Quiz Adobe-AD0-E556

A consultant conducts an audit on a company's Adobe Marketo Engage instance and discovers: • The instance hits its API limit twice a month, affecting leads from multiple third-party integrations from being consistently created or updated automatically. • The field "Country' is set as a text field, which results in inconsistent variations and misspellings of the country value, leading to the inability to route leads to the proper regional sales team. • There is a Segmentation called "Reqion", which is defined by the "Country" field values; due to the inconsistency of the field, a majority of the person records sit in the "Default" segment. • Lead routing is based on the "Region" segment, and there is no logic set in the routing to account for the "Default" leads. After sharing these findings with a group of stakeholders, the stakeholders share: • The Data Science team uses the Marketo Engage API to pull data out of the instance twice a month for an executive dashboard that tracks quarterly goals. • The Sales team is extremely below target for qualified leads because the volume routed to them is so low. • The Web team has reported on below-average form conversions because too many fields are open text. • The Marketing team wants to send nurture emails that are localized based on the "Region" Segmentation. The end of the quarter is 1 month away. What is the first action the consultant should take?

UNICORN FINTECH COMPANY PROFILE Unicorn Fintech is a mobile-only financial-services startup 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. With help from the Adobe Marke to Engage Architects, Unicorn has an audit of their system and finds the following issues: • Mass uploading spreadsheet data with mistakes and failure to check with Salesforce data caused a large number of Person records with the wrong Country field value in place. This reduces how many MQL leads are being sent in a timely fashion to the right team in their CRM. • Many fields in Marketo Engage must be hidden and field blocked. The fields are not currently being used in day-to-day Programs, Lists, or Assets. • The current Webinar and Tradeshow Event Program templates are not optimized. They have too many steps for the actions captured, and do not use 'My Tokens' as effectively as they could. Only one person is making these changes. There is no need for 'quick wins' In which order of importance should these issues be fixed?

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?

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?

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?

FADE IN: CUSTOMER CONTACT - SCORING DILEMMA In a virtual meeting, a marketing executive in business attire, speaks directly to the camer a. 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 company wants to generate new leads through content syndication. The goal is not to pay for existing leads. A third-party company will send leads through an API directly to the Adobe Marketo Engage instance. The third-party company passes the following information through the API: • First • Last • Email • Person Source • Company • Asset Name An Architect needs to create a program that captures leads and evaluates if the leads are new or existing. Engagement will also be captured on all leads. Only new leads must be scored and sent a welcome email. Existing leads will then be excluded from the program and sent back through the API to the third-party company. Which order of steps is required to build this program?

A company has the native Adobe Marketo Engage sync with Microsoft Dynamics in place. The business consistently exceed their database limits. It needs to limit database growth and remove certain records from Marketo Engage. Which two actions should the Marketing Operations team recommend to solve this issue? (Choose two.)

Refer to the lifecycle model above. Tap the image to zoom A company wants to increase the number of leads sent to Sales. The Sales and Marketing teams need to meet quarterly conversion rate goals. These teams use the out-of-box Adobe Marketo Engage success (only) modeler. The stages are defined as: 1. Anonymous: Leads for which web activity is tracked, but whose identity is not known yet 2. Known: Leads for which 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 Lead: Leads with scores greater than 30 6. Opportunity: Leads that also have an opportunity attached to them 7. Won: Leads that are attached to opportunities that we have closed and Won In a meeting to discuss how to increase the amount of sales leads, someone suggests scoring leads who have clicked a link in an email with +35 points. As the Adobe Marketo Engage Consultant, what are the effects of the lifecycle if this suggestion is implemented? (Choose two.)

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. 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.)