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Sample Questions

AD0-E556 Sample Question 1

The VP of Marketing is concerned about the workload of the marketing team and wants to

hire an agency to assist the team by building campaigns and programs within their Adobe

Marketo Engage instance. The biggest concern is adding users who may be able to access

and accidentally break established templates, nurture campaigns, and scoring. Therefore,

the users will only be able to work in the Marketing Activities area.

The agency will have access to building programs, campaigns, emails, and landing pages.

What is the best set of user role permissions for the agency users?

A. Web Campaign Editor, Access Email, Activate Trigger Campaign, Clone MarketingAsset
B. Edit Marketing Asset, Edit Campaign, Activate Trigger Campaign, Clone MarketingAsset
C. Access Email, Access Landing Page, Web Campaign Editor, Edit Marketing Asset
D. Edit Marketing Asset, Access Email, Access Landing Page, Export Analytics Data

ANSWER : C

AD0-E556 Sample Question 2

An Adobe Marketo Engage Architect at Cookieless Monsters Inc. is creating a report on

Revenue Explorer to track Marketing Influence on Opportunity Closed-Won by First-Touch

(FT) and Multi-Touch (MT) attribution models of Marketo Engage.

Which two factors should the Architect consider while setting up FT and MT attribution

reports on Revenue Explorer? (Choose two.)

A. FT attribution answers, "Which programs are most influential in moving people forwardin the sales cycle over time?" and MT answers, "Which programs are good at acquiringprofitable new names?"
B. Credit is split evenly, and credit cannot be given for something that happened in thepast.
C. Credit can be manually assigned, and credit can be given for something that happenedin the past.
D. FT attribution answers, "Which programs are good at acquiring profitable new names?"and MT answers, "Which programs are most influential in moving people forward in thesales cycle over time?"
E. Credit is not split evenly, and credit cannot be given for something that happened in thepast.

ANSWER : B,D

AD0-E556 Sample Question 3

A company has a Contact Us form that contains a text field called "Comments" where

prospects describe their needs to provide sales with context for follow-up. When this form

is completed, a Marketing Qualified Lead (MQL) is generated and sent to sales. The

"Comments" field is a custom text field. Leads often write lengthy descriptions that exceed

140 characters. The "Comments" field is not synced to CRM. Another field called "Notes" is

synced to CRM. This is also a text field. The "Notes" field is often used by Sales and is

commonly overwritten by Sales. Both Sales and Marketing agree that the "Comments" field

is important and want to give the prospect space to describe their needs.

An Adobe Marketo Engage Architect needs to set up an interesting moment that is

triggered upon the Contact Us form fill that contains the "Comments" value to give Sales

immediate context of the inquiry.

Which two actions must the Marketo Engage Architect take to fulfill this request? (Choose

two.)

Which two actions must the Marketo Engage Architect take to fulfill this request? (Choose

two.)

A. Use a token in the Interesting Moment to populate info from the "Comments" field
B. Change the "Comments" field type from text to string to capture longer comments
C. Have Marketo Support re-map the "Comments" field in Marketo to the "Notes" CRM field
D. Create the "Comments" field in CRM, sync it to Marketo, and have Marketo Supportremap it
E. Switch the field mapping on the Marketo form from "Comments" to "Notes"

ANSWER : A,D

AD0-E556 Sample Question 4

A Sales team reports to Marketing that they receive false MQLs regularly. The Adobe

Marketo Engage instance has three fields to track lead scores:

• "Total Score" is a sum of Behavior and Demographic Scores.

• A prospect gets graduated to MQL as soon as "Behavior Score" changes to 100 or

greater and 'Demographic Score" must be at least 20.

• All "Demographic Score" smart campaigns are set up using "Person is Created" trigger

with no filters.

The Marketo Engage Administrator audits the false MQLs and learns that most of them

received a "Demographic Score" of +20 for being in a target "Job Title" and preferred

"Country". Their "Demographic Scoring" was not completed. They received -10 for the

"Industry" because these false MQLs are from Universities.

Which two sets of actions should the Architect take to stop sending the false MQLs to the

Sales team? (Choose two.)

A. Use trigger "Not Score is Changed" on "Demographic Field"In the Flow steps, use "Change Score", "Remove from Flow", and "Change Data Value" forupdating "Demographic MQL Score" field
B. Use trigger "Score is Changed" on "Demographic Field"In the Flow steps, use "Wait", "Remove from Flow", and "Change Data Value" for updating"Demographic MQL Score" field
C. Create a Boolean field and Smart-Campaign called "Demographic MQL Score" Update the MQL Smart Campaign to use "Demographic MQL Score = True" as a filter andas atrigger
D. Use trigger "Score is Changed" on "Demographic Field"In the Flow steps, use "Change Score", "Remove from Flow", and "Change Data Value" forupdating "Demographic MQL Score" field
E. Create a Score field and Smart-Campaign called "Demographic MQL Score"Update the MQL Smart Campaign to use "Demographic MQL Score = True" as a filter andas atrigger

ANSWER : A,C

AD0-E556 Sample Question 5

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 member success, and a programwill 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 thatdrove the lead• Cost will be added to each Global Content program
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 becreated 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 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

ANSWER : B

AD0-E556 Sample Question 6

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. Predictive, Behavior Demographic, Intent, Product
B. Behavior, Demographic, Predictive, Product, Intent
C. Behavior, Intent, Demographic, Product, Predictive

ANSWER : B

AD0-E556 Sample Question 7

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, CIO, and the CRM administrator
B. CMO and the Marketing department
C. Marketing Ops team leader, CRM administrator, and the Web Developer
D. Marketing team leaders, the CRM administrator, and the IT team

ANSWER : A

AD0-E556 Sample Question 8

An Adobe Marketo Engage Architect starts their first day at their new job managing the

Marketo Engage instance. When inspecting the instance, they notice that the sync to

Salesforce was unusually slow and takes several hours to populate Salesforce campaign

membership from Marketo Engage programs. Upon closer inspection, several errors

occurred under the notifications of syncs timing out or hitting the concurrent limit.

Which three actions can the Architect take to help diagnose and address the problem

around sync to Salesforce issues?

A. Use campaign inspector to determine the number of sync to CRM flow steps Check thepermissions in the CRM for the Marketo sync user profile Check for a sync backlog in theCRM admin under the sync status tab
B. Create a smart list to identify Marketo Engage records that have an empty CRM typeReview the field management mapping Check the permission in the CRM for the Marketo sync user profile
C. Go to admin and view the CRM notification errorsCount the number of custom CRM fieldsIncrease the time between CRM and Marketo syncs