Adobe AD0-E556 Adobe Marketo Engage Architect Exam Practice Test

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Total 50 questions
Question 1

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?



Answer : C

The first action the consultant should take is to advise the Data Science team to minimize their API query to reduce the consumption of the API limit. This is because hitting the API limit twice a month affects leads from multiple third-party integrations from being consistently created or updated automatically, which impacts the lead routing and nurturing processes. By reducing the API query, the consultant can ensure that the integrations are not disrupted and that leads are not lost or delayed. The other options are not as urgent or effective as this one, because they do not address the root cause of the problem or they require more time and resources to implement. Reference: https://docs.marketo.com/display/public/DOCS/Understanding+Marketo+API+Limits


Question 2

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?



Answer : A

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.


Question 3

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 has been having an issue with data quality coming from their Adobe Marketo Engage instance. An audit finds that a key issue is that Marketers and IT members lacked knowledge in best practice processes for the following tasks:

* Importing data to Marketo Engage or CRM in incorrect format or with old information

* Setting up forms to comply with Data Standardization (such as String Country fields to fill out)

* Importing large purchased lists without any minimal validation

Unicorn agrees with the auditor's recommendations to roll out enablement as part of a way to solve the problems.

Which two steps should be a part of this enablement? (Choose two.)



Answer : C, E

Setting up training sessions that covers List Import and Form best practices for both day-to-day users and Marketo Engage 'Power Users' is a good step to be part of the enablement, as it would help the users to learn how to avoid common data quality issues and follow the best practices for importing data and creating forms. Aligning IT and Marketing Ops teams on what level of responsibility each team should have on data management in Marketo Engage is another good step to be part of the enablement, as it would help to clarify the roles and expectations of each team and ensure a consistent and collaborative approach to data quality. Setting up a Roles and Permissions workshop with the CMO and CIO to capture and enforce the right level of access for level of Marketo Engage usage is not a bad step, but it is not directly related to the data quality issues or the enablement of the users. Removing access to users who are the 'worst offenders' until they have successfully passed the Marketo Certified Associate Exam is not a good step, as it would be punitive and disruptive to the users' work. Buying lists from a third-party data provider that are GDPR compliant with no country values is not a good step, as it would not solve the data quality issues or improve the users' knowledge of best practices.


Question 4

An Adobe Marketo Engage Architect notices that the smart campaigns run slowly. The Campaign Queue in Marketing Activities is full of backlog campaigns. The alerts fire with a delay. All alert smart campaigns are triggered based on the first step of Change Data Value. All Batch campaigns use the Advanced Wait Properties at the first step to run the campaign every Monday at 8:00 PM PT.

Which steps should the Architect perform to scale the campaign execution?



Answer : B

The steps that the Architect should perform to scale the campaign execution are to move the Send Alert step to first for campaigns sending alerts, and to use batch campaign scheduler instead of Advanced Wait Properties for batch campaigns. These steps will help the Architect to improve the speed and efficiency of the smart campaigns, as well as reduce the backlog in the campaign queue. Moving the Send Alert step to first will ensure that alerts are sent immediately without waiting for other flow steps or triggers, which can cause delays or errors. Using batch campaign scheduler instead of Advanced Wait Properties will allow the Architect to schedule batch campaigns at a specific date and time, instead of using a wait step that can clog up the queue or run at suboptimal times.


Question 5

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.)



Answer : A, D

The two actions that the Marketo Engage Architect must take to fulfill this request are to use a token in the Interesting Moment to populate info from the ''Comments'' field and to create the ''Comments'' field in CRM, sync it to Marketo, and have Marketo Support remap it. These actions will allow the Architect 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. Using a token in the Interesting Moment will enable the Architect to dynamically insert the value of the ''Comments'' field into the interesting moment description. Creating the ''Comments'' field in CRM, syncing it to Marketo, and having Marketo Support remap it will enable the Architect to preserve the value of the ''Comments'' field in both systems and avoid overwriting the ''Notes'' field that is used by Sales.


Question 6

An Adobe Marketo Engage Architect has just hired a new person to join their team. They have been tasked with building a new lifecycle model and you work together to develop a solution. The top half of the funnel stages (Known, Engaged, MQL) will be driven by Marketo Engage where as the bottom half of the funnel will be driven by specific data value changes in salesforce. Due to this quarter's budget reasons, there were not enough funds to 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 is tracking lead stage changes accurately?



Answer : C

The scalable approach that the Architect should choose to ensure that the lifecycle model is tracking lead stage changes accurately is to build trigger logic within the Revenue Cycle Model. This approach will allow the Architect to create a lifecycle model that is driven by Marketo Engage for the top half of the funnel stages and by specific data value changes in Salesforce for the bottom half of the funnel stages, without requiring an active revenue cycle model. Building trigger logic within the Revenue Cycle Model will enable the Architect to define the criteria and conditions for each stage transition, as well as to track and measure the lead movement across the funnel stages.


Question 7

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.)



Answer : A, D

The two actions that the Marketing Operations team should recommend to solve this issue are to delete any Leads or Contacts from Marketo Engage in the sync with no email address or invalid '-' email address and to block unwanted Leads and Contacts from the sync based on a set criteria using the Custom-Sync Filter functionality. This is because these actions will help limit database growth and remove certain records from Marketo Engage by eliminating records that are not valid or useful for marketing purposes and preventing records that do not meet certain criteria from being synced. The other options are not as effective as these two, because they either rely on Dynamics functionality that may not be available or consistent, or they do not address the issue of database limits.


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Total 50 questions