Question # 1
A client is running a project with a 626 multi-cloud setup involving Marketing Cloud, Sales Cloud, ServiceCloud, Experience Cloud, and MuleSoft. Currently, MuleSoft is primarily used tointegrate with third-party systems. Marketing Cloud is connected to Sales/Service using the standard connector. A recent requirement-gathering session, involving all functional streams, brought up the question of where consolidated reporting mil happen. Sofar, reporting has only been looked at individually per stream.
There is a steering committee meeting 1 week from now. The Solution Architect was asked to provide different solutions to fix the problem. The expectation is that a high-level evaluation willbe done prior the steering committee meeting so that an indication of options can be given and additional funding can be requested.
Which three critical steps should the Solution Architect take first?
Choose 3 answers | | A. Ensure all data objects across thedifferent clouds have a unique external identifier | | B. Review the established and planned dataflows to understand where the systems of record sit and where data is transportedto already. | | C. Review the system landscape to identify other existing solutions for reporting and start to investigate high-level cost impacts (inel. licenses aspects) for the most viable. | | D. Identify key drivers and high-level data scope behind the need for a consolidated reporting. | | E. Draft a solution to show how consolidated reporting can be done using CRM Analytics. |
B. Review the established and planned dataflows to understand where the systems of record sit and where data is transportedto already.
C. Review the system landscape to identify other existing solutions for reporting and start to investigate high-level cost impacts (inel. licenses aspects) for the most viable.
D. Identify key drivers and high-level data scope behind the need for a consolidated reporting.
Explanation: Review the established and planned dataflows to understand where the systems of record sit and where data is transported to already. This is an important step to assess the current state of data integration and identify any gaps or challenges that might affect the reporting solution.
Identify key drivers and high-level data scope behind the need for a consolidated reporting. Thisis an essential step to understand the business requirements and expectations for thereporting solution, as well as the key metrics and KPIs that need to be measured and reported on.
Review the system landscape to identify other existing solutions for reporting and start to investigate high-level cost impacts (incl. licenses aspects) for the most viable. This is a useful step to explore the possible options for delivering a consolidated reporting solution, such as using existing tools or platforms, building a custom solution, or leveraging third-party solutions. It also helps to estimate the costs and benefits of each option.
Question # 2
| Northern Trail Outfitters (NTO) currently use Sales Cloud to track deals and now wants to use channel sales to distribute and tell products through resellers (partners). As part of the channel strategy. NTO will be implementing a Partner Community for resellers to register deals or generate quotes. NTO needs to establish metrics to measure each reseller's performance based on the reseller's activities within the Partner Community. NTO wants to focus on leading metrics as opposed to lagging metrics to get early feedback on how the portal is being used by partners.
Which three leading metrics should a SolutionArchitect recommend to help NTO measure each reseller's goals through the Partner Community?
Choose 3 answers | | A. Product types sold | | B. Opportunities generated | | C. Number of quotesgenerated | | D. Logins into Partner Community | | E. Opportunity win rates |
B. Opportunities generated
C. Number of quotesgenerated
D. Logins into Partner Community
Explanation: The best three leading metrics to help NTO measure each reseller's goals through the Partner Community are logins into Partner Community, number of quotesgenerated, and opportunities generated. These metrics will give NTO early feedback on how theportal is being used by their partners and will provide insight into their success in using the Partner Community. Product types sold and opportunity win rates arelagging metrics and may not provide timely feedback on the success of the Partner Community.
Leading metrics are indicators that show what’s happening and can have real-time impact on your bottom line12.
Lagging metrics are indicators that show the outcome of what happened in a previous time period12. Leading metrics are useful for predicting future performance and making adjustments, while lagging metrics are useful for evaluating past performance and setting goals34.
Question # 3
Fabulous Flowing hasbeen using Salesforce for 10 years and is starting to notice performance issues. The company anticipates continued growth of 15% each year. It frequently refers to data that is within the past 12 months. Currently, there are 600,000 Cases. Fabulous Flooring realizes it needs to archive some of the data, however, would like it to remain m Salesforce. The leadership team meets for an in-depth strategy and planning session every 3 years and will need reporting on the archived data. The Solution Architect has recommended the use of Big Objects.
What are two considerations the Solution Architect should discuss with Fabulous Flooring?
Choose 2 answers | | A. Picklist fields will need to be marked as required for indexing in the Big Object | | B. The company will need to use Async SOQL to pull the data into a subject based on specific criteria, and build reports and dashboards for the strategy and planning session. | | C. Picklist fields will need to be loaded as Text fields into the big Object. | | D. The company will need to build reports and dashboards for the strategy and planning session based on specific criteria from the dg Object. |
B. The company will need to use Async SOQL to pull the data into a subject based on specific criteria, and build reports and dashboards for the strategy and planning session.
C. Picklist fields will need to be loaded as Text fields into the big Object.
Question # 4
Universal Containers (UC) recently completed its migration to Lightning Experience, with sales users automatically moving to Lightning. This initiative was a massive undertaking by UC, as it had a tremendous amount of legacy functionality migrated over to Lightning from Classic. The CIO would like to make sure that UC is able to track adoption of the migrated functionality over from Classic to Lightning and what specifically was migrated.
