on a campaign-by-campaign basis. All teammembers (and IT) have access to all assets and tools, which sometimes leads toduplication and conflicts. The CMO realizes that a more specialization will be necessary tosupport the social media campaigns, but hasn't decided on the optimal organizationalmodel.Input of qualified leads from Marketable intoSalesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practicesacross 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 putthat in the comments field.CMOThe 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 productivecampaigns, 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 appto consortium banks-an important source of revenue• Documenting the value of Unicorn's Marketing processes is essential to the success ofthe planned IPO, and millions of dollars in stock valuation hangs in the balance.CIOThe CIO is concerned primarily with:• The amount of time his team spends patching up Marketing campaigns and CRM datatransfers, at the expense of other, critical initiatives• Quality and reliability of the Analytics information his team provides to MarketingMARKETING 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) withexcellent margins, but no way to know which campaign touches perform best• Getting swamped with manual record-keeping; for example, spreadsheet mistakes takehours to find andfix• Poor integration with third-party tools for preparing, sending, and evaluating campaignmaterials, forExample.o Webhook not firing,o Reaching API limito Synchronization errors with third-party tools and Salesforce• Inadequate number of lead stages and qualification levels, making it difficult to evaluatelead value, especially in multi-touch campaignsDespite the absence of an external Sales team,Marketing Operations would like to improve the granularity of their lead tracking, includingboth lifecycle stages and quality levels, with "no score" and negative levels.Unicorn Fintech is using Salesforce and Adobe Marketo Engage. They want to changetheir lead sync and lead routing rules for new leads that are generated through MarketoEngage forms. The Marketing Operations Manager needs to help them build newautomation. Leads must reach a minimum lead score of 50 prior to being synced for InsideSales to follow up. Prior to syncing to Salesforce, they want to make sure that each leadhas a minimum data set of lead source and country. The Inside Sales Managers in eachregion cannot agree on a single global process for which leads should be assigned towhich Inside Sales reps once the leads are created in Salesforce. They want the flexibilityto decide at the country level.What is the most appropriate, scalable process for the Marketing Operations Manager tobuild?

A. Include country as a form field, use a hidden field to populate lead source, trigger thesync immediately, and assign to a country lead queue
B. Include country as a form field, use a hidden field to populate lead source, trigger thesync when the person reaches 50 points, and assign to a country lead queue
C. Use inferred data to populate the country field, use a hidden field to populate lead source, trigger the sync when the person reaches 50 points, and assign to an Inside Salesrep
D. Use inferred data to populate the country and lead source fields, trigger the syncimmediately, and assign directly to the Inside Sales Managers in each region

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Sample Question 3

An Adobe Marketo Engage Architect is working for a car manufacturing company in Japanand wants to solve two problems:1. Receiving errors when trying to integrate Marketo Engage with Salesforce's CustomObject, the custom object of Salesforce is storing the offers and gifts given to each carowner.2. Store the periodic details of car services of owners in Marketo Engage. This will help theteam to edit the records in Marketo Engage. Also, use Filter and Triggers for sendingservice 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 activities
B. Problem 1: Set the user profile of the Marketo Engage sync user to Admin in Salesforce
C. Problem 2: The Admin can use Marketo Engage Custom object
D. Problem 2: The Admin can create a segmentation in Marketo Engage
E. Problem 1: Set the language of Marketo Engage sync user to English in Salesforce

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