March Sale Special Limited Time 65% Discount Offer - Ends in 0d 00h 00m 00s - Coupon code: geek65

Adobe AD0-E556 Dumps Questions Answers

AD0-E556 exam

Get AD0-E556 PDF + Testing Engine

Adobe Marketo Engage Architect

Last Update Mar 28, 2024
Total Questions : 50

Why Choose ClapGeek

  • 100% Low Price Guarantee
  • 100% Money Back Guarantee on Exam AD0-E556
  • The Latest Information, supported with Examples
  • Answers written by experienced professionals
  • Exam Dumps and Practice Test Updated regularly
$45.5  $130

Bundle Includes

Desktop Practice
Test software
+
Questions &
Answers (PDF)
AD0-E556 pdf

AD0-E556 PDF

Last Update Mar 28, 2024
Total Questions : 50

$28  $80
AD0-E556 Engine

AD0-E556 Testing Engine

Last Update Mar 28, 2024
Total Questions : 50

$33.25  $95

Adobe AD0-E556 Last Week Results!

10

Customers Passed
Adobe AD0-E556

85%

Average Score In Real
Exam At Testing Centre

85%

Questions came word by
word from this dump

How Does ClapGeek Serve You?

Our Adobe AD0-E556 practice test is the most reliable solution to quickly prepare for your Adobe Designing Adobe Azure Infrastructure Solutions. We are certain that our Adobe AD0-E556 practice exam will guide you to get certified on the first try. Here is how we serve you to prepare successfully:
AD0-E556 Practice Test

Free Demo of Adobe AD0-E556 Practice Test

Try a free demo of our Adobe AD0-E556 PDF and practice exam software before the purchase to get a closer look at practice questions and answers.

AD0-E556 Free Updates

Up to 3 Months of Free Updates

We provide up to 3 months of free after-purchase updates so that you get Adobe AD0-E556 practice questions of today and not yesterday.

AD0-E556 Get Certified in First Attempt

Get Certified in First Attempt

We have a long list of satisfied customers from multiple countries. Our Adobe AD0-E556 practice questions will certainly assist you to get passing marks on the first attempt.

AD0-E556 PDF and Practice Test

PDF Questions and Practice Test

ClapGeek offers Adobe AD0-E556 PDF questions, web-based and desktop practice tests that are consistently updated.

Clapgeek AD0-E556 Customer Support

24/7 Customer Support

ClapGeek has a support team to answer your queries 24/7. Contact us if you face login issues, payment and download issues. We will entertain you as soon as possible.

Guaranteed

100% Guaranteed Customer Satisfaction

Thousands of customers passed the Adobe Designing Adobe Azure Infrastructure Solutions exam by using our product. We ensure that upon using our exam products, you are satisfied.

All Adobe Marketo Engage Related Certification Exams


AD0-E555 Total Questions : 55 Updated : Mar 28, 2024
AD0-E559 Total Questions : 50 Updated : Mar 28, 2024
AD0-E560 Total Questions : 0 Updated : Mar 28, 2024

Adobe Marketo Engage Architect Questions and Answers

Questions 1

An Adobe Marketo Engage Consultant is assigned to audit an existing Marketo Engage instance. The instance is 2 years old and follows a de-centralized model for program execution. Therefore, all marketers within the organization have been trained to operate and build in the Marketo Engage instance independently. During the audit, the consultant discovers:

1. Naming convention does not exist. Therefore, all program names are named arbitrarily.

2. There are four Marketo Engage Admins: The marketing operations manager, the demand generation manager, the CRM administrator, and the IT manager. All four admins have access to everything and have been creating fields on their own to fit individual business needs.

3. There is one workspace for the entire instance. However, the company has paid for additional workspaces.

4. There are two Revenue Lifecycle Models: a prospect lifecycle and a customer lifecycle.

The CMO wants to prioritize the following goals:

1. Ability to pull quick reports for prospect programs and customer programs from a reporting tool like Tableau.

2. Change the operating model from de-centralized to centralized so the marketing operations manager and CRM administrator are the only two people managing the operational side of the Marketo Engage instance and a new agency will manage the campaign execution on the behalf of marketing.

Which three recommendations should the Consultant make? (Choose three.)

Options:

A.

Create a folder structure to organize customer vs prospect campaigns

B.

Create two workspaces: A prospect workspace and a customer workspace

C.

Create a naming convention that tags customer vs prospect campaigns

D.

Reduce the access for the demand generation manager and IT manager to a limited role that cannot create fields

E.

Create two workspaces: An operational workspace and a marketing workspace

F.

Increase the access for the marketing operations manager and CRM administrator to super admin so they can override the field creations from others

Questions 2

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.

A key revenue source for Unicorn is "skips". This source is made up of customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn wants to attribute this revenue from these customers to their campaigns. Unicorn IT has done the due diligence to be able to receive access to this data.

For Marketo's revenue attribution model and overall data architecture, in which location should this data be available to Marketo?

Options:

A.

Stored directly on the Person record

B.

Stored on the Salesforce Opportunity Object and synced to Marketo via the native sync

C.

Stored on a Salesforce Custom Object and synced to Marketo via the native sync

D.

Stored in a Marketo Custom Object

Questions 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 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?

Options:

A.

The "Skips" should have specific stages in the success path that are the equivalent of MQL, SAL, and Opportunity, but with "Skips" labelled.

B.

Manage the "Skips" quickly by moving them through each stage of the Success Path from engaged to 'Closed Won' once identified

C.

The "Skips" should have a detour arrow above the Success Path that moves them directly from 'Engaged' to 'Closed Won'.