Which two proposals should a Solution Architect recommend?
Choose 2 answers | | A. Provide the CIO the ability toroll back all changes once they feel Lightning is not adequate for their needs. | | B. Track Adoption Rateswithin the Lightning Usage, and monitor a change in metrics within existing reports and dashboards. | | C. Provide the CIO a list of the User Stories aroundthe new functionality and the Gap Analysis done between Classic and Lightning. | | D. Align with the CIO around the fact that while the functionality has been migrated, the data created between Classic and Lightning will remain exactly the same. |
B. Track Adoption Rateswithin the Lightning Usage, and monitor a change in metrics within existing reports and dashboards.
C. Provide the CIO a list of the User Stories aroundthe new functionality and the Gap Analysis done between Classic and Lightning.
Question # 5
Universal Containers (UC) has expanded rapidly in recent yean following a number of acquisitions. The new CMO wants to use all Leads from one of the acquired Salesforce orgs to luck-start a new targeted campaign in uC's mam Salesforce org. The acquired company would like to keep its Lead data because it enriches the Lead before it comes into Salesforce via third-party marketing tool and supports its direct sales channel. Beyond the Lead use case, both Salesforce orgs will remain completely independent from one another.
Which integration approach should a Solution Architect recommend between the UC mam org (the target org) and the acquired org (the source org)? | | A. Discuss a strategy that includes manually migrating all Leads from the sourceorg to the target org every day using data loader. | | B. Discuss a strategy between the source org and target org Sales teams on the criteria of Leads to migrate from the source org to the target org, and migrate Leads to the target org before the enrichmentwithin the source org. | | C. Discuss long-term strategies around deprecating the source org's ability to collect and enrich Lead data, and start to direct allLeads to the target org and ignore the source org. | | D. Discuss a strategy between the source org andtarget org Sales teams on the criteria of Leads to migrate from the source org to the target org, and migrate Leads to the target org after they are enrichedin the source org. |
D. Discuss a strategy between the source org andtarget org Sales teams on the criteria of Leads to migrate from the source org to the target org, and migrate Leads to the target org after they are enrichedin the source org.
Explanation: Option D would involve discussing a strategy between the source organd target org Sales teams on the criteria of Leads to migrate from the source org to the target org, and migrating Leads to the target org afterthey are enriched in the source org. This would allow
both Salesforce orgs to remain independent from each other, while also enabling UC to use all Leads from one of the acquired Salesforce orgs for its new targeted campaign. This would also preserve thevalue of Lead enrichment that happens in the source org via thirdparty marketing tool.
Question # 6
| A team at Universal Containers (UC) is currently working on an initial release of Service Cloud. However, UC's management team is very enthusiastic about new features of the platform and wants to go to market with the new Service Cloud solution as soon as possible. The current objective of their initial Service Cloud release is mostly about managing their case workload and case assignment processes. A Solution Architect is called into amanagement meeting and asked when UC can go live with automated chatbots, Einstein case classification, and CRM Analytics for data insights. How should a Solution Architect respond to the management team considering their
request for these new capabilities'? | | A. Agree with the management team to postpone the go-live and increase the scope to include the desired features. | | B. Explain to the management team that these features are still evolving and that it is best to wait a few releases so that they are stable before starting to use them in production. | | C. Explain the long-term vision and roadmap, and thenpropose a logical phasing in which the planned minimum viable product (MVP) is the first step on the journey that will eventually include the desired features. | | D. Agree that the new features are crucial to the success of the initiative and swap parts of the current scope for the most innovative feature. |
C. Explain the long-term vision and roadmap, and thenpropose a logical phasing in which the planned minimum viable product (MVP) is the first step on the journey that will eventually include the desired features.
Question # 7
Universal Containers (UC) recently went live with a multi-cloud implement at ton consisting of Experience Cloud, Service Cloud, and Marketing Cloud Account Engagement. The UC Marketing team wants to generate Marketing Cloud Account Engagement emails using the same dynamic content that users access in ExperienceCloud. They want to trigger Marketing Cloud Account Engagement emails based on certain user actions while keeping the content dynamic and configurable via a user- friendly mechanism.
Which approach should a Solution Architect recommend m this case? | | A. Consider finding AppExchange packages that support this functionality on Experience Cloud andMarketing Cloud Account Engagement. | | B. Use Salesforce CMS on Experience Cloud and the new Marketing Cloud Account Engagement Lightning Email Experience. | | C. Changethe data model to support sending Marketing Cloud Account Engagement email via the Experiencecloud site. | | D. Build a custom application using Lightning Web Components to make the email content dynamic and configurable. |
B. Use Salesforce CMS on Experience Cloud and the new Marketing Cloud Account Engagement Lightning Email Experience.
Explanation: UsingSalesforce CMS and the new Marketing Cloud Account Engagement Lightning Email Experience can enable the UC Marketing team to generate Marketing Cloud Account Engagement emails with dynamic content accessed through Experience Cloud. This approach can provide a user-friendly mechanism to configure content and trigger email sends based on user actions, without changing the data model. Additionally, this approach leverages native Salesforce functionality and does not require custom development or third-party packages.
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