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Pass4sure Adobe AD0-E556 Dumps

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Exam Name:

Adobe Marketo Engage Architect

Exam Code:

AD0-E556

Questions:

Update Date

Mar 22, 2025

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Sample Questions

AD0-E556 Sample Question 1

An Adobe Marketo Engage Architect needs to build a subscription center that contains an

option to "pause notifications for 30 days'' to dissuade people from unsubscribing. If a

person fills out the form and selects this feature, Marketing wants to Marketing Suspend

them for 30 days and subtract five points from the lead. Existing records whose

notifications are currently paused should be excluded from the flow to avoid double

processing.

Which order of steps is required to build this program?

A. Remove from Flow (Existing) > Change data value > Change Score > Wait > Changedata value
B. Remove from Flow (Existing) > Change Score > Wait > Change data value > Changedata value
C. Change data value > Remove from Flow (Existing) > Change Score > Wait > Changedata value
D. Change Score > Change data value > Wait > Change data value > Remove from Flow(Existing)

ANSWER : A

AD0-E556 Sample Question 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 campaignscontribute 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 and their Adobe Marketo Engage Architect want to update their current scoring for

web-based behaviors. One area that is highlighted for changes are the forms. The goal is

to avoid using one form score, and instead use 3 score values, depending on whether the

form is low (+3); medium (+7), or high value (+15).

What is the most scalable way to build these changes?

A. Update the hidden Behavioral Score fields in each form to have the appropriate 'MyToken' score for the value of the formMake sure this triggers a Score field update as well
B. Build Smart Campaigns that trigger based on the appropriate form into the ScoringProgram Add the appropriate score values into the 'Change Data Value' flow step, thenswitch on
C. Build Smart Campaigns that trigger based on the appropriate form into the ScoringProgram Add the appropriate score value 'My Tokens' into the 'Change Score1 flow step,then switch on
D. Update the hidden Behavioral Score fields in each form to have the appropriate scorevalues forthe value of the formMake sure this triggers a Score field update as well

ANSWER : C

AD0-E556 Sample Question 3

An organization wants to improve its Lead routing to its team across regions. Instead of

using their default workspace and partition for region/country specific marketing on top of

global operations, they currently have four 'regions' that cover six countries, each with their

own Lead partition and Workspaces:

• EMEA: UK and Belgium

• ANZ: Australia and New Zealand

• NAM: USA

• ASIA: Japan

Singapore will be added as an additional country within 6 months.

As the organization moves away from the highly manual process of assigning leads as

'ready', the goal is to use their new Lead scoring to state that leads that are above 60 in

Score are marked as MQL, and are synced to the right country team queue in their CRM. The CRM will then use automated workflows to take leads from the queues and decide

which leads are assigned to which representative for that country.

Which efficient measures should betaken to make sure Leads from the right countries are

synced to the correct queues in the CRM?

A. Build program in each region workspace. When the score reaches 60, trigger theSalesforce sync and assign to lead queues based on region. For example, "If Partition isASIA, Assign to ASIA queue".
B. Build program in default workspace. When the score reaches 60, trigger the Salesforcesync and assign to lead queues based on country. For example, "If Country is USA, Assignto USA lead queue".
C. Build program in each region workspace. When the score reaches 60, trigger theSalesforce sync and assign to lead queues based on country. For example, "If Country isUSA, Assign to USA lead queue".
D. Build program in default workspace. When the score reaches 60, trigger the Salesforcesync and assign to lead queues based on region. For example, If Partition is ASIA, Assignto ASIA queue".

ANSWER : B

AD0-E556 Sample Question 4

Refer to the case study.

UNICORN FINTECH COMPANY PROFILE Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